Airbus Annual Report 2022

Airbus Annual Report
2022
Airbus SE is a European public company statements, except as may be otherwise required
(Societas Europaea), with its seat in Amsterdam, by law. The forward-looking statements in this Universal
the Netherlands, which is listed in France, Germany Registration Document involve known and unknown risks,
and Spain. uncertainties and other factors that could cause the
Company’s actual future results, performance and
As a result of the relabelling to a single Airbus brand,
achievements to differ materially from those forecasted or
Airbus SE together with its subsidiaries is referred to as
suggested herein.
“the Company” and no longer the Group. The segment
These include changes in general economic and business
formerly known as “Airbus Commercial Aircraft” is referred to
conditions, as well as the factors described under “Risk
as “Airbus”. See “– Management’s Discussion and Analysis
Factors” below.
of Financial Condition and Results of Operations
– 2.1.1.2 Reportable Business Segments”. This Universal Registration Document was prepared in
accordance with Annex 1 and 2 of Commission Delegated
In addition to historical information, this Universal Registration
Regulation (EU) 2019/980 and has been filed in English with
Document includes forward-looking statements. The forward-
the Autoriteit Financiële Markten (the “AFM”) on 4 April 2023
looking statements are generally identified by the use of
in its capacity as competent authority under Regulation (EU)
forward-looking words, such as “anticipate”, “believe”,
2017/1129 (the “Prospectus Regulation”) without prior
“estimate”, “expect”, “intend”, “plan”, “project”, “predict”, “will”,
approval pursuant to Article 9 of the Prospectus Regulation.
“should”, “may” or other variations of such terms, or by
discussion of strategy. These statements relate to the This Universal Registration Document may be used for
Company’s future prospects, developments and business the purposes of an offer to the public of securities or
strategies and are based on analyses or forecasts of future admission of securities to trading on a regulated market if
results and estimates of amounts not yet determinable. approved by the AFM together with any amendments,
These forward-looking statements represent the view of if applicable, and a securities note and summary approved
the Company only as of the dates they are made, and the in accordance with the Prospectus Regulation.
Company disclaims any obligation to update forward-looking
2 Airbus / Universal Registration Document 2022

Risk Factors
01
Information on the Company’s Activities
02
Management’s Discussion and Analysis of Financial
Condition and Results of Operations
03
General Description of the Company and its Share Capital
04
Corporate Governance
05
General Information
Airbus / Universal Registration Document 2022 3

Contents
Universal
Registration Risk Factors 7
Document 1.
2.
3.
Financial Market Risks
Business-Related Risks
Legal Risks
8
12
20
4. Environment, Human Rights, Health & Safety Risks 23
01
Information on the Company’s Activities 29
1.1 Presentation of the Company 30
1.1.1 Overview 30
1.1.2 Airbus (Commercial Aircraft) 35
1.1.3 Helicopters 44
1.1.4 Defence and Space 50
1.1.5 Investments 57
1.1.6 Insurance 58
1.1.7 Legal and Arbitration Proceedings 58
1.2 Non-Financial Information 61

1.2.1 The Company’s Approach to Sustainability 61
1.2.2 Climate Change 68
1.2.3 Pollution 86
1.2.4 Materials and Circularity 88
1.2.5 Water 90
1.2.6 Biodiversity 92
1.2.7 Aviation and Product Safety 93
1.2.8 Cyber Security 95
1.2.9 Health and Safety 97
1.2.10 Human Rights 102
1.2.11 Inclusion and Diversity 107
1.2.12 Social Dialogue 109
1.2.13 People 111
1.2.14 Business Integrity 115
1.2.15 Responsible Supply Chain 118
1.2.16 Community Impact 126
1.2.17 ESG Data Board 128
1.2.18 TCFD Correspondence Table 137
1.2.19 EU Taxonomy 138
1.2.20 GRI Index 144
1.2.21 SASB Correspondence Table 148
1.3 Other Corporate Activities 149
1.4 Recent Developments 157

02 3.3.4
3.3.5
Changes in the Shareholding of the Company
Persons Exercising Control over the Company
195
195
Management’s Discussion and Analysis of 3.3.6 Simplified Group Structure Chart 195
Financial Condition and Results of Operations 159 3.3.7 Purchase by the Company of its Own Shares 197
2.1 Operating and Financial Review 160 3.4 Dividends 199

2.1.1 Overview 161 3.4.1 Dividends and Cash Distributions Paid 199
2.1.2 Significant Accounting Considerations, 3.4.2 Dividend Policy of the Company 199
Policies and Estimates164 3.4.3 Unclaimed Dividends 199
2.1.3 Performance Measures 165 3.4.4 Taxation 199
2.1.4 Results of Operations 169
2.1.5 Changes in Total Equity
04
(Including Non-Controlling Interests) 173
2.1.6 Liquidity and Capital Resources 174
2.2 Financial Statements 178
2.3 Statutory Auditor Fees 178 Corporate Governance 203

2.4 Information Regarding the Statutory Auditors 178 4.1 Management and Control 204
4.1.1 Corporate Governance Arrangements 204
4.1.2 Dutch Corporate Governance Code,
03
“Comply or Explain” 228
4.1.3 Enterprise Risk Management System 229
4.1.4 Internal Audit 231
4.2 Interests of Directors and Principal

General Description of the Company Executive Officers232
and its Share Capital181 4.2.1 Remuneration Policy 232
3.1 General Description of the Company 182 4.2.2 Long-Term Incentives Granted to the Chief
3.1.1 Commercial and Corporate Names, Executive Officer 247
Seat and Registered Office182 4.2.3 Related Party Transactions 247
3.1.2 Legal Form 182 4.3 Employee Success Sharing and Incentive Plans 248
3.1.3 Governing Laws and Disclosures 182 4.3.1 Employee Success Sharing and Incentive Agreements 248
3.1.4 Date of Incorporation and Duration of the Company 183 4.3.2 Employee Share Ownership Plans 248
3.1.5 Objects of the Company 184 4.3.3 Long-Term Incentive Plans 249
3.1.6 Commercial and Companies Registry 184
3.1.7 Inspection of Corporate Documents 184
05
3.1.8 Financial Year 184
3.1.9 Allocation and Distribution of Income 184
3.1.10 General Meetings 185
3.1.11 Disclosure of Holdings 186
3.1.12 Mandatory Disposal 187
3.1.13 Mandatory Offers 188
General Information 255
5.1 Entity Responsible for
3.2 General Description of the Share Capital 189
the Universal Registration Document256
3.2.1 Issued Share Capital 189
3.2.2 Authorised Share Capital 189 5.2 Statement of the Entity Responsible for
3.2.3 Modification of Share Capital or Rights Attached the Universal Registration Document 256
to the Shares189
3.2.4 Securities Granting Access to the Company’s 5.3 Information Policy 256
Share Capital 190 5.4 Undertakings of the Company
3.2.5 Changes in the Issued Share Capital 190 Regarding Information 257
3.3 Shareholdings and Voting Rights 191 5.5 Significant Changes 257
3.3.1 Shareholding Structure at the End of 2022 191
3.3.2 Relationships with Principal Shareholders 192 5.6 Statement on Approval 257
3.3.3 Form of Shares 195

Risk
Factors
1. Financial Market Risks 8
2. Business-Related Risks 12
3. Legal Risks 20
4. Environment, Human Rights, Health & Safety Risks 23

Risk Factors /
1 Financial Market Risks
The Company is subject to the risks and uncertainties described below that may materially affect
its business, results of operations and financial condition. These are not the only risks the Company
faces. Additional risks and uncertainties not presently known to the Company, or that it currently
considers immaterial may also impair its business and operations.
Although a certain degree of risk is inherent in the Company’s business (as described in the
risk factors mentioned in this section), the Company endeavours to minimise risk to the extent
reasonably possible. To achieve its strategy, the Company is prepared to take modest or low event
risks to provide sufficient predictability on profitability and cash flow given the necessity to stay
competitive, invest in research and development and manage the diversified business portfolio
in a world of uncertain market and economic conditions. Due to the importance of programmes
and operations for the Company, a particular focus is put on the operational dimension of risk
identification and management. Within the area of legal and compliance risks, the Company seeks
to ensure that its business practices conform to applicable laws, regulations and ethical business
principles, while developing a culture of integrity. Regarding financial risks, our risk approach can be
qualified as prudent and the Company aims to minimise the downside risk through an appropriate
liquidity buffer, moderate financial leverage and the use of hedging derivatives and other insurance
products.
1. Financial Market Risks

Global Economic Conditions
The Company’s business, results “– Business-Related Risks – COVID-19 Risks” and “– Business-
Related Risks – Availability of Government and other Sources
of operations and financial condition of Financing”.
are materially affected by global
The Company’s global presence includes France, Germany,
economic conditions. Spain and the UK as well as fully-owned subsidiaries in the US,
Market disruptions and significant economic downturns may China, Japan, India and in the Middle East, and spare parts
develop quickly due to, among other things, crises affecting centres in Hamburg, Frankfurt, Washington, Beijing, Dubai and
credit or liquidity markets, regional or global recessions, sharp Singapore. At the end of 2022, the Company had engineering and
fluctuations in or sustained high commodity prices (including gas training centres in Toulouse, Miami, Mexico, Wichita, Hamburg,
and oil), energy shortage or unavailability, currency exchange Bangalore, Beijing and Singapore. There are also hubs and field
rates or interest rates, rapid increases in or sustained high service stations around the world. The Company also relies on
levels of inflation or deflation, sovereign debt and bank debt industrial co-operation and partnerships with major companies
rating downgrades, restructurings or defaults, or adverse and a wide network of suppliers. This global presence entails the
geopolitical events (including armed conflicts such as Russia’s risk of being affected by weak market and economic conditions
invasion of Ukraine, rising tensions around the world, global in particular in Europe, the US and Asia where it manufactures
pandemic diseases such as COVID-19 or the impact of potentially and to which it sells the majority of its products.
conflicting policies from the United States (“US”), European It is a priority to ensure that the Company can identify, attract,
Union, Russia and China with ramifications beyond their develop and retain a world-class competent, motivated and
borders). Recent US administrations have introduced greater flexible workforce, which fits current business requirements and
uncertainty with respect to US tax and trade policies, tariffs and future business needs in each of the countries in which the
government regulations affecting trade between the US and Company has a presence. A change in economic conditions
other countries. Such measures, and the countermeasures they in any of the geographies where the Company has significant
provoked, affected and may continue to affect countries where numbers of employees or key employees may therefore impact
our customers and suppliers are located or where the Company its ability to compete effectively for employees in such countries.
has an operational presence or to which its financing activities
are linked. See “– Business-Related Risks – Ukraine Crisis”,

Risk Factors /
At the end of 2022, approximately 18,000 suppliers from more –– variations in public spending for defence, homeland security
than 90 countries supply parts, components, systems and and space activities, which may lead to termination or reduction
services to the Company. In 2022, the Company’s overall external of future funding or cancellations or delays impacting existing
sourcing volume was estimated around € 44 billion. The Company contracts which could negatively impact the Company’s
requires its suppliers’ and subcontractors’ services in order to results of operations; and
deliver our products and generate revenue and profit. Therefore –– an increase in the amount of sales financing that the Company
financial, economic and geopolitical instability in any part of is requested to provide to its customers to support mainly
the world that would affect our suppliers or subcontractors, aircraft deliveries typically secured over the underlying
including conditions resulting in sharply rising inflation, increasing aircraft and bearing exposure to the customer credit risk. See
energy prices, their inability to obtain credit or even in their “– Financial Market Risks – Sales Financing Arrangements”.
insolvency, could impact the Company’s ability to meet its
In addition, in the commercial aircraft industry it is the industry
customer obligations in a satisfactory and timely manner. In
standard to include revision clauses in sales and supplier
addition, financial, economic and geopolitical instability affecting
contracts due to the lengthy terms of such contracts. Such
suppliers or subcontractors could impact such parties’ ability to
revision clauses can be based on one or multiple indices and
meet their obligations under risk sharing partnership agreements
therefore, can evolve due to changes in economic measures
entered into with the Company. The health and economic crisis
on which such indices are based, thereby potentially negatively
resulting from the COVID-19 pandemic and the consequences
impacting the Company’s results.
of Russia’s invasion of Ukraine have increased the Company’s
exposure to supply chain risk. See “– Business-Related Risks The Company generally finances its manufacturing activities
– Dependence on Key Suppliers and Subcontractors”. and product development programmes, and in particular the
development of new commercial aircraft, through a combination
The behaviour of our customers and by extension, the demand
of cash flows generated by operating activities, customer
for and supply of the Company’s products and services has been
advances, European governments’ refundable advances and
and may continue to be materially affected by global economic
risk-sharing partnerships with subcontractors. In addition,
conditions. Historically, the Company has experienced that order
the Company’s military activities benefit from government-
intake for commercial aircraft has shown cyclical trends, due
financed research and development contracts. If necessary, the
in part to changes in passenger demand for air travel and the
Company may raise funds in the capital markets. Weak economic
air cargo share of freight activity, which are in turn driven by a
circumstances, uncertainty or adverse trends leading to liquidity
range of economic variables including gross domestic product
constraints or reduced availability of finance for the Company’s
(“GDP”) growth and private consumption levels.
customers, suppliers, European and other governments, and
A deterioration in economic factors driven by geopolitical events other risk sharing partners may affect the Company’s ability to
such as Russia’s invasion of Ukraine or by new variants of the finance its product development programmes and raise funds
COVID-19 pandemic and the related drop in air travel in many in the capital markets.
parts of the world driving our commercial airline business, could
The Company’s financial results could also be negatively affected
lead to protracted weak demand for our commercial aircraft.
depending on gains or losses realised on the sale or exchange
The relative size of the Company’s commercial aircraft business
of financial instruments; impairment charges resulting from
relative to its defence, space and government activities has
revaluations of debt and equity securities and other investments;
diluted the latter’s ability to serve as an effective tool to counter
interest rates; cash balances; and changes in fair value of
commercial cycles.
derivative instruments. Increased volatility in the financial markets
Demand for military and parapublic products may be affected by and overall economic uncertainty would increase the risk of the
governmental budget constraints caused by economic pressure. actual amounts realised in the future on the Company’s financial
instruments differing significantly from the fair values currently
Therefore protracted weak global economic conditions could assigned to them.
directly result in:
–– financial distress of airlines and lessors, and potential Although the potential negative impact of global economic
bankruptcies around the world; conditions has been thoroughly assessed, the consequences
–– requests by customers to postpone or cancel existing orders thereof could have unforeseen material effects on the Company’s
for aircraft (including helicopters) or decisions by customers to business, results of operations and financial condition, and in
review their order intake strategy due to, among other things, particular if these were to impact the Company’s commercial
lack of adequate credit supply from the market to finance aviation activities or otherwise impact its access to financing.
aircraft purchases or increases in operating costs or weak
levels of passenger demand for air travel and cargo activity
more generally, which could negatively impact the Company’s
results of operations;

Risk Factors /
Foreign Currency Exposure

In 2022, more than 70% of the Company’s revenues are Since 2022 and going-forward, the Company has presented
denominated in US dollars, with approximately 60% of such its matured hedge portfolio and euro conversion on a blended
currency exposure “naturally hedged” by US dollar-denominated basis and therefore blended rates reflect both the EBIT impact of
costs. The remainder of costs are incurred primarily in euros and hedge rates of the US dollar hedge portfolio and euro conversion.
to a lesser extent, pounds sterling. Consequently, to the extent
As of 31 December 2022, the blended portfolio which amounts
that the Company does not cover its net current and future
to US$ 93.9 billion with maturities up to 2029 and covers a major
exchange rate exposure from the time of a customer order to
portion of the foreign exchange exposure expected over the
the time of delivery, its profits will be affected by market changes
period of the operative planning.
in the exchange rate of the US dollar against these currencies.
There are complexities inherent in determining whether and when The portion of the Company’s US dollar-denominated revenues
foreign currency exposure of the Company will materialise, in that is not covered in accordance with the Company’s coverage
particular given the possibility of unpredictable revenue variations strategy will be exposed to fluctuations in exchange rates, which
arising from order cancellations, postponements or delivery may be significant.
delays.
Furthermore, the Company is exposed to certain other price
Regarding the foreign exchange risk, the Company may also have risks such as interest rate risks, changes in commodity prices
difficulty in fully implementing its hedging strategy if its hedging and in the price of its own stocks. Adverse movements of these
counterparties are unwilling to increase derivatives risk limits with prices may jeopardise the Company’s profitability if not hedged.
the Company, and is exposed to the risk of non-performance
or default by these hedging counterparties. The exchange rates Currency exchange rate fluctuations in currencies other than the
at which the Company is able to hedge its foreign currency US dollar in which the Company incurs its principal manufacturing
exposure may also deteriorate, as the euro could appreciate expenses (mainly the euro) may affect the ability of the Company
against the US dollar for some time, as has been the case in the to compete with competitors whose costs are incurred in other
past and as higher capital requirements for banks result in higher currencies. This is particularly true with respect to fluctuations
credit charges for uncollateralised derivatives. Accordingly, the relative to the US dollar, as many of the Company’s products
Company’s foreign currency hedging strategy may not protect it and those of its competitors (e.g. in the defence export market)
from significant changes in the exchange rate of the US dollar to are priced in US dollars. The Company’s ability to compete
the euro and the pound sterling, in particular over the long-term, with competitors may be eroded to the extent that any of the
which could have a negative effect on its financial condition and Company’s principal currencies appreciates in value against the
results of operations. principal currencies of such competitors.
Moreover, to further mitigate the impact of exchange rate The Company’s consolidated revenues, costs, assets and
fluctuations on its profits, the Company might enter into a liabilities denominated in currencies other than the euro are
euro conversion agreement with its customers to convert fully translated into the euro for the purposes of compiling its financial
or partially the payment from US dollar into euro based on an statements. Changes in the value of these currencies relative
agreed conversion rate. This agreement is implemented on an to the euro will, therefore, have an effect on the euro value of
exceptional basis and at the specific request of the customer, and the Company’s reported revenues, costs, EBIT(1), other financial
is accounted for in the IFRS Consolidated Financial Statements results, assets, liabilities and equity.
as a contract in euros.
Sales Financing Arrangements

In support of sales, the Company may agree, case by case, to The Company’s sales financing arrangements expose it to
participate in the financing of selected customers. Over 2020 residual aircraft value risk, because it generally retains security
to 2022, the average number of aircraft delivered in respect of interests in aircraft for the purpose of securing customers’
which financing support has been provided by Airbus amounted performance of their financial obligations to the Company, and/
to approximately 1% of the number of deliveries over the same or because it may guarantee a portion of the value of certain
period. aircraft at certain anniversaries from the date of their delivery
to customers. Under adverse market conditions, the market
The risks arising from the Company’s sales financing activities
for used aircraft could become illiquid and the market value
may be classified into two categories: (i) credit risk, which
of used aircraft could significantly decrease below projected
relates to the customer’s ability to perform its obligations under
amounts. In the event of a financing customer default at a time
a financing arrangement, and (ii) aircraft value risk, which
when the market value for a used aircraft has unexpectedly
primarily relates to unexpected decreases in the future value of
decreased, the Company would be exposed to the difference
aircraft. Defaults by its customers or significant decreases in the
between the outstanding loan amount and the market value
value of the financed aircraft in the resale market may materially
of the aircraft, net of ancillary costs (such as maintenance and
adversely affect the Company’s business, results of operations
remarketing costs, etc.). Similarly, if an unexpected decrease in
and financial condition.
the market value of a given aircraft coincided with the exercise
(1) Airbus continues to use the term EBIT. EBIT is identical to profit before financial result and income taxes.

Risk Factors /
window date of an asset value guarantee with respect to that In addition, the Company has backstop commitments to provide
aircraft, the Company would be exposed to losing as much as financing related to orders on the Company’s and ATR’s backlog.
the difference between the market value of such aircraft and the The Company’s sales financing exposure could rise in line with
guaranteed amount, though such amounts are usually capped. future sales growth depending on the agreement reached with
Through the Airbus Asset Management department or as a customers. The Company remains exposed to the risk of defaults
result of past financing transactions, the Company is the owner by its customers or significant decreases in the value of the
of used aircraft, exposing it directly to fluctuations in the market financed aircraft in the resale market, which may have a negative
value of these used aircraft. effect on its future financial condition and results of operations.
Liquidity
The Company is exposed to liquidity risk in case of funding needs –– access to US dollar funding (through a US$ 3 billion US
during a market disruption situation. If the liquidity risk would Commercial Paper programme, and a 144A US dollar bond
materialise, the Company could be at risk of not being able to market).
pay its creditors and shareholders in due time or could have to
On 5 July 2022, the Company signed a new sustainability-
delay the closing of some transactions. The liquidity risk can
linked Revolving Syndicated Credit Facility (the “2022 facility”)
arise when money markets and debt capital markets are closed
committed by 38 banks for € 8 billion with a maturity of five
for new issuances for a period of time. In order to mitigate this
years and two extension options of one year (subject to banks’
risk, the Company maintains:
approval). This facility incorporates an adjustment mechanism
–– significant amounts of highly liquid cash on-balance sheet; that links the applicable margin of the facility (which can go either
–– undrawn committed credit facilities; up or down) to the achievement of annual targets for two selected
–– diversified euro funding programmes (such as a € 12 billion sustainability key performance indicators related to environmental
euro medium-term note (“EMTN”) programme eligible to the rating and health & safety. The 2022 facility cancels and replaces
Corporate Sector Purchase Programme of the European the € 6 billion Revolving Syndicated Credit Facility signed in 2020.
Central Bank (“ECB”), a € 11 billion Negotiable European
Commercial Paper programme eligible to the Pandemic Going forward, the Company will continue to adopt a prudent
Emergency Purchase Programme of the ECB, and a € 4 billion approach when it comes to managing its liquidity with the
euro Commercial Paper programme); and objective of maintaining its robust credit rating.
Counterparty Credit
In addition to the credit risk relating to sales financing as The Company’s credit limit system assigns maximum exposure
discussed above, the Company is exposed to credit risk to the lines to such counterparties, based on a minimum credit rating
extent of non-performance by its counterparties for financial threshold as published by Standard & Poor’s and Moody’s. If
instruments, such as hedging instruments (US$ 76.2 billion neither is present, Fitch ratings are used. Besides the credit
nominal value at 31 December 2022) and cash investments rating, the limit system also takes into account fundamental
(€ 22.06 billion nominal value at 31 December 2022). However, counterparty data, as well as sector and maturity allocations
the Company has policies in place to avoid concentrations of and further qualitative and quantitative criteria such as credit risk
credit risk and to ensure that credit risk exposure is limited. indicators. The credit exposure of the Company is reviewed on
a regular basis and the respective limits are regularly monitored
Counterparties for transactions in cash, cash equivalents and
and updated.
securities as well as for derivative transactions are limited to
highly-rated financial institutions, corporates or sovereigns.
As of 31 December 2022 the credit exposure had been estimated as follows (in € million)(1):
Source of risk Exposure Unexpected Loss Contribution

Banks 4,991 34
Corporates 4,816 104
Sovereign issuers 1,583 15
Money market funds 12,210 17
Total 23,600 170
(1) Not audited.
The Company also seeks to maintain a certain level of in order to avoid an increased concentration of credit risk on only
diversification in its portfolio between individual counterparties as a few counterparties.
well as between financial institutions, corporates and sovereigns

Risk Factors /
2 Business-Related Risks
However, there can be no assurance that the Company will not split between investment banking and commercial banking
lose the benefit of certain derivatives or cash investments in activities) and on the capital structure and cost of such banks’
case of a systemic market disruption. In such circumstances, the activities in relation to over-the-counter derivatives, and
value and liquidity of these financial instruments could decline therefore on the funding consequences of central clearing and
and result in a significant impairment, which may in turn have a collateralisation of over-the-counter derivatives for corporations
negative effect on the Company’s financial condition and results like the Company. This may ultimately increase the cost and
of operations. reduce the liquidity of the Company’s long-term hedges, for
example, as banks seek to either pass-on the additional costs
Moreover, the progressive implementation of new financial
to their corporate counterparties or withdraw from low-profit
regulations and adjustments to existing regulations will have
businesses altogether.
an impact on the business model of banks (for example, the
Pension Commitments
The Company participates in several pension plans for both Necessary adjustments of such provisions include but are
executive and non-executive employees, some of which are not limited to (i) the discount factor (dependent in part on
underfunded. As of 31 December 2022, the provision for interest rates) and the inflation rate applied to calculate the net
retirement plans and similar obligations amounted to € 3.5 billion present value of the pension liabilities, (ii) the performance of
(compared to € 7.1 billion as of 31 December 2021). In addition the asset classes which are represented in the pension assets,
as a consequence of the increased discount rates a non-current and (iii) behavioural assumptions regarding beneficiaries, and
asset of € 0.6 billion has been accounted for to reflect the surplus (iv) additional cash injections contributed by the Company from
in two pension funds in the UK. For information related to these time to time to the pension assets. The Company has taken
plans, please refer to the “Notes to the IFRS Consolidated measures to reduce potential losses on the pension assets
Financial Statements – Note 32: Post-Employment Benefits”. and to better match the characteristics of the pension liabilities
The Company has recorded a provision in its balance sheet for with those of the pension assets as a long-term objective.
its share of the underfunding measured in accordance with IFRS Nevertheless, any required additional provisions would have a
based on current estimates. These estimates will be reviewed negative effect on the Company’s total equity (net of deferred
annually and as the case may be revised leading the Company tax), which could in turn have a negative effect on its future
to record lower or higher provisions. financial condition.
2. Business-Related Risks
Commercial Aircraft and Helicopter Market Factors
Historically, the Company has experienced that order intake impact of e-commerce on air cargo volumes or consolidation
for commercial aircraft has shown cyclical trends, due in of airlines. The health and economic crisis resulting from the
part to changes in passenger demand for air travel and the COVID-19 pandemic, armed conflicts such as Russia’s invasion
air cargo share of freight activity, which are in turn driven by of Ukraine, and rising tensions around the world can amplify the
a range of economic variables, such as GDP growth, private impact of these factors.
consumption levels or working age population size. Other factors,
The factors described above may have a material impact on the
however, play an important role in determining the market for
commercial aircraft industry and, therefore, on the Company’s
commercial aircraft, such as (i) the average age and technical
financial condition and results of operations. In 2022, the
obsolescence of the fleet relative to new aircraft; (ii) the number
commercial aircraft business segment of Airbus recorded total
and characteristics of aircraft taken out of service and parked
revenues of € 41.4 billion – representing 69% of the Company’s
pending potential return into service; (iii) passenger and freight
revenues. See “– Information on the Company’s Activities
load factors; (iv) airline pricing policies and resultant yields;
– 1.1.1 Overview”. During the COVID-19 pandemic, the Company
(v) airline financial health; (vi) the availability of third party financing
observed that the downturn in its commercial aircraft business
for aircraft purchases; (vii) evolution of fuel price; (viii) regulatory
was partially mitigated by its defence, space and government
environment; (ix) environmental constraints imposed upon
activities. Such a cyclical pattern had already been observed in
aircraft operations, such as the Carbon Offsetting and Reduction
the past but historically diminished, due to the significant growth
Scheme for International Aviation (“CORSIA”), carbon standards
of the Company’s commercial aircraft business relative to its
and other environmental taxes; and (x) market evolutionary
other activities, until the global pandemic arrived.
factors such as the volume of business-related travel or the
growth of low-cost passenger airline business models or the

Risk Factors /
The commercial helicopter market in which the Company & gas market shows signs of recovery with increased flight
operates has shown cyclical trends and could also be influenced hours however the level of investment in the acquisition of new
by factors listed above. The civil & parapublic market has shown platforms has not significantly increased. Flight hours have
signs of recovery in 2022, notably in the intermediate single now exceeded pre-pandemic levels and Airbus Helicopters
engine and medium twin helicopter segment and the private has increased revenues thanks to the wide-ranging portfolio
& business aviation and aerial work market. The offshore oil of service solutions.
COVID-19 Risks
Over the last three years, new variants of the COVID-19 pandemic, affect the Company’s ability to deliver products and services as
the resulting health and economic crisis and actions taken in well as customers’ ability to take delivery of aircraft.
response to the spread of the pandemic, including government
The Company has been adversely affected by weak market and
measures, lockdowns, travel limitations and restrictions, have
economic conditions in markets around the world. Protracted
resulted in significant disruption to the Company’s business,
weaker market and economic conditions and their knock-on
operations and supply chain.
effects have resulted in and could continue to result in (i) additional
The aerospace industry, the financial health of operators, airlines, requests by customers to postpone delivery or cancel existing
lessors and suppliers, commercial aircraft market, demand for air orders for aircraft (including helicopters) or other products
travel and commercial air traffic have been severely impacted by including services, (ii) decisions by customers to review their
the COVID-19 pandemic and the resulting health and economic fleet strategy, (iii) weak levels of passenger demand for air travel
crisis. As a result, airlines reduced capacity, grounded portions and cargo activity more generally, (iv) a sustained reduction in
of their fleets and sought to implement measures to reduce the volume of air travel for business purposes, and (v) prolonged
cash spending and secure liquidity. Some airlines also sought or additional travel limitations and restrictions, which could
arrangements with creditors, restructuring or applying for negatively impact the Company’s results of operations.
bankruptcy or insolvency protection, which may have further
In 2022, the Company delivered 661 commercial aircraft, an
consequences for the Company and its order book as well as
increase of 8% compared to 2021 (compared to 611 commercial
other consequences resulting from the related proceedings. The
aircraft in 2021). This excludes two deliveries recorded in
Company will continue to face additional risks and uncertainties
December 2021 (two A350-900 Aeroflot) for which a transfer
resulting from future consequences of the health and economic
was not possible due to international sanctions. In 2022, the
crisis on operators, airlines, lessors, suppliers and other actors
Company recorded 258 commercial aircraft cancellations
in the air transport industry. See also “– Business-related risks
(compared to 264 cancellations in 2021).
– Commercial Aircraft and Helicopter Market Factors” below.
The Company continues to monitor the evolution of the COVID-19
Notably in 2020 and 2021, a number of measures were taken
pandemic and will evaluate further impacts and additional
by the Company to implement stringent health and safety
measures going forward while taking into account the latest
procedures while taking account of stock levels and production
industry outlook.
lead-times. The COVID-19 crisis may lead to further disruptions
to the Company’s internal operations and to its ability to deliver The Company’s business, results of operations and financial
products and services. See also “– Business-related risks – condition have been materially affected in prior years by the
Dependence on Key Suppliers and Subcontractors” below. COVID-19 pandemic, and the Company may continue to face
significant risks and uncertainties related to certain regions
In addition to its impact on the financial viability of operators,
including China. There can be no assurance that the Company’s
airlines and lessors and the reduction of commercial air traffic,
business, results of operations and financial condition will not be
lockdowns, travel limitations and restrictions around the world
materially affected by other pandemics in the future.
have posed logistical challenges and may continue to cause
disruptions to the Company’s business, its operations and supply Please refer to the “Notes to the IFRS Consolidated Financial
chain. These measures have and may continue to adversely Statements – Note 3: Macroeconomic Environment”.
Ukraine Crisis
Russia’s invasion of Ukraine on 24 February 2022 and the resulting in March 2022 it has suspended the delivery of aircraft and
export control restrictions and international sanctions against support services to Russian customers, as well as the supply of
Russia, Belarus and certain Russian entities and individuals have spare parts, equipment and software to Russia. The Company
resulted in disruption to the Company’s business, its operations, is complying with all applicable regulations and sanctions to its
data management and supply chain. facilities and operations in Russia (including the Airbus Russia
affiliate, Airbus Engineering Centre (ECAR), representation office
Following the imposition of export control restrictions and
in Moscow and the Space Division’s two joint ventures in Russia,
sanctions by the EU, the UK, the US and other countries that are
Energia Satellite Technologies and Synertech). See “– Legal
relevant to the Company’s business, the Company announced
risks – Export Control Laws and Regulations” below.

Risk Factors /
The crisis has increased the Company’s exposure to supply Due to the above mentioned export control restrictions and
chain disruption risk. Part of the titanium used by the Company sanctions, the Company has been unable to deliver two aircraft
is sourced from Russia, both directly and indirectly through the previously recorded as sold at 31 December 2021. As a result,
Company’s suppliers. While geopolitical risks are integrated the associated revenues and margin have been derecognised
into the Company’s titanium sourcing policies, the impact of as of 31 March 2022. These aircraft have been remarketed in
Russia’s invasion of Ukraine on the Company’s ability to source the second quarter 2022.
materials and components and any future expansion of sanctions
As of 31 December 2022, the resulting recorded EBIT charge
is being reviewed.
amounts to approximately € 0.1 billion, mainly relating to Airbus.
The Company is also indirectly exposed through its partnership
Although the full impact cannot reasonably be assessed at
into the joint venture ArianeGroup. Arianespace paid and
the time of this report, the Company’s business, results of
received payments for the Soyuz programme for which
operations and financial condition may be materially affected
Roscosmos decided to suspend the rocket launches operated
by the direct and indirect impacts of Russia’s invasion of Ukraine
by Arianespace. Agreements have been reached on pre-
and the resulting export control restrictions and international
payments received with two of these clients. Negotiations are
sanctions. See also “– Business-related risks – Dependence
well advanced with the remaining customers.
on Key Suppliers and Subcontractors” and “– Business-related
risks – Industrial System Adaptation” below.
Cyber Security Risks

The Company’s extensive information and communications and digitalisation. Moreover, a main challenge is to maintain an
systems, industrial environment, products and services are appropriate level of security of complex and legacy industrial
exposed to cyber security risks. Cyber security threats are systems to face attacks from hackers, who are improving their
rapidly changing and scenarios of attacks are becoming more techniques and skills rapidly.
sophisticated.
Finally, the Company is exposed to reputational damage and
The Company is exposed to a number of different cyber security destabilisation from the growing volume of false and malicious
risks, directly or through its supply chain, arising from actions information injected into media and social networks.
that may be intentional and hostile, accidental or negligent. Some
The Company continues to make significant efforts to prevent
of the objectives of an attacker are espionage, to influence,
such risks from materialising. Targeted investments will reduce
to create an obstacle to functioning or for lucrative purposes.
but not eradicate likelihood and impact through strengthening
The main cyber security risks for the Company are intrusion in
the business cyber protection and resilience.
systems leading to data leakage, attacks impacting the resilience
of industrial systems and compromising products and services. The materialisation of one or several of such risks could lead to
severe damage, including but not limited to significant financial
All of the above mentioned risks are heightened in the context
loss, need for additional investment, contractual or reputational
of the increasingly common use of digital solutions by the
performance degradation, loss of intellectual property, loss of
Company (including greater use of cloud services, mobile
business data and information, operational business degradation
devices, “internet of things”), increasingly capable adversaries
or disruptions, and product or services malfunctions. Loss
and integration with the extended enterprise. Risks related to the
of personal data may result in administrative, civil or criminal
Company’s industrial control systems, manufacturing processes
liabilities including significant fines and penalties.
and products are growing with the increase of interconnectivity
Physical Security, Terrorism, Pandemics and Other Catastrophic Events

Terrorist attacks, public health crises and the spread of disease again with additional sudden or prolonged reduced demand for
(such as the global COVID-19 pandemic), armed conflict and air transport and be compelled to take additional costly security
rising military tensions have demonstrated that such events may and safety measures. The Company may, therefore, suffer from
negatively affect public perception of air travel, which may in turn a decline in demand for all or certain types of its aircraft or other
reduce demand for travel and commercial aircraft. The outbreak products, and the Company’s customers may postpone delivery
of wars, riots or political unrest or uncertainties including those or cancel orders.
resulting in an acute increase of cost of living may also affect
In addition to affecting demand for its products, catastrophic
the willingness of the public to travel by air. Furthermore, major
events could disrupt the Company’s internal operations, supply
aircraft accidents may have a negative effect on the public’s or
chain or its ability to deliver products and services. Disruptions
regulators’ perception of the safety of a given class of aircraft,
may be related to threats to infrastructure, personnel security
a given airline, form of design or air traffic management. Flight
and physical security and may arise from terrorism, conflict and
activity ramp-up requires particular focus on safety aspects
civil unrests, malicious acts, natural disasters, fire, damaging
such as removing aircraft from storage and pilot training. As a
weather, and other types of incidents such as drone air traffic
result of such factors, the aeronautic industry may be confronted

Risk Factors /
disruption. Effects of such events may be amplified if they could have a significant adverse effect on the Company’s
happen on single points of failure (SPOFs) for which dedicated operations, financial condition and results of operations as well
identification and mitigations are monitored. Any resulting impact as on its reputation and on its products and services.
on the Company’s production, services or information systems
Dependence on Key Suppliers and Subcontractors

The Company is dependent on numerous key suppliers and In the context described above, changes to the Company’s
subcontractors to provide it with the raw materials, parts, production or development schedules may impact suppliers
assemblies, systems, equipment and services that it needs to and customers so that they initiate claims under their respective
manufacture and deliver its products. contracts for financial compensation or do not fulfil their on time
and on quality delivery commitments. This may have a negative
The Company relies upon the good performance and financial effect on the financial condition and results of operations of the
health of its suppliers and subcontractors to meet the obligations Company.
defined under their contracts. A supplier’s performance and
health may be negatively impacted by a variety of topics As the Company’s global sourcing footprint extends, some
including: the COVID-19 pandemic and its resulting economic suppliers (or their sub-tier suppliers) may have production
impact; local quarantines; loss of skilled resources as a result facilities located in countries that are exposed to socio-political
of workforce reduction and difficulties to re-staff due to market unrest, natural disasters or sanctions imposed by governmental
employment tensions; need for working capital increase while authorities which could interrupt deliveries. This may have a
state/bank loans obtained to weather the COVID-19 crisis have negative effect on the financial condition and results of operations
reached maturity in a context of inflation, high energy costs of the Company.
and interest rate increases; difficulty gaining access to the
The Company cannot fully protect itself from non-performance of
needed material and components, including semiconductors
a supplier, including in case of external factors beyond its control,
and electronic components in the needed quantity and time
which could disrupt production and in turn may have a negative
frame and at competitive conditions as well as transport and
effect on the financial condition and results of operations of the
logistic means availability; energy supply shortages including as
Company. Nevertheless, the Company is striving to improve
a consequence of Russia’s invasion of Ukraine; cyber security
its supply chain resilience and has implemented a robust
threats; geopolitical unrest; export controls evolving regulations,
governance to prevent, anticipate and monitor supply chain
sanctions and embargoes; and environmental issues.
disruption risks and efficient management of issues.
Industrial System Adaptation

The Company faces a challenging risk profile due to the adverse While the Company is engaged in the process of adapting its
geopolitical and economic environment, which increases industrial set-up in order to reach its targeted production rates,
the risks concerning its ability to adapt its industrial system it will continue to monitor the ramp-up across the complete
and increase its production rates on the commercial aircraft value chain for all commercial aircraft programmes and seek
programmes as planned. to adapt to the new complex environment. This encompasses
the full industrial process, including the supply chain (raw
In May 2022, the Company confirmed that commercial aircraft material, subcontracted work packages, equipment, etc.) and
production for the A320 Family was progressing towards
the Company’s resource adaptation (headcount, skills and
a monthly rate of 65 aircraft by early 2024, in a complex competencies). In this process, the Company focuses attention
environment. Taking into account the fact that this complex
on quality industrial adherence Production Organisation Approval
environment will persist longer than previously expected, the
(POA). Acquiring the specific skills and competencies that the
Company announced in December 2022 that it will adjust the Company needs to support the ramp-up remains a challenging
speed of the A320 Family ramp-up to rate 65 for 2023 and 2024, task for the human resource and management teams in the
maintaining its objective to reach a monthly rate of 75 aircraft current aviation hiring environment.
by the middle of the decade. In February 2023, the Company
announced it was progressing towards a monthly production Taking into account the complex environment, the Company
rate of 65 aircraft by the end of 2024 and 75 in 2026. cannot fully protect itself from production disruptions and delays,
which may have a negative effect on the financial condition and
In February 2023, the Company announced that, in order to
results of operations of the Company.
meet growing demand for widebody aircraft as international air
travel recovers, and following a feasibility study with the supply For more details on specific programme risks, see “– Business-
chain, it is now targeting a monthly production rate of 9 A350s related risks – Programme-Specific Risks” below.
at the end of 2025.

Risk Factors /
Technologically Advanced Products and Services

The Company offers its customers products and services that imposed should the Company fail to meet delivery schedules
are technologically advanced, so the design, manufacturing, or other measures of contract performance, in particular with
components and materials utilised can be complex and require respect to programmes and developments such as the A220,
substantial integration and coordination along the supply chain. ACJ TwentyTwo, A321XLR, A330 LMXT, A350-1000 ULR, A350
In addition, most of the Company’s products must function under Freighter, A400M, H160 or Ariane 6. See “– Business-related
demanding operating conditions. Throughout the lifecycle of risks – Programme-Specific Risks” below.
its products, the Company performs checks and inspections,
In addition to the risk of contract cancellations, the Company
which may result in modifications, retrofits or other corrective
may also incur significant costs or loss of revenues in connection
actions, each of which may have an adverse effect on production,
with remedial action required to correct any performance issues
operations, in-service performance or financial condition. There
detected in its products or services. Moreover, to the extent that
can be no assurance that the Company’s products or services
a performance issue is considered to have a possible impact
will be successfully developed, manufactured or operated or
on safety, regulators could suspend the authorisation for the
that they will perform as intended.
affected product or service.
Certain of the Company’s contracts require it (i) to forfeit part of its
Any significant problems with the development, manufacturing,
expected profit, (ii) to receive reduced payments, (iii) to provide a
operation, performance or safety of the Company’s products
replacement launch or other products or services, (iv) to provide
and services could have a significant adverse effect on the
cancellation rights, or (v) to reduce the price of subsequent sales
Company’s financial condition and results of operations as
to the same customer if its products fail to be delivered on time
well as on the reputation of the Company and its products and
or to perform adequately. No assurances can be given that
services.
performance penalties or contract cancellations will not be
Dependence on Public Spending and on Certain Markets

In any single market, public spending (including defence and these countries may have a negative effect on the ability of the
security spending) depends on a complex mix of geopolitical Company to enter into or perform such contracts.
considerations and budgetary priorities, and may therefore be
The Company has a geographically diverse backlog. Adverse
subject to significant fluctuations from year to year and country
economic and political conditions, as well as downturns in
to country. Any termination or reduction of future funding or
broad economic trends in certain countries or regions, may
cancellations or delays impacting existing contracts may have a
have a negative effect on the Company’s financial condition and
negative effect on the Company’s financial condition and results
results of operations generated not only in those regions but
of operations. In instances where several countries undertake
may also affect the rest of the world due to complex economic
to enter together into defence or other procurement contracts,
interdependencies.
economic, political or budgetary constraints in any one of
Availability of Government and Other Sources of Financing

In prior years, the Company and its principal competitors lenders or investors could develop a negative perception of the
have each received different types of government financing of Company’s long- or short-term financial prospects if it incurred
product research and development. However, no assurances large losses or if the level of its business activity decreased due
can be given that government financing will continue to be to an economic downturn. The Company may, therefore, not
made available in the future. Moreover, the availability of other be able to successfully obtain additional outside financing on
outside sources of financing will depend on a variety of factors appropriate terms, or at all, which may limit the Company’s future
such as market conditions, the general availability of credit, ability to make capital expenditures, fully carry out its research
the Company’s credit ratings, as well as the possibility that and development efforts and fund operations.
Competition and Market Access

The markets in which the Company operates are highly therefore also faces competition from a third player, in China
competitive. With regard to the Company’s commercial aircraft only, as this certification has not yet been recognised by any
business for aircraft with more than 150 seats, the Company other regulator. The design, development and production of
today operates in a competitive duopoly. In China, however, an commercial aircraft involves high barriers to entry (including
indigenous large aircraft (single aisle) received its type certificate certification requirements, large investment needs, skilled
in September 2022 from the Chinese authorities. The Company competencies and access to technology and long development

Risk Factors /
cycles). Although the two main market participants for aircraft services similar to those of the Company. This would result in
with more than 150 seats have secured significant order these companies marketing their own products or services and
backlogs, the competition could grow its market presence or competing directly with the Company for sales of these products
launch new products or services that could have a negative or services, all of which could significantly reduce the Company’s
impact on the Company’s revenues, future financial condition revenues.
and results of operations.
In addition, the contracts for many aerospace and defence
New players are operating or seeking to operate in the products are awarded, implicitly or explicitly, on the basis of home
Company’s existing markets, which may impact the structure country preference or geopolitical considerations. Although the
and profitability of these markets. In addition, enterprises with Company is a multinational company which helps to broaden its
different business models and alternative technologies could domestic market, it may remain at a competitive disadvantage
substitute the Company’s services and some of its products or in certain countries, especially outside of Europe, relative to
component parts thereof. In some areas, competitors may have local contractors for certain products. The strategic importance
more extensive or more specialised engineering, manufacturing, and political sensitivity attached to the aerospace and defence
support and marketing capabilities. There can be no assurance industries means that political considerations will play a role in the
that the Company will be able to continue to operate in the long choice of many products and services for the foreseeable future.
term as the market leader or compete successfully against these
The contracts for many aerospace and defence products and
future competitors or that the competitive pressures it faces in all
services are from time to time associated with offset obligations.
business areas will not result in reduced revenues, market share
The Company may face difficulties to meet those obligations,
or profit. See “– Environment, Human Rights, Health & Safety
to leverage the assets of the country and at the same time to
Risks – Climate-Related Risks” below. In addition, competitors
optimise its industrial base and supply chain.
may develop the capability to manufacture products or provide
Major Research and Development Programmes

The business environment in many of the Company’s principal that the Company will attract and retain the personnel it requires
operating business segments is characterised by extensive to conduct its operations successfully and in particular to attract
research and development costs requiring significant up-front and retain engineers and other professionals with the technical
investments with a high level of complexity. For the year 2022, skills and experience required for its research and development
research and development expenses were € 3.1 billion. For the programmes. Failure to attract and retain such personnel or
year 2021, research and development expenses were € 2.7 billion an increase in the Company’s employee turnover rate could
(compared to € 2.9 billion for 2020). negatively affect the Company’s financial condition and results
of operations more generally and particularly its ability to
Due to the technologically advanced complex nature of the successfully execute its research and development programmes.
products that the Company produces and the long period,
including ramp up time, it takes to produce them, the business There is a risk of additional repercussions from COVID-19’s
plans underlying such investments often contemplate a long impact on skills and expertise. Significant effort has been
payback period before these investments are recouped, and made to maintain key resources and cope with the increased
assume a certain level of return over the course of this period in departure of skilled staff with improved knowledge management
order to justify the initial investment. There can be no assurance and knowledge transfer schemes across the Company.
that the commercial, technical and market assumptions
The COVID-19 crisis has impacted key company technological
underlying such business plans will be met, and consequently,
developments and competencies, but despite this, the Company
the payback period or returns contemplated therein achieved.
continues seeking to further its development in sustainable
Significant technological, skills and industrial challenges exist technologies. This commitment directs a significant proportion
to achieve the Company’s sustainability ambitions for the future of the longer term technology research efforts for future products
generations of aerospace. These ambitions require cross industry and services and is based on solving complex problems
and cross government collaboration to address the technological backed by exploring multiple technology pathways. Retaining
risks that need to be overcome. See “– Environment, Human this ambitious programme is achieved with national research
Rights, Health & Safety Risks – Climate-Related Risks” below. funding through frameworks such as CORAC, LUFO, ATI, CDTI
and Horizon Europe where the frameworks enable the Company
Successful development of new programmes also depends on and the wider aviation ecosystem to mature and develop the
the Company’s ability to attract and retain engineers and other required key competencies and technologies.
professionals with the technical skills and experience required
to meet its specific needs. Demand for such engineers may No assurances can be given that the Company will achieve
often exceed supply depending on the market, resulting in the anticipated level of returns from these programmes and
intense competition for qualified professionals. The Company’s other development projects, which may negatively affect the
attrition rate in 2022 was 5.0% overall (including subsidiaries) Company’s financial condition and results of operations and
(compared to 7.4% overall in 2021). There can be no assurance competitiveness.

Risk Factors /
Acquisitions, Divestments, Joint Ventures and Strategic Alliances

As part of its business strategy, the Company may acquire being finalised. Each acquisition, divestment, joint venture and
or divest businesses and/or form joint ventures or strategic strategic alliance is very specific in its nature, purpose, risk and
alliances. Executing acquisitions and divestments can be difficult opportunities. The Company identifies risks through a detailed
and costly due to the complexities inherent in integrating or and systematic due diligence process and addresses the risks
carving out people, operations, technologies and products. identified through price mitigation and/or appropriate contractual
There can be no assurance that any of the businesses that coverage, such as indemnification mechanisms, both being the
the Company intends to acquire or divest can be integrated or tailored-made results of complex negotiations with the sellers/
carved out successfully, as timely as originally planned or that buyers and/or partners. The Company’s business, results of
they will perform well and deliver the expected synergies or cost operations and financial condition may be materially affected if
savings once integrated or separated. In addition, regulatory, these transactions will not be successfully completed or do not
administrative, opposition by stakeholders or social partners produce the expected benefits.
or other contractual conditions can prevent transactions from
Public-Private Partnerships and Private Finance Initiatives

Governmental customers may request proposals and grant The Company is party to PPP and private finance initiatives
contracts under schemes known as public-private partnerships (“PFI”) contracts, for example the two UK Ministry of Defence
(“PPPs”). PPPs differ substantially from traditional defence projects, Skynet 5 and related telecommunications services, and
equipment sales, as they often incorporate elements such as: the AirTanker (“FSTA”). One of the complexities presented by
–– the provision of extensive operational services over the life PFIs lies in the allocation of risks and the timing thereof among
of the equipment; different parties over the life-time of the project.
–– continued ownership and financing of the equipment by a party There can be no assurance of the extent to which the Company
other than the customer, such as the equipment provider; will efficiently and effectively (i) compete for future PFI or PPP
–– mandatory compliance with specific customer requirements programmes, (ii) administer the services contemplated under
pertaining to public accounting or government procurement the contracts, (iii) finance the acquisition of the equipment and
regulations; and the ongoing provision of services related thereto, or (iv) access
–– provisions allowing for the service provider to seek additional the markets for the commercialisation of excess capacity. The
customers for unused capacity. Company may also encounter unexpected political, budgetary,
regulatory or competitive risks over the long duration of PPP
and PFI programmes.
Programme-Specific Risks
In addition to the risk factors mentioned above, the Company A320 Family programme. In response to the COVID-19 market
also faces the following programme-specific risks that could environment, the commercial aircraft production rate for the
have a material impact on the Company’s business, results of A320 Family was reduced to 40 per month in June 2020. In 2021
operations and financial condition. and 2022, the Company announced demand for the A320 Family
leading to a gradual increase in production for the upcoming
The Company faces the following main challenges on its years. The Company proactively and constantly monitors the
commercial programmes:
backlog, the internal and external supply chain, including
–– adapt to rate and stabilise operational performance post- engines, so as to ensure readiness for further rate adaptations
COVID-19 while maintaining high safety and quality standards; in accordance with traffic evolution, to minimise inventory levels,
–– monitor and support the supply chain with a specific focus on and secure aircraft storage capacity. In connection with the A320
engine manufacturers, especially in terms of availability and Family programme, the Company faces the following challenges:
maturity of both production and in-service engines; ensure the A321XLR on-track development including A321XLR
–– accompany customers and facilitate deliveries to customers certification topics with primary airworthiness authorities, adapt
including by remote delivery process; and upgrade our industrial system and capability to meet the
–– ensure a strong customer focus to support return to operations; growing market demands and corresponding product mix within
and the family. Market demand for A320 Family aircraft, production
–– protect priority projects and deliver developments as per and supply chain capabilities will evolve in the next few years
revised plan in an environment of increased certification and the Company will closely monitor these evolutions including
scrutiny and greater complexity, including A321XLR, A220, a projected significant increase in A321 production. Attention
ACJ TwentyTwo, A350 Freighter, A350-1000 ULR, A330 LMXT will remain high on the overall supply chain including engines’
(KC-Y) and Digital (DDMS and Skywise). ramp up availability and engine maturity in-service.

Risk Factors /
A400M programme. After the Company signed a contract (in Mirabel and in Mobile) in 2020-2021 and have been around
amendment to restructure the contract, risks remain on rate six since early 2022 with a monthly production target of rate
development of technical capabilities (development effort as 14 targeted for the middle of the decade. Attention will remain
well as possible commercial agreement associated costs in high on the overall supply chain including engine maturity and
order to reach Type Acceptance) and the associated costs, on availability in service.
aircraft operational reliability, on cost reductions and on securing
sufficient export orders in time as per the revised baseline. A380 programme. In connection with the A380 programme, the
Company faces the following main challenges: secure ageing
For further information, please refer to the “Notes to the IFRS fleet in-service support for the next decades and long-term
Consolidated Financial Statements – Note 13: Revenue and competitiveness.
Gross Margin”.
H175 programme. Positive market trend leading to a production
A350 programme. In connection with the A350 programme, ramp up challenge.
the Company faces the following main challenges: secure
revised delivery targets and further rate adaptation depending NH90 programme. Risk of termination of Norway’s contract for
on traffic evolution, monitor and support the supply chain 14 NH90 helicopters (13 of which have already been delivered)
including lead-time items from corresponding suppliers, reduce following receipt of notice of termination dated 9 June 2022.
recurring costs to improve competitiveness within a widebody Parties are engaged in discussions with a view to resolve the
market that starts to recover, and deliver on major programme matter.
developments (A350 Freighter development, A350-1000 Ultra For further information, please refer to the “Notes to the IFRS
Long Range certification baseline, A350 new paint scheme). Consolidated Financial Statements – Note 13: Revenue and
Attention will remain high towards the engine manufacturer’s Gross Margin”.
capacity to deliver on engines’ maturity and competitiveness
topics. H160 programme. The main challenge for the H160 programme
is the industrial ramp-up phase.
A330 programme. In response to the new COVID-19 market
environment, the commercial aircraft production rate for the Border security. In connection with border security projects,
A330 programme was adapted to two per month in June 2020. the Company faces the following main challenges: meeting the
Then, following new orders, the decision was taken in Q3 2021 schedule and cost objectives taking into account the complexity
to increase the production rate to almost three, which was done of the local infrastructures to be delivered and the integration of
at the end of 2022. In February 2023, the Company announced commercial-off-the-shelf products (radars, cameras and other
it now targets to reach rate 4 in 2024. Decisions on further rate sensors) interfaced into complex system networks; assuring
adaptation will depend on traffic evolution. In connection with efficient project and staffing; managing the rollout including
the A330 programme, the main challenges the Company faces subcontractors and customers. Negotiations on change
are to secure product competitiveness in the widebody market requests in this respect along with schedule re-alignments
segment, and to monitor and support the supply chain. The remain ongoing. The Company continues to engage with its
developments were delivered on track in recent years. Attention customer to agree a way forward on this contract. The outcome
will remain high towards the engine manufacturer’s capacity to of these negotiations is presently unclear but could result in
deliver on engines’ maturity and competitiveness topics. significant further financial impacts.
A220 programme. In connection with the A220 programme, Launchers. Following the failed first commercial flight of the
the main challenges the Company faces are to secure the A220 Vega C launcher on 20 December 2022 and in light of the few
cost reduction trajectory with a strong focus on its Design to years delay in the launch of Ariane 5’s successor, Ariane 6,
Cost roadmap and recurring cost reduction, and to ensure an with its maiden flight scheduled at the time of publication of this
A220 book to bill ratio above one to fill current open slots. As report to take place by the end of 2023, the Company faces
a consequence of the COVID-19 pandemic, the commercial a challenge related to Europe’s lack of independent access to
aircraft production rates were adapted to rate five per month space in the short term.

Risk Factors /
3 Legal Risks
3. Legal Risks
Legal and Regulatory Proceedings
The Company is currently engaged in a number of active legal The Company expects to continue to spend time and incur
and regulatory proceedings. For further information, please expenses associated with its defence of legal and regulatory
refer to “Notes to the IFRS Consolidated Financial Statements – proceedings, regardless of the outcome, and this may divert
Note 39: Litigation and Claims”. the efforts and attention of management from normal business
operations. Although the Company is unable to predict the
For the investigation by the UK Serious Fraud Office (“SFO”), outcome of these proceedings, it is possible that they will result in
France’s Parquet National Financier (“PNF”), and the US the imposition of damages, fines or other remedies, which could
Departments of State (“DoS”) and Justice (“DoJ”), which is have a material effect on the Company’s business, results of
described in “Anti-Corruption Laws and Regulations”, the operations and financial condition. An unfavourable ruling could
Company has reached an agreement with the authorities, which also negatively impact the Company’s stock price and reputation.
was approved by the French and UK courts and US court and
regulator on 31 January 2020. The agreement resulted in a In addition, the Company is from time to time subject to
fine totalling € 3.6 billion plus costs to the French, UK, and US government inquiries and investigations of its business and
authorities. The three-year deferral period expired on 30 January competitive environment due, among other things, to the
2023, after which time the charges would be dismissed, absent heavily regulated nature of its industry. Such inquiries and
extension by the authorities or agreement among the parties. investigations may cover matters relating to, among other
The Company awaits the formal determination by the authorities matters, anti-bribery laws and regulations, export control laws
that it has complied with the agreements’ terms throughout the and regulations, securities law, trade law and competition law. An
period and to close the prosecutions in line with the procedural adverse decision in any such matter could have a material effect
requirements of each country. On 13 February 2023, the SFO on the Company’s business, results of operations and financial
gave notice to the Company discontinuing the prosecution. On condition. In addition to the risk of an unfavourable ruling against
17 March 2023, the PNF gave notice of the same with receipt the Company, any such inquiry or investigation could negatively
of the Constat de l’extinction de l’action publique. For further affect the Company’s reputation and its ability to attract and retain
information about the investigation and related securities customers and investors, which could have a negative effect
litigation, see immediately below and “– 1.1.7 Legal and Arbitration on its business, results of operations and financial condition.
Proceedings”. See “– Information on the Company’s Activities – Non-Financial
Information – 1.2.14 Exemplify business integrity”.
Anti-Corruption Laws and Regulations

The Company is required to comply with applicable anti-bribery the Company, relating to irregularities concerning third party
laws and regulations in jurisdictions around the world where it consultants. The Company was subsequently informed that
does business. To that end, an anti-corruption programme has the French authorities, the PNF, had also opened a preliminary
been put in place that seeks to ensure adequate identification, investigation into the same subject and that the two authorities
assessment, monitoring and mitigation of corruption risks. would act in coordination going forward. The Company engaged
Despite these efforts, ethical misconduct or non-compliance with with the government of the US (DoS and DoJ) relating to conduct
applicable laws and regulations by the Company, its employees forming part of the SFO/PNF investigation that could fall within
or any third party acting on its behalf could expose it to liability US jurisdiction. The Company also engaged with the government
or have a negative impact on its business. of the US concerning breaches of the International Traffic in
Arms Regulations (“ITAR”). On 31 January 2020, the French and
The Company may be subject to administrative, civil or criminal UK courts and US court and regulator approved an agreement
liabilities including significant fines and penalties, as well as reached by the Company with the authorities. Any breach of
suspension or debarment from government or non-government the terms of the agreements by the Company could lead to
contracts for some period of time. The Company may also rescission by the authorities of the terms of the agreements
be required to modify its business practices and compliance and reopening of the prosecutions. Prosecution could result in
programme and/or have a compliance monitor imposed on it. the imposition of further monetary penalties or other sanctions
Any one or more of the foregoing could have a significant adverse including additional tax liability and could have a material impact
effect on the Company’s reputation and its business, results of on the Financial Statements, business and operations of the
operations and financial condition. Company. The agreements reached with authorities may lead
In 2016, for example, the Company announced that it had to additional commercial litigation and arbitration against the
discovered misstatements and omissions in certain applications Company and tax liability in the future, which could have a
for export credit financing for the Company’s customers, and material impact on the Financial Statements, business and
had engaged legal, investigative and forensic accounting operations of the Company. For futher information, see “– 1.1.7
experts to conduct a review. Separately, the UK SFO announced Legal and Arbitration Proceedings (Investigation by the UK SFO,
that it had opened a criminal investigation into allegations of France’s PNF, US Departments of State and Justice and Related
fraud, bribery and corruption in the civil aviation business of Commercial Litigation)”.

Risk Factors /
3 Legal Risks
Export Controls Laws and Regulations

The export market is a significant market for the Company. Depending on geopolitical considerations including national
In addition, many of the products the Company designs and security interests and foreign policy, new sanctions regimes may
manufactures for military use are considered to be of national be set up or the scope of existing ones may be widened, at any
strategic interest. Consequently, the export of such products time, immediately impacting the Company’s activities. This has
outside of the jurisdictions in which they are produced may be been well illustrated in the current Ukrainian crisis. The imposition
restricted or subject to licensing and export control requirements, of international Export Control restrictions targeting the aviation
notably by the UK, France, Germany and Spain, where the and space sectors have resulted in Airbus suspending deliveries,
Company carries out its principal activities relating to military the provisions of services and the supply of spare parts to
products and services as well as by other countries where customers in Russia. The Company continues to monitor the
suppliers are based, including but not exclusively the US. There evolution of the export control restrictions and broader sanctions
can be no assurance (i) that the export controls to which the and will adapt to the changing environment.
Company is subject will not become more restrictive, (ii) that new
The Company seeks to comply with all such laws and regulations.
generations of the Company’s products will not also be subject to
However, even unintentional violations or a failure to comply
similar or more stringent controls or (iii) that geopolitical factors or
could result in suspension of the Company’s export privileges,
changing international circumstances will not make it impossible
or preclude the Company from bidding on certain government
to obtain export licences for one or more clients or constrain the
contracts (even in the absence of a formal suspension or
Company’s ability to perform under previously signed contracts.
debarment).
Reduced access to military export markets may have a significant
adverse effect on the Company’s business, results of operations Furthermore, the Company’s ability to market new products and
and financial condition. enter new markets may be dependent on obtaining government
certifications and approvals in a timely manner.
Operating worldwide, the Company must comply with several,
sometimes competing sets of sanctions laws and regulations
implemented by transnational / national / regional authorities.
Dependence on Joint Ventures and Minority Holdings

The Company generates a proportion of its results through various of sales generated from consortia, joint ventures and equity
consortia, joint ventures and equity holdings. The Company holdings may rise in future years. This strategy may from
recognises its share in the results of its equity holdings in the time to time lead to changes in the organisational structure,
proportion of the stake held. In 2022, the Company’s total share or realignment in the control, of the Company’s existing joint
of result from these arrangements amounted to € 134 million ventures.
(compared to € 40 million in 2021 and € 39 million in 2020). The
The Company exercises varying and evolving degrees of control
Company’s individually material joint ventures are ArianeGroup
in the consortia, joint ventures and equity holdings in which
(50%), MBDA (37.5%) and ATR GIE (50%). For further information,
it participates. While the Company seeks to participate only
please refer to the “Notes to the IFRS Consolidated Financial
in ventures in which its interests are aligned with those of its
Statements – Note 10: Investments Accounted for under the
partners, the risk of disagreement or deadlock is inherent in a
Equity Method” and “– Note 16: Share of Profit from Investments
jointly controlled entity, particularly in those entities that require
Accounted for under the Equity Method and Other Income from
the unanimous consent of all members with regard to major
Investments”.
decisions and specify limited exit rights. The other parties in
The formation of partnerships and alliances with other market these entities may also be competitors of the Company, and
players is an integral strategy of the Company, and the proportion thus may have interests that differ from those of the Company.
Product Liability and Warranty Claims

The Company designs, develops and produces a number of The Company follows a policy of seeking to transfer the insurable
high profile products of large individual value, particularly civil risk of the Company to external insurance markets at reasonable
and military aircraft and space equipment. The Company is rates, on customised and sufficient terms and limits as provided
subject to the risk of product liability and warranty claims in by the international insurance markets. The insurance industry
the event that any of its products fails to perform as designed. remains unpredictable. There may be future demands to change
While the Company believes that its insurance programmes scope of coverage, premiums and deductible amounts. No
are adequate to protect it from such liabilities, no assurances assurances can be given that the Company will be able to
can be given that claims will not arise in the future or that such maintain its current levels of coverage nor that the insurance
insurance coverage will be adequate. Some types of claimed coverages in place are adequate to cover all significant risk
damages, such as punitive, exemplary or moral damages may exposure of the Company.
not be insured or insurable.

Risk Factors /
3 Legal Risks
Any problems in this respect may also have a significant adverse The Company cannot predict at this time the impact on it as
effect on the reputation of the Company and lead to a decline a result of any product liability or warranty claims as such will
in demand for its products and services. Any reputational depend on the nature and size of any such claim.
damage faced by the Company may be exacerbated due to
the Company’s visibility.
Intellectual Property
The Company continuously seeks to develop and deliver unable to protect its proprietary technology adequately against
new products to meet customers’ evolving needs, while also unauthorised third-party copying or use, which could adversely
improving its existing product lines. Technological innovation affect its competitive position. The Company may also face lack
has been at the core of the Company’s strategy since its of certainty with respect to IP rights for existing or new research
creation. The Company’s innovations often provide distinct and development programmes and established or potential
competitive advantages, with many becoming standard in the partnerships with private or public organisations, academic
aircraft industry. In addition, the Company designs, develops and institutions and research councils, charities and government
produces a number of high profile products of large individual departments, where the relevant IP frameworks or user-rights/
value, particularly civil and military aircraft and space equipment. ownership governing those relationships is dependent on the
Therefore, intellectual property (“IP”) is one of the Company’s UK’s former status as a member state of the European Union.
most valuable assets and the protection of IP is critical to its
In the event the Company is unable to adequately procure and
business.
protect critical IP it could potentially not implement its business
The Company relies upon patents, copyright, trademark, strategy.
confidentiality and trade secret laws, and agreements with its
The Company has been accused of infringement on occasion
employees, customers, suppliers and other parties, to establish
and could have additional claims asserted against it in the future.
and maintain its IP rights in its products and services and in its
These claims could harm its reputation, result in financial penalties
operations. In a typical year, the Company files around 800 new
or prevent it from offering certain products or services which may
priority-establishing patent applications and files globally around
be subject to such third-party IP rights. Any claims or litigation in
1,600 national patent applications in global markets where it
this area, whether the Company ultimately wins or loses, could
seeks to protect its technology assets. The Company has granted
be time-consuming and costly, harm the Company’s reputation
patents for around 10,500 individual technologies with nearly
or require it to enter into licensing arrangements. The Company
4,000 patents pending. This level of protection is benchmarked
might not be able to enter into these licensing arrangements
against peer and competitor companies and is considered
on acceptable terms. If a claim of infringement were successful
sufficient to protect core, proprietary differentiating technology
against it, an injunction might be ordered against the Company,
which is developed by the Company. Despite these efforts to
causing further losses. There are currently no significant claims of
protect its IP rights, any of the Company’s direct or indirect IP
IP infringement pending against the Company. Minor claims and
rights could be challenged, invalidated or circumvented. Further,
pre-dispute matters commonly settle either without the issuance
the laws of certain countries do not protect the Company’s
of formal legal proceedings or during initial proceedings.
proprietary rights to the same extent as the laws in Europe and
the US. Therefore, in certain jurisdictions the Company may be

Risk Factors /
4 Environment, Human Rights, Health & Safety Risks
4. Environment, Human Rights,

Health & Safety Risks
Climate-Related Risks
In accordance with the Task Force on Climate-related Financial To identify the climate-related risks and opportunities, the
Disclosures (“TCFD”) recommendations, the Company is Company used three temperature climate scenarios (1.5°C,
strengthening its enterprise risk management (“ERM”) risk 2°C and 3°C), five driving forces (e.g. environment, technology,
identification process for climate-related risks and opportunities, social, political and economic) and three time horizons. Based
incorporating climate scenario analysis. The Company on a qualitative analysis, the Company estimated the probability
categorises its climate-related risks and opportunities according of risk or opportunity materialisation; the results are displayed
to the TCFD classification (e.g. physical, transitional and the in tables next to the corresponding risk. The assessment of
corresponding subcategories). The scope of analysis is the risks and opportunities identified by the Company is subject
Company – including its Divisions – and includes the upstream to revision, as the methodology and process further mature.
and downstream value chain. The ERM system aims for early
identification of short-term (“ST”, around 2025), medium-term
(“MT”, around 2035) and long-term (“LT”, around 2050) climate-
related risks and opportunities.
Aggressive mitigation - Limiting warming to 1.5°C

This is an ambitious scenario that limits global warming to 1.5°C by the end of the century (50% chance) through stringent climate
policies, laws and high levels of innovation reaching net-zero CO2 emissions around 2050 with some countries (e.g., EU) reaching
net-zero GHG by this point. In this scenario it is assumed that policies to decarbonise are introduced immediately (2020s). Such
policies and laws could diverge across sectors, regions and pace or could be introduced smoothly and harmoniously. Progress
towards sustainable development goals is fast.
Mitigation strategies implemented worldwide and across sectors include: (i) transitioning from fossil-based energy to very low or
zero-carbon energy sources (renewable energy). Carbon Capture and Storage (“CCS”) is used in targeted remaining fossil-based
facilities; (ii) improving energy efficiency; (iii) deploying both nature and technology based Carbon Dioxide Removals (“CDR”) to
1.5°C
neutralise residual GHG emissions; and (iv) implementation of measures that could restrict demand.
CDR is used to accelerate decarbonisation but kept to the minimum possible (residual emissions) and broadly in line with
sustainable levels of renewable energy production. Technologies could reduce the emissions of the transport sector in developed
countries and limit emissions growth in developing countries. Demand-focused policies could reduce demand for transport
services and support the shift to more energy efficient and low carbon intensive products and transport modes. While efficiency
improvements can provide some mitigation potential, additional mitigation technologies for aviation are required. Renewable and
low-carbon fuels, such as hydrogen, high density biofuels and synthetic fuels can provide a viable substitute for aviation when
electrification is not possible, and contribute to renewable energy storage.
Generally, physical risks are relatively low but transition risks are high.
Strong mitigation – Warming limited to 2°C
This scenario assumes a more gradual approach in the introduction of climate mitigation actions limiting global warming to 2°C
by the end of the century (~65% chance). Net-zero emissions are achieved after 2070. In this scenario, countries‘ ambitions of
emissions reductions are different around the world and consequently, climate policies and laws are divergently introduced.
Progress towards achieving sustainable development goals is slow. Development and growth proceed unevenly depending on
the country and region. The environment experiences degradation despite measures that are less resource- and energy-intensive.
2°C Mitigation strategies implemented worldwide and across sectors include: (i) transitioning from fossil fuels to low carbon and
renewable energy sources, CCS is used for fossil-based facilities; (ii) the deployment of CDR is slow and mostly focused in nature
based solutions; (iii) improving energy efficiency and; (iv) implementation of demand measures.
Complementary investment will be needed in new grid management and storage solutions to ensure continued reliability. Carbon-
neutral fuels like (renewable) hydrogen, biofuels and synthetic fuels can provide a viable substitute when electrification is not
possible.
Generally, physical risks are higher than in 1.5°C and transition risks are lower compared to a 1.5°C scenario.
Disorderly mitigation – Warming exceeding 3°C
The world’s nations have failed to control climate change. Global agreements to limit GHG emissions have not been successful
and global warming is over 3°C. This scenario results from “business as usual” behaviour.
Unilateral decisions from some countries to protect their own population or resources have resulted in conflicts, creating
humanitarian crises and mass movement of populations. In this scenario, GHG emissions have resulted in a complete change of
3°C the global climate, to an extent that is near impossible to predict today. Tipping points have been passed and triggered irreversible
changes to the global ecosystem. Degraded environmental conditions have rendered the dryer areas of the world inhabitable,
inducing further climate related migrations. In these conditions, the population has regrouped in giant urban areas and the global
growth has stopped. Access to food, water and medicine is difficult for the majority, leading to significantly degraded living
conditions and life expectancy.
Generally, transition risks are lower than physical risks.

Risk Factors /
Climate-related risks: Change in climate, weather, environmental conditions, water

availability and sea level rise. Physical – Chronic
Technology. Transition – Technology
The foreseen consequences of climate change include harsher
The Company has identified the risk of a reduction in the average weather conditions, increased temperatures and a
Company’s business, results of operations and financial condition rise in sea level. The change in environmental conditions
if a competitor brings a lower emission product to the market and available resources for manufacturing activities could
before it does. Delivering on commitments and potential future produce an accelerated degradation of the Company’s
requirements to mitigate climate impacts will require significant industrial infrastructure and assets (buildings, tools, hardware),
technological developments for the commercial aircraft sector and disruption of its supply chain therefore impacting the
as well as appropriate infrastructure developments and other Company’s manufacturing activities. In addition, the change
ecosystem adaptations. In the event that a competitor or new in environmental conditions could also negatively impact the
market participant has access to technological developments performance of products in operation and negatively impact the
unavailable to the Company and is able to place on the market a health and safety of the Company’s employees. Longer-term
large passenger aircraft with significantly lower emissions before shifts in climate patterns may result in temporary production
the Company, climate mitigation requirements may push the disruption leading to loss in revenues and subsequently profit
market towards competing products until the Company and margins. Additionally, shifts in climate patterns could trigger the
its partners can develop a competing alternative, which could need for additional modifications to the Company’s products
lead to a temporary loss of market share and competitiveness as well as to industrial operations and procurement strategy,
as well as reduced revenue. This risk may trigger the need for leading to increased costs and the adaptation of the Company’s
the Company to develop new technologies faster in order to insurance policy.
be able to market competitive products, leading to substantial
research & technology (“R&T”) and research & development Change in climate, weather, environmental conditions and
(“R&D”) expenses. water availability. Physical – Acute
Energy Ecosystem Readiness. Transition – Market The foreseen consequences of climate change include more
frequent extreme weather events, such as hurricanes, hail
The Company has identified the risk of low volumes of renewable storms, heat waves, droughts or extreme cold spells. These
electricity and of available sustainable biomass and the risk of could negatively impact the Company’s products and operations,
them not being directed for the use of industries and/or aviation. including but not limited to changes to aircraft operation safety
This could result in insufficient quantities of sustainable aviation standards, destruction and/or damage of exposed industrial
fuels (“SAF”), hydrogen, and energy for manufacturing activities, infrastructure and increased risk to people’s safety. The above
thereby limiting the Company’s decarbonisation levers to align may result in temporary production disruptions leading to loss
with the Paris Agreement temperature targets and increasing in revenues and subsequently profit margins. Additionally, it
costs and operational restrictions. This could result in reduced could trigger the need for additional modifications to the aircraft
attractiveness of current and new products leading to lower or in order to meet more stringent safety standards, as well as
longer returns on invested R&D. This market risk may trigger to industrial operations and procurement strategy, leading to
the need for the Company to deploy a dedicated ecosystem increased costs and the adaptation of the Company’s insurance
engagement plan (see “– Information on the Company’s Activities policy.
– Non-Financial Information – 1.2.2 Climate change”), leading to
material operating expenses and/or related investments.
Climate scenario / time horizon(s)

where risk or opportunity likelihood is considered medium
Company’s climate-related risks mapping or high, based on Company’s qualitative analysis
RISKS (see “– Risk Factors” for full description) 1.5°C 2°C 3°C
Transition – Technology
Transition – Market
Physical – Chronic
Physical – Acute
: ST – : MT – : LT

Risk Factors /
The outcome of the Company’s qualitative analysis is synthesised in the following table: Mitigation actions the Company has
engaged, including to address these risks are presented in the section “1.2.2 – Climate change / IV. Transition plan”.

Company’s climate-related risks and opportunities mapping or high, based on Company’s qualitative analysis
Physical – Acute
OPPORTUNITIES
Energy source
Market
Products and services
: ST – : MT – : LT
The Company identified the following complementary climate-related risks presented below as per TCFD categories:
Market: Changes in societal expectations and growing Policy and Legal: Aviation and aerospace are complex industries,
concerns about climate change may impact market demand with long product development cycles and where change takes
for air transport. In particular, a change in certain passengers’ a long time to be implemented. A rapid evolution of climate-
behaviour or their transition to other transport modes could related policies (such as the EU zero-pollution communications)
decrease the demand for the Company’s current and future and regulatory frameworks (CO2 standards, sustainable finance,
generation of products, causing a loss of revenues. emissions trading systems, aircraft operation restrictions, among
others) could generate fast-changing requirements and could
The development of future products based on the ZEROe
obstruct new product development pathways.
concepts will require significant investments in both products
and supporting infrastructure, which could directly impact the In particular for aviation, as this is a global industry, policies and
operating costs of such a product. regulations implemented at regional rather than international
level, or these evolving at a different speed depending on the
The competitiveness of this next generation product will also
region, could result in a negative impact on the competitive
strongly depend, among other factors, on the evolution of
conditions for manufacturers and aircraft operators. This could
the price of carbon dioxide emissions. It is, therefore, crucial
result in a loss of competitiveness for the Company.
for the Company to account at each step of development for
market expectations, while staying affordable for its customers Reputation: Reputational risks could be divided into several
and competitive with regards to competitors’ portfolios. The categories. Firstly, there is a risk that negative perceptions about
failure to do so could result in the Company losing market the Company’s environmental performance are used as key
share to competitors, as well as affecting the Company’s decision-making criteria for consumers, investors, or even new
return on investment with regards to future commercial aircraft talents. Secondly, there is a risk that the Company’s reputation is
products. damaged by growing societal concerns about the climate change
impact of aviation or by the lack of transparency on progress
made to address climate-related issues. As an example, the
Company was the first manufacturer to disclose its ambition to
bring a hydrogen-powered aircraft to the market. If the ambition is
perceived as unattainable or if the Company is not able to deliver
on its ambition this could result in reputational damage leading
to less investment, loss of revenues and reduced attractiveness.
A similar situation could occur if the Company’s environmental
performance is not on par with its expressed ambition.

Risk Factors /
Regulated Chemicals
Evolution of the chemicals’ regulatory framework may lead to In order to reduce the use of targeted substances and mitigate
short- and long-term potential bans and restrictions, and result the risk of disruption in its operations and supply chain, the
in business disruption across the Company’s value chain. Company’s policy is the development of alternative technologies
that use substances of less concern and substitution of these
With the aim of protecting human health and the environment,
when suitable alternatives meeting stringent certification and
regulators at national and international level have developed a
airworthiness criteria are available for deployment.
stringent set of legal requirements that are continuously evolving
to regulate, minimise the use of and eliminate various substances. Complementary to substitution, digital solutions are being
developed to improve traceability of regulated substances in
Due to the above-mentioned regulatory requirements, the
our products from the early design steps down to the end of life.
Company has identified the risk of chemicals obsolescence
that may lead to supply disruption.
Regulatory Risks
The Company’s expenditure associated with environmental, If the Company fails to comply with environmental, human
human rights, health and safety challenges may increase due rights, health and safety laws and regulations, even if caused by
to both increased costs of compliance with regulations in those factors beyond its control, that failure may result in the levying
areas as well as reputational and litigation risks. of civil or criminal penalties and fines against it. Regulatory
authorities may require the Company to conduct investigations
Given the scope of its activities and the industries in which it and undertake remedial activities, curtail operations or close
operates, the Company is subject to stringent environmental, installations or facilities temporarily to prevent imminent risks.
human rights, health and safety laws and regulations in In the event of an industrial accident or other serious incident,
numerous jurisdictions around the world. The Company employees, customers and other third parties may file claims
therefore incurs, and expects to continue to incur, significant for ill-health, personal injury, or damage to property or the
capital expenditure and other operating costs to comply environment (including natural resources). Further, liability under
with increasingly complex laws and regulations covering the some environmental, human rights, health and safety laws can
protection of the natural environment, as well as occupational be imposed retrospectively, on a joint and several basis, and
health and safety and human rights. Moreover, new laws and in relation to contaminated sites, without any finding of non-
regulations, the imposition of tougher licence requirements, compliance or fault. These potential liabilities may not always
increasingly strict enforcement or new interpretations of existing be covered by insurance, or may be only partially covered.
laws and regulations, may cause the Company to also incur The obligation to compensate for such damages could have
increased capital expenditure and operating costs in the future, a negative effect on the Company’s business, results of
which could have a negative effect on the Company’s business, operations and financial condition.
results of operations and financial condition.
In addition, the various products manufactured and sold by
Health and safety expenditures include investments in the the Company must comply with relevant health, safety and
identification and the prevention, elimination or control of environmental laws, for example those designed to protect
physical and psychological risks to people arising from work, customers and downstream workers or communities, and those
including chemical, mechanical and physical agents in light covering substances and preparations, in the jurisdictions in
of applicable regulations. Risks that could arise from work which they operate. Although the Company seeks to ensure that
activities include the possibility of injury, physical and mental its products meet the highest quality standards, increasingly
ill-health, damage to equipment, business interruption and stringent and complex laws and regulations, new scientific
regulatory action. Any reputational risk and claims against the discoveries, delivery of defective products or the obligation to
Company that may result will also need to be managed and notify or provide regulatory authorities or others with required
may lead to additional health and safety expenditure being information (such as under the European Union Regulation
required. The Company maintained its COVID-19 surveillance known as “REACH”, which addresses the production and use
and appropriate risk management measures in the workplace. of chemical substances) may force the Company to adapt,
Environmental protection expenditures include costs to prevent, redesign, redevelop, recertify and/or eliminate its products
control, eliminate or reduce emissions to the environment, from the market thereby incurring significant additional costs.
waste management, the content of the Company’s products, Seizures of defective products may be pronounced, and the
and reporting and warning obligations. Current trends indicate Company may incur administrative, civil or criminal liability. Any
that regulatory pressure on the international scene to reduce the problems in this respect may also have a significant adverse
environmental footprint of industry is steadily growing (circular effect on the reputation of the Company and lead to a decline
economy and resources efficiency, energy transition and climate in demand for its products and services.
change engagement, air and water quality improvement).

Risk Factors /
Irrespective of compliance with applicable laws and regulations, The Company cannot predict at this time the impact on it as
the Company’s reputation and the demand for its products a result of environmental, human rights, health and safety
may also be affected by the public perception of environmental matters, and may be adversely affected by them in the manner
and societal impacts of the Company’s products in operation described above. For further information on sustainability-
(such as the emission of greenhouse gases or noise) and of related risks, see “– Information on the Company’s Activities
the impacts of the Company and its supply chain industrial – 1.2 Non-Financial Information”.
operations on local communities, on the environment and on
air and water quality.

Chapter

01
Information on
the Company’s Activities
1.1 Presentation of the Company 30

1.1.1 Overview 30
1.1.2 Airbus (Commercial Aircraft) 35
1.1.3 Helicopters 44
1.1.4 Defence and Space 50
1.1.5 Investments 57
1.1.6 Insurance 58
1.1.7 Legal and Arbitration Proceedings 58

1.2.1 The Company’s Approach to Sustainability 61
1.2.2 Climate Change 68
1.2.3 Pollution 86
1.2.4 Materials and Circularity 88
1.2.5 Water 90
1.2.6 Biodiversity 92
1.2.7 Aviation and Product Safety 93
1.2.8 Cyber Security 95
1.2.9 Health and Safety 97
1.2.10 Human Rights 102
1.2.12 Social Dialogue 109
1.2.13 People 111
1.2.14 Business Integrity 115
1.2.15 Responsible Supply Chain 118
1.2.16 Community Impact 126
1.2.17 ESG Data Board 128
1.2.19 EU Taxonomy 138
1.2.20 GRI Index 144
1.2.21 SASB Correspondence Table 148

1. Information on the Company’s Activities /
1.1 Presentation of the Company

1.1.1 Overview
Due to the nature of the markets in which the Company operates and the confidential nature
of its businesses, any statements with respect to the Company’s competitive position set out
in paragraphs 1.1.1 through 1.1.5 below have been based on the Company’s internal information
sources, unless another source has been specified below.
Airbus pioneers sustainable aerospace for a safe and united airspace cabin, setting a modern benchmark in passenger
world. The Company constantly innovates to provide efficient comfort and wellbeing. The Company plans to continue
and technologically-advanced solutions in aerospace, defence, incremental improvements further in the coming years on all
and connected services. In commercial aircraft, Airbus offers Airbus aircraft, with a focus on fuel efficiency, environmental
modern and fuel-efficient airliners and associated services. The impact, operational improvements, recurring costs, digital
Company is also a European leader in defence, security and connectivity and increased automation / autonomy functions.
space businesses. In helicopters, the Company provides civil Airbus aircraft are also well suited to serve freighter and VIP
and military rotorcraft solutions and services worldwide. markets. The decision to launch the A350 Freighter version
(“A350F”) in 2021 is a typical example, setting a new standard
for air freight efficiency, responding to Boeing’s positioning in
Strategy this segment with a successful market entry (35 firm orders as
of the end of 2022).
In the current challenging operating environment, the Airbus
purpose “We pioneer sustainable aerospace for a safe and With the same logic, the helicopter portfolio is expanding through
united world” has never been more relevant. The Airbus strategy military versions of commercially successful products.
focuses on geopolitics, sovereignty, resilience and sustainability,
In order to keep the current portfolio competitive and to extend
and remains well placed to enable the Company to create value
the longevity of its products beyond 2030, Airbus will continue
and remain profitable:
evolving platform capabilities, such as A330 MRTT automatic
1. grow Airbus as an aerospace and defence leader; air-to-air refuelling and new standard operating capabilities for
the A400M. For services, new digital business will be addressed
2. leverage European roots to pursue global reach; beyond our regular profitable MRO business.
3. increase capacity to invest for the future; and 1.2 Pioneering for the Next Generation
In preparing the next generation of aircraft, the requirement for
4. lead the transformation of the aerospace industry. improved sustainability will be the catalyst that allows aviation
to continue to meet its larger purpose of uniting the world. The
1. Grow Airbus as an Aerospace quest for lower carbon air travel will fundamentally change
and Defence Leader aerospace. Not since the introduction of the jet engine has
the industry faced such a challenge, in particular around new
Leadership today is not a guarantee for leadership tomorrow. The
energy sources. New certification challenges, new materials,
Company believes that its ability to win business in the future will
new designs, new industrial processes and new business
be earned through continuous innovation, both in and around its
models will also be assessed, which will provide sources of
current portfolio as well as when preparing the future generation
opportunity. In short, the Company aims to set the standards and
of products and related services. All activities must be executed
mature the technologies of sustainable aviation for the benefit of
to the highest quality and safety standards possible.
the environment and society at large, delivering products and
1.1 Keep Current Portfolio Young and Competitive services that make a step change from our customers while
remaining viable and feasible for Airbus.
The Company’s financial success is strongly linked to capitalising
on its current commercial aircraft portfolio through incremental Airbus has already started preparing the enablers for this
improvements. Airbus estimates that its current products have evolution and has invested in key R&T bricks. In 2022, the
substantial upside leading to exceptional longevity. This has Company launched, together with CFM International, a flight test
been demonstrated by the New Engine Option (NEO) versions of demonstrator for advanced open fan architecture. In addition, the
A320 and A330 and stretch versions, such as the A321XLR, but ZEROe demonstrator development platform has been launched
also in smaller, incremental improvements on every product. The to test hydrogen technologies on the ground and in the air.
A330neo and the A350 both deliver high levels of fuel efficiency Airbus’ UpNext demonstrators study potential new products
(25% fuel consumption saving compared to previous generation and services that encompass radical flying technological
aircraft), accelerated pilot on boarding (all wide-body aircraft breakthroughs. Meanwhile Airbus has demonstrated formation
benefit from a common type rating making pilot training shorter, flight missions, through its Fello’fly project, to realise fuel efficiency
smoother and lower cost), and comfort through the exclusive improvements on aircraft already operating in service.

Airbus is also leading a European consortium to increase the

air mobility capabilities of the armed forces of European Union
across more than 180 locations. The Company has invested in
and grown aircraft and helicopter final assembly lines across
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Member States with the new Future Mid-size Tactical Cargo Asia, Europe and the Americas.
(FMTC) transport aircraft to complement the missions of the
In preparation for the single aisle production ramp-up to 75
A400M.
aircraft per month (rate 75), the Company’s commercial aircraft
1.3 Build Advantages Through a Broad Span business launched the transformation of its industrial system
of Products and Services within Aerospace across the world. The final assembly lines in Tianjin, China and
and Defence Toulouse have been upgraded to make them A321 capable.
Furthermore, a second assembly line in Mobile, USA is being
The resilience provided by a broad portfolio of products and established to further increase local capacity. To enable this
services is essential for Airbus today and will continue to be in surge of single aisle rates, major aircraft components assembly
the future. Most aerospace companies nurture a substantial lines have been either upgraded (Broughton) or opened (Saint-
defence and space element in their portfolio to gain synergies Nazaire). In parallel, Airbus expanded its presence in Portugal,
and increase stability. This is also true for Airbus, with commercial to create a new central and specialised Global Business Service
aircraft, helicopters, defence, space, and security activities all Center, and in India, through the development of its engineering
part of the portfolio. Governmental, military and commercial and Information Management competence centres.
business, products and services, fixed wing and rotary platforms,
satellites and launchers, both self- and customer-funded, are all 2.2 Aerospace and Defence is a Sovereign Industry
elements which balance market variations, provide synergies,
As the war in Ukraine has demonstrated, strong defence
and help to smooth investment cycles. Additionally, as digital
capabilities provide nations with physical security and the means
design, manufacturing & services require similar capabilities
to protect their citizens, values and vital infrastructure. This
across aerospace segments, owning a broad portfolio delivers
security is in turn a prerequisite of peace, the rule of law, political
flexibility in resource allocation and the reuse of investments
stability, democracy, environmental sustainability, human rights,
in core capabilities. The COVID-19 crisis demonstrated the
economic development and prosperity and scientific progress.
importance of having strong and complementary helicopter,
defence, space and security businesses alongside commercial All nations need a certain level of strategic autonomy and Airbus
aviation within the portfolio, enhancing the resilience of the overall products and services help nations protect freedom, peace and
group. security. Strongly rooted in all key national markets in Europe, the
Company will continue to deliver on national needs while acting
1.4 Expand as a Leader Towards New Territories as a catalyst for broader European sovereignty requirements.
In commercial aviation, the demand for more fuel-efficient In particular, Airbus is a long-term, trusted partner to France,
solutions will play out globally and will drive demand for our Germany, the UK and Spain. Our relationships with these nations
products and services. In helicopters, Urban Air Mobility (“UAM”) have been nurtured over several decades of manufacturing,
is at the forefront of a revolution towards more sustainable electric supplying and maintaining critical defence systems for their
flight for complementary urban transport solutions using the armed forces. Our manufacturing system is a model of European
third dimension. Capturing growth in these new vertical take-off integration and our growth as a Company owes much to our
and landing (“VTOL”) and UAM markets, for both platforms and ability to operate freely across borders within Europe.
services, is a major driver for the Company’s strategy. Airbus Our products and services range contribute to safety and
launched its CityAirbus NextGen eVTOL in 2021 for this purpose. security in many different ways. They range from the aircraft
In defence, shaping air and space power integrating aircraft, that allow nations to safeguard their airspace (Eurofighter, military
unmanned systems and space assets with a cloud structure helicopters, A400M) to intelligence capabilities (observation
for command and control, will revolutionise the performance satellites, maritime surveillance), terrestrial space services,
of Airbus’ defence customers in future and aims to secure the cyber security and secure satellite communications solutions
Company’s long-term presence in defence markets. for government defence departments and organisations devoted
to public safety and emergency responders. All of these help to
2. Leverage European Roots to Pursue make the world a safer place.
Global Reach
The ambition of European industrialists to work together towards 3. Increase Capacity to Invest for the Future
a common goal of creating one leading player in commercial Market recovery after the COVID-19 pandemic has varied
aerospace has been decisive to the success of the Company. significantly across different world regions, driven by the pace
of vaccination campaigns and the easing of travel restrictions.
2.1 Global Reach Through Local Actions Domestic markets were first to recover, followed by regional
Over the past 50 years, Airbus has grown from being a and intercontinental markets, with the exception of China where
cooperation of national aerospace companies, in four European “zero-COVID” policies created ongoing volatility throughout
countries, to a global leader in commercial aerospace with a 2022. Market recovery unleashed waves of pent-up demand
strong foothold in helicopters, defence, space and security. No for air travel which almost all actors in the industry had major
aerospace and defence company is more culturally diverse. difficulties in accommodating, limited by their human resources
More than 140 nationalities make up the Company’s workforce and supply chains. The pressure on supply was compounded
and over 20 languages are spoken, reflecting the diversity of by Russia's invasion of Ukraine and its impacts on energy,
its employees and customer base. This is a key strength of the critical raw materials and economic growth. The demand crisis
Company in addressing global markets. Airbus has built on its is recovering fast but supply, production and ramp-up challenges
strong European heritage to become truly international, operating remain.

3.1 Right Combination of Growth, Profitability industry, and air travel routes are the arteries of this system.
and Resilience Sufficient prosperity will be required to deliver the climate neutral
The Company continues to face a volatile, uncertain, complex transformation of industry that society demands. Hence, the
and ambiguous market environment. At the same time the climate purpose of the Company is to pioneer sustainable aerospace
imperative for commercial aviation is increasingly recognised for a safe and united world.
together with the collective drive towards decarbonisation for The Company does not, however, operate in a vacuum. Social
which Airbus is a leader. 2022 provided another significant sustainability and good governance are integral elements in
milestone: the certification and first delivery of the Comac C919, managing the Company’s vision for a sustainable future. Airbus’
the Chinese competitor to the A320 and Boeing 737. Hence business is deeply connected with environmental, social and
the right combination of growth, profitability and resilience is governance (“ESG”) objectives through various international
vital to the Company’s long-term competitiveness. standards, frameworks and initiatives.
Aerospace remains a major backbone of the global economy Defence is a crucial component of security and security is the
and a vital service to people and businesses. Airbus is precondition for a responsible and sustainable world. In this
committed to playing its role in ensuring that its sectors endeavour, Airbus is committed to sustainable and responsible
consistently deliver on their vital role in the global economy business practices, and maintaining the strictest legal and
by building resilience through having sufficient funds available highest ethical standards in full compliance with international
to withstand the shocks; through close cooperation with laws and European and national export control regulations.
stakeholders to ensure the overall travel value chain survives; Our defence capabilities provide countries with the means to
through seamless coordination along the supply chain to detect protect their citizens, democratic values and vital infrastructure,
issues rapidly; and through reinforcement of the balance sheet which is of incalculable societal value.
to continue investing in future competitiveness. To compete
successfully, the Company continues to invest in the evolution The capabilities and technologies that the Company develops
of its product portfolio and its decarbonisation roadmap, the in this sector will help its customers in the future air domain
development and integration of the latest aircraft technologies, (teaming, autonomy, digital services, etc.) and protect key
the introduction of new manufacturing technologies including space assets. All in a future system-of-systems environment
greater use of automation, the implementation of Digital Design which will bring real operational superiority and will provide
Manufacturing and Services, the restructuring of its industrial synergies to the civil activities.
set-up including the creation of Airbus Atlantic and Airbus The successful launch of FCAS’s Phase 1B paves the way in
Aerostructures, as well as the optimisation of its supply chain
this direction. The project will see major European defence
relationships.
partners cooperating to prove the viability of new high-end
3.2 Protecting Investments Important technologies – Next Generation Fighter, Remote Carriers
for the Longer Term (drones) and a Multi Domain Combat Cloud.
The Company believes that the way to remain attractive to Current developments by the Company of future space
investors, employees and society at large is to be at the capabilities and equipment (Low Earth Orbit Positioning,
forefront of innovation and to be a leader in the global market. Navigation and Timing technologies, laser communication for
This requires discipline on both revenues and the cost base, high-speed modern connectivity, advanced processors and
throughout all Airbus businesses, to gain sufficient volume and antennas, Very High Resolution earth observation solutions)
profitability to continuously drive the industry forward. Having are also spearheading future applications for defence or
successfully increased revenue and profit in the years before sustainability purposes and information superiority.
the COVID-19 crisis, continuous improvement is essential
to further support Airbus’ resilience and prepare for future 4.1 Lead the Journey Towards Clean Aerospace
investments. As the Company delivers on its strategy as a Airbus, and the wider aerospace industry, must ultimately
leader with European roots and global reach, the Company is determine ways to eliminate the impact of its activities on the
uniquely positioned to pioneer the industry, deepen relations climate. This must be achieved by the current generation. This
with its customers, expand its role in defence, space and is a clear expectation of the flying public and society at large,
helicopters, while delivering shareholder value in line with demonstrated by the announcements and commitments of
market expectations. international bodies such as IATA and ICAO during 2022. In
response, Airbus is striving to lead the industry on a strong path
4. Lead the Transformation of the Aerospace to the lowest climate impact solutions as part of the industry’s
Industry commitment to the Paris Agreement.
Aviation’s licence to grow and operate in the future is inherently A major focus of the Company’s sustainability strategy
linked to sustainability. Improving the environmental impact of is reducing the CO 2 emissions of its aircraft, as well as its
our day-to-day lives is at the top of agendas throughout the industrial environmental footprint at its sites worldwide
world. While some argue for limiting mobility, the Company and throughout the supply chain. In 2022, we submitted to
believes the solution should not hinder people’s ability to the Science-Based Targets initiative (“SBTi”) our planned
connect and unite across the world. Making the world a smaller decarbonisation targets for both our industrial footprint as
and more transparent place to live makes it safer and more well as that of our sold products, whilst also developing
rewarding. The ability to discover, learn, share and remain safe scenarios to enable a transparent approach to Task Force on
are basic human needs and a guiding star for the Company. Climate-Related Financial Disclosures recommendations. The
Air travel brings prosperity through the connections it makes. Company is investing in and developing viable products and
One in ten jobs around the world is in the travel and tourism services that are attractive and efficient for its customers by

maturing the technologies related to sustainable aviation fuels

(“SAF”), hydrogen, hybridisation, industrial systems, aircraft
and diversity to enable a workplace to which people can bring
their best selves. The Company ensures that its employees
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architectures based on next generation engines, future wing have access to a wealth of education and employee mobility
and fuselage design and automation. opportunities to grow their skills because the Company strongly
believes a more educated workforce is a more empowered
Airbus believes SAF will play a key role in the decarbonisation
workforce.
of in-service and future aircraft. Research programmes towards
100% SAF capability have been continued in 2022, alongside As declared in Airbus’ Human Rights Policy Statement,
incentivisation and support to assure a rapid growth in the Airbus commits to embed and advance respect for human
overall SAF ecosystem. Meanwhile Airbus remains focused rights, covering the activities under its full, direct control in its
on maturing hydrogen ecosystem, transport and refuelling Divisions, affiliates and supply chain. Airbus has also committed
infrastructure to deliver on its ambition to bring the world’s first to undertaking ongoing risk-based human rights due diligence
hydrogen-powered commercial aircraft to market by 2035, on such activities to identify, address and remedy adverse
known as ZEROe. impacts, to prioritise its most salient human rights issues and
to be transparent in this regard.
Airbus is also involved in the Single European Sky Air Traffic
Management Research (“SESAR”) initiative to optimise aircraft 4.4 Exemplify Business Integrity
operations in Europe. In 2022, Airbus committed to carbon
Business integrity is non-negotiable. As the Company’s
removals, both through investment in the worlds largest direct
operations reach across more than 100 countries worldwide,
air carbon capture facility, as well as by purchasing open market
it has a clear obligation to comply with laws and regulations
carbon credits.
wherever it operates. The Company conducts its business
CO 2 is not the only aviation emission known to have an ethically, based on its values, and not only in compliance with
impact on climate. Airbus is engaged at both international laws and regulations. Furthermore, the Company strives for a
and European level with research institutes at the forefront of culture of integrity in its people, partners and suppliers. In an
scientific knowledge on the non-CO2 effects of aviation to better effort to improve accountability, the Company is strengthening
understand and respond to these challenges. its current compliance programmes with the intention of
becoming a benchmark in this area. To this end, the Company
The Company has implemented its high5+ programme targets – has established a dedicated Ethics & Compliance programme
a clear pathway to significantly reduce its environmental footprint and organisation, ensuring that ethical and compliant behaviour
in manufacturing activities with regards to CO2, energy, water, air is deeply embedded throughout the Company.
emissions and waste. Airbus believes in managing its products’
environmental footprint across the entire lifecycle, from the
design phase, raw material input, through the operational life Organisation of the Company’s
and up to the end of the product life. This optimisation of energy Businesses
and use of finite resources should bring both economic and
environmental benefits. The Company has organised its businesses into the following three
operating segments: (i) Airbus, (ii) Helicopters and (iii) Defence
Airbus satellites are today employed in monitoring the effects and Space. The chart set out in “– General Description of
of climate change, with products, such as helicopters, also the Company and its Share Capital – 3.3.6 Simplified Group
playing a key role supporting communities in tackling disasters. Structure Chart” illustrates the allocation of activities.
4.2 Build our Business on the Foundation
of Safety and Quality Airbus (Commercial Aircraft)
Safety cannot be compromised. That is why the number one Airbus is one of the world’s leading aircraft manufacturers of
priority for the Company is to protect and safeguard people, passenger and freighter aircraft and related services.
suppliers, communities, customers and assets from health and
In 2022, Airbus delivered 661 aircraft (compared to 611 deliveries
safety risks arising from the Company’s activities. Fostering a
in 2021) and received 1,078 gross orders (compared to 771 gross
safety culture which goes beyond regulatory compliance in
orders in 2021). After accounting for cancellations, net order
product safety and quality, and championing a “zero-harm”
intake for 2022 was 820 aircraft (compared to 507 aircraft in
mind-set in which the Company takes responsibility for itself and
2021). As of 31 December 2022, Airbus’s backlog of commercial
others, is a core commitment of the Company’s sustainability
orders was 7,239 aircraft (compared to 7,082 aircraft in 2021).
strategy. The Company focuses on developing rigorous safety
management guidelines to ensure its long-term competitiveness. In 2022, Airbus (Commercial Aircraft) recorded total revenues
of € 41.4 billion – representing 69% of the Company’s revenues.
4.3 Respect Human Rights and Foster Inclusion See “– 1.1.2 Airbus”.
The Company’s respect for human rights is an essential part
of responsible business conduct in its business activities and Helicopters
throughout the value chain.
Airbus Helicopters is a global leader in the civil and military
Airbus believes that everyone who works either for or with the rotorcraft market, offering one of the most complete and modern
Company, both within its business operations and the supply ranges of helicopters and related services. This product range
chain, contributes to its continued innovation, creativity, and currently includes intermediate single-engine, light twin-engine,
business success. Therefore, it is imperative that the Company medium and medium-heavy rotorcraft, which are adaptable to
fosters empowerment, collaborative working, inclusiveness all kinds of mission types based on customer needs.

Airbus Helicopters delivered 344 helicopters in 2022 (compared Defence and Space
to 338 in 2021) and received 362 net orders in 2022 (compared
Airbus Defence and Space is a European leader in defence,
to 414 net orders in 2021). Order intake amounted to € 9.34 billion
security and space businesses.
(2021: € 8.55 billion). Military contracts accounted for 63% of this
order volume, with civil sales representing the remaining 37%. Airbus Defence and Space is organised in three main segments:
At the end of 2022, Airbus Helicopters order book stood at 757 Military Air Systems, Space Systems and Connected Intelligence.
helicopters (compared to 739 helicopters in 2021). Airbus Defence and Space develops, produces and maintains
cutting-edge products, systems and services, enabling
In 2022, Airbus Helicopters recorded total revenues of
governments, institutions and commercial customers to protect
€ 7.05 billion, representing 11% of the Company’s revenues.
people and resources. In 2022, Airbus Defence and Space
See “– 1.1.3 Helicopters”.
recorded total revenues of € 11.26 billion, representing 19% of
the Company’s revenues. See “– 1.1.4 Defence and Space”.
Summary Financial and Operating Data

The following tables provide summary financial and operating data for the Company for the past three years. See “– Management’s
Discussion and Analysis of Financial Condition and Results of Operations – 2.1 Operating and Financial Review”.
REVENUE BY BUSINESS SEGMENT
(In € million) 2022 2021 2020

Airbus 41,428 36,164 34,250
Airbus Helicopters 7,048 6,509 6,251
Airbus Defence and Space 11,259 10,186 10,446
Subtotal segmental revenue 59,735 52,859 50,947
Eliminations (972) (710) (1,035)
Total 58,763 52,149 49,912
ORDER INTAKE BY BUSINESS SEGMENT
2022 2021 2020

(In € billion) (In percentage)(1) (In € billion) (In percentage)(1) (In € billion) (In percentage)(1)
Airbus 59.7 72.2% 40.0 64.3% 16.1 48.1%

Airbus Helicopters 9.3 11.2% 8.6 13.7% 5.5 16.4%
Airbus Defence and Space 13.7 16.6% 13.7 22.0% 11.9 35.5%
Subtotal segmental order intake 82.7 100% 62.2 100% 33.5 100%
Eliminations (0.2) (0.2) (0.2)
Total 82.5 62.0 33.3
(1) Before “Eliminations”.
ORDER BACKLOG BY BUSINESS SEGMENT
31 December
2022 2021 2020
(In € billion) (In percentage) (1)
(In € billion) (In percentage)(1)
Airbus 390.5 86.9% 345.1 86.4% 324.7 86.8%

Subtotal segmental order backlog 449.7 100% 399.2 100% 374.0 100%
Total 449.2 398.4 373.1

Relationship between Airbus SE and the Company 01

01
Airbus SE itself does not engage in the core aerospace, defence put in place with the subsidiaries and services are invoiced on
or space business of the Company but coordinates related a cost plus basis.
businesses, sets and controls objectives and approves major
For management purposes, Airbus SE acts through its Board
decisions for the Company. As the parent company, Airbus SE
of Directors, Chief Executive Officer and Executive Committee in
conducts activities which are essential to the Company’s activities
accordance with its corporate rules and procedures as described
and which are an integral part of the overall management of the
below under “– Corporate Governance – 4.1 Management and
Company. In particular, finance activities pursued by Airbus SE
Control”.
are in support of the business activities and strategy of the
Company. In connection therewith, Airbus SE provides or Within the framework defined by Airbus SE, Airbus, each Division,
procures the provision of services to the subsidiaries of the Business Unit and subsidiary is vested with full entrepreneurial
Company. General management service agreements have been responsibility.
1.1.2 Airbus (Commercial Aircraft)

Airbus is one of the world’s leading aircraft manufacturers of with 100% SAF before the end of the decade. Airbus is also
passenger and freighter aircraft and related services. In order actively engaged within the broader SAF ecosystem through
to help shape the future of air transportation, Airbus seeks strategic partnerships and efforts that encourage various SAF
innovative technological solutions and the most efficient sourcing production pathways (including from biomass feedstock, or
and manufacturing possible, so airlines can grow sustainably power-to-liquid technologies, etc.) with the aim to foster the
and people can connect. Airbus’ comprehensive product line development of the SAF market. Hydrogen is another area
comprises successful families of jetliners ranging in capacity of focus. In September 2020, Airbus revealed three different
from 100 to more than 400 seats: the A220 Family; the A320 hydrogen-powered concept aircraft entitled “ZEROe”, and Airbus
Family including the latest advanced technology A320neo, has engaged in a number of R&T projects and partnerships with
which is civil aviation’s best-selling product line; the A330 the objective to bring a hydrogen-powered commercial aircraft
Family, including the advanced A330neo, the latest generation to market in 2035. Success towards Airbus’ decarbonisation
widebody A350 and its freighter derivative the A350F. Across roadmap can only be possible with the consistent engagement
its aircraft families Airbus’ solutions ensure that aircraft share of the whole aviation ecosystem, including energy players. As
high commonality in airframes, on-board systems, cockpits and a result, Airbus strives to foster collaborative engagement and
handling characteristics. This significantly reduces operating is in constant dialogue with key stakeholders including airlines,
costs for airlines. See “– 1.1.1 Overview” for an introduction to operators, energy producers, financiers, regulators, industry
Airbus. organisations, non-governmental organisations and others, and
engages with these stakeholders at events such as the Airbus
Airbus’ global presence includes activity in Europe (France,
Capital Market Day, the Airbus Summit or the Airbus Supplier
Germany, Spain and the UK), as well as in Canada, the US,
Sustainability Council (established in 2022).
China, Japan, India and in the Middle East. Airbus also has field
service stations, spares, support and logistics centres as well as For further information, see “– 1.1.1 Overview – Strategy” and
engineering centres worldwide. Airbus benefits from industrial “– Non-Financial Information – 1.2.2 Climate change”.
co-operation and partnerships with major companies and an
Aerospace is a major backbone of the global economy and a vital
extensive network of suppliers around the world.
service to people and businesses. Airbus will continue to invest
in its future in an evolving and highly competitive environment
Strategy through the right combination of growth, profitability and resilience.
Airbus intends to further strengthen the industrial set-up and
Airbus’ purpose is to “pioneer sustainable aerospace for a safe industrial flow. The further transformation of the industrial value
and united world”. Airbus aims to keep its current commercial chain will ultimately improve quality, competitiveness, agility and
aircraft portfolio competitive through incremental improvements, sustainability of the entire ecosystem. The COVID-19 crisis and
while at the same time pioneering disruptive technologies. Russia's invasion of Ukraine both illustrate the imperative for
Airbus strives to find solutions that limit negative impact on the Airbus to have strong and complementary businesses alongside
environment, and has set itself robust near-term science-based commercial aviation within its portfolio to provide resilience in
targets to reduce its greenhouse gas (“GHG”) emissions which the face of uncertainty.
were validated by the Science-Based Targets initiative (“SBTi”)
in January 2023. The Company’s decarbonisation roadmap
integrates complementary elements, including fleet renewal, Market
alternative propulsion and fuels, and improvements to aircraft
operations including air traffic management. Airbus believes Market Drivers
that SAF will play a key role in reducing the environmental
footprint of the aviation industry, as it can be used both for In the long-term, the main factors affecting the commercial aircraft
in-service fleets and in the flying fleets of tomorrow. Airbus market include passenger demand for air travel, airline pricing
has actively tested 100% SAF capabilities on aircraft including policies and resulting yields, cargo activity, economic growth
the A380, A350 and A321neo. The Company’s ambition is cycles, evolution of the cost of energy, national and international
to have all its aircraft platforms capable of being operated regulation, the rate of replacement and obsolescence of existing

fleets, the availability of aircraft financing sources and market 84 customers and net order intake was 820 aircraft. At the end
evolutionary factors. The performance, competitive posture and of 2022 Airbus’ firm order backlog was 7,239 aircraft, over 80%
strategy of aircraft manufacturers, airlines, cargo operators and of which are for the A320 family.
leasing companies as well as wars, political unrest, pandemics
Competitive market-based financing for new aircraft deliveries
and extraordinary events may also precipitate changes in
has remained available.
demand and lead to short-term market imbalances. For further
information, see “– Risk Factors – Business-Related Risks – The recovery is following a similar pattern to previous recoveries:
Commercial Aircraft and Helicopter Market Factors”. many stored aircraft will return to service, complementing newly-
delivered aircraft to allow recovery of flight frequencies; load
Air transport market recovery continued throughout 2022, with
factors and aircraft utilisation will improve, followed by yields. The
IATA reporting traffic (Revenue Passenger Kilometres) globally
balance between these is dependent on individual operators’
up from 41.7% of 2019 volumes in 2021 to 68.5%. Load factors
actions in a competitive marketplace for air transport services.
increased 12 points to nearly 79%. As restrictions were removed,
As the world demonstrates greater collective resistance to
pent-up demand for air travel caused pressure to increase service
successive COVID variants, the Company continues to expect
which outstripped the ability of airlines, airports and infrastructure
the commercial aircraft market to return to pre-COVID levels
to provide it, with the notable exception of markets directly
between 2023 and 2025 and that the pandemic has not
impacted by the continuation of China’s “zero-COVID” policies.
structurally changed the long-term market for commercial
Elsewhere, Domestic markets recovered to 2019 capacity levels
aircraft.
by the end of the year, intra-regional market recovery continued
outside Asia and intercontinental market recovery accelerated, Overall growth. The long-term market for passenger aircraft
led by a particularly strong transatlantic market. Airline yields depends primarily on passenger demand for air travel, which
remained strong and load factors recovered notably. is itself primarily driven by economic or GDP growth, trade,
fare levels and demographic growth. Measured in revenue
Conversely, Russia's invasion of Ukraine impacted air transport
passenger kilometres, air travel increased in every year from
in many ways, including the application of sanctions to Russian
1967 to 2000, except for 1991 due to the Gulf War, resulting in
operations, the sequestration of hundreds of civil aircraft owned
an average annual growth rate of 7.9% for the period. Demand
by Western lessors and the closure of Russian airspace to the
for air transportation also proved resilient in the years following
airlines of all countries choosing to apply sanctions. Russian air
2001, when successive shocks, including 9/11 and SARS in
transport operations continued without the support of Western
Asia, dampened demand.
manufacturers and suppliers in a market essentially isolated from
the rest of the world. The war created pressure on some critical At the end of 2008 and in 2009, the financial crisis and global
raw materials and exacerbated supply chain tensions as well economic difficulties witnessed resulted in only the third period of
as driving significant volatility in fuel prices for air transport and negative traffic growth during the jet age, and a cyclical downturn
heightened inflationary trends, increasing the risk of recession for airlines in terms of traffic (both passenger and cargo), yields
in some, mainly European countries. However the anticipated and profitability. Despite these perturbations, the market
cooling of demand due to inflationary pressures has yet to recovered, driven by the underlying demand for air transport.
materialise and the relaxation of China’s “zero-COVID” policy may After 2009 until the current crisis, the industry benefited from a
mitigate impacts and allow the industry to return to a trajectory prolonged period of stability which enabled airlines to collectively
more influenced by macroeconomics and demographics. deliver profitability at historically high levels.
Around 1% of world freight tonne-kilometres is carried by air, The fundamental drivers behind the need for air transport remain
although this represents ~30% of the total value of freight. After unchanged, as a means for enabling highly-efficient physical
a period of exceptional demand and high yields during the links between people and distribution of goods at a global
pandemic recovery, the air cargo market cooled during 2022 scale. However it is an activity which must be conducted in
and is now driven more by the habitual, cyclical, macroeconomic a sustainable manner, and Airbus is committed to pioneering
factors. Short-term headwinds include inflation, the strength sustainable aviation. As more governments adapt public policy
of the US dollar and trade disruption. Equally, belly cargo to drive towards net-zero GHG emissions, aviation will continue
capacity will return to the market as stored widebody aircraft to play its part. Decarbonisation is likely to be encouraged by
re-enter service. Significant numbers of converted freighter regulatory measures including incentives and taxation to varied
aircraft ordered during the pandemic will enter service, mainly extents in different regions. This may increase the differentiation
replacing older aircraft. Yet e-commerce growth will continue to between the costs of operation of more or less fuel-efficient
be a strong driving force and will take an increasing share of the aircraft. There is speculation as to whether increased ticket
air cargo market. The freighter fleet contains a higher proportion prices might dampen future growth of passenger demand.
of older aircraft and consequently future deliveries will be more There is no historical precedent for this as aviation growth has
for replacement than growth. been characterised by consistently strong improvements in
efficiency and past increases in fuel prices have been largely
Having adapted its production rates in 2020 in response to the
passed through to consumers, although regional differences may
severity and speed of the industry downturn, Airbus was able in
be observed. Airbus is focused on providing more fuel efficient
2021 to stabilise widebody production and start to increase A320
aircraft for fleet replacement and growth.
Family production, placing unallocated aircraft and delivering
part of the accumulated inventory. The process continued Through its analysis Airbus continues to believe in the long-term
throughout 2022 although supply chain challenges impacted growth potential of the industry, with a continuing drive to the
the company’s ability to ramp-up production at the originally- sustainable operation of commercial aircraft aimed at meeting
intended pace, transforming a demand crisis into one of supply. the needs of both the environment and air passengers in the
Over the full year Airbus net deliveries totalled 661 new aircraft to coming years.

Growth and Replacement. Air transport is a global industry and

demand for aircraft is subject to differences in the performance
Market Structure and Competition 01
01
Market segments. Airbus competes in each of the four principal
of national and regional economies as well as the evolution of
market segments for aircraft with more than 100 seats.
energy costs. However aircraft are liquid assets that can be
moved from one region to another and this provides a degree “Small” aircraft, such as the A220 and A320 Families, having 100
of mitigation to fluctuation of demand. to more than 200 seats, and which are used principally for short-
range and medium-range routes of up to 3,000 nautical miles.
At the end of 2022, Airbus’ backlog was 7,239 aircraft, an increase
of 157 over the previous year. Close proximity and attentiveness “Medium” aircraft typically offer up to 300 seats on routes of up
to customer needs has enabled careful management of this to 5,000 nautical miles. This includes long range versions of the
backlog to mitigate the effect on production rates from the A321, such as A321XLR, as well as the A330 Family.
pandemic, and third-party financiers have continued to support
the delivery of new, more environmentally-efficient aircraft. “Large” aircraft, such as the A350, are widebody twin-aisle
which seat more than 350 passengers on routes of up to
Airline network development: “hub” and “point-to-point” 10,000 nautical miles.
networks. Following deregulation, major airlines have sought
to tailor their route networks and fleets to continuing changes “Freight” aircraft, such as the A350 Freighter, which form a fourth,
in customer demand. Accordingly, where origin and destination related segment, are a combination of new build and converted
demand prove sufficiently strong, airlines often employ direct, ex-passenger aircraft. Converted aircraft are prevalent in the
or “point-to-point” route services. However, where demand expanding e-commerce market which typically sees relatively
between two destinations proves insufficient, airlines have low aircraft utilisation. This can provide an economical “second
developed highly efficient “hub and spoke” systems, which life” for in-service aircraft from the A320 and A330 families. See
provide passengers with access to a far greater number of air “– Airbus Canada, Regional Aircraft, Aerostructures, Seats,
travel destinations through one or more flight connections. Aircraft Conversion – EFW”. In 2021, Airbus launched a new
A350F freighter model in response to customer demand. The
The chosen system of route networks in turn affects aircraft addition of a freighter variant is also expected to contribute
demand, as hubs permit fleet standardisation around both towards greater resilience of the A350 Programme to future
smaller aircraft types for the short, high frequency and lower market fluctuations.
density routes that feed the hubs and larger aircraft types for
the longer and higher density routes between hubs, themselves Airbus also competes in the corporate, VIP business jet
large point-to-point markets. As deregulation has led airlines market with the ACJ. The ACJ portfolio is composed of the
to diversify their route network strategies, it has at the same ACJ319neo, the ACJ320neo, the ACJ330neo and the ACJ350.
time therefore encouraged the development of a wider range To complete the ACJ family, Airbus launched, in October 2020,
of aircraft in order to implement such strategies. the ACJ TwoTwenty. The first aircraft has been handed over to
a competition centre and entry into service is targeted for 2023.
Airbus, like others in the industry, believes that route networks
will continue to grow through expansion of capacity on existing Geographic differences. The high proportion of single aisle
routes and through the introduction of new routes. These new aircraft in use in both North America and Europe reflects the
route markets are expected to be well served by the entire Airbus predominance of domestic short-range and medium-range
product offering from the A220 up to the A350. Airbus believes flights, both from the expansion of the low-cost carrier and
that it is well positioned to meet current and future market particularly in North America due to the development of hubs
requirements given its complete family of products. following deregulation. In comparison with North America and
Europe, the Asia-Pacific region uses a greater proportion of
Once the air transport industry rebuilds after the COVID-19 twin-aisle aircraft, as populations tend to be more concentrated
crisis, airlines will review their positioning and business models in fewer large urban centres. The tendency towards the use
in the frame of restructuring their operations. Airbus expects of twin-aisle aircraft is also reinforced by the fact that many of
that existing networks will in the most part be continued, but the region’s major airports limit the number of flights, due to
airlines will also have the opportunity to develop their networks environmental concerns or the infrastructure constraints that
differently having undergone a forced, temporary downsizing. limit the ability to increase flight frequency. These constraints
The availability from 2024 onwards of new-generation longer- necessitate higher average aircraft seating capacity per flight.
range single aisle aircraft such as the A321XLR will provide However, Airbus believes that demand for single aisle aircraft in
greater optionality to airlines. Asia will grow over the next 20 years, particularly as domestic
markets in China and India and low-cost carriers continue to
Alliances. The development of world airline alliances has
develop in the region.
reinforced the pattern of airline network development described
above. According to data from Cirium, a UK-based aviation Competition. Airbus has been operating in a competitive
industry consultancy, one-third of the world’s jetliner seats duopoly since Lockheed’s withdrawal from the market in 1984
being flown today are operated by just 15 airlines. In the 1990s, and Boeing’s acquisition of McDonnell Douglas in 1997. As a
the major airlines began to enter into alliances that gave each result, the bulk of the market for passenger aircraft of more than
alliance member access to the other alliance members’ hubs and 150 seats have been manufactured by either Airbus or Boeing.
routings, allowing airlines to concentrate their hub investments
whilst at the same time extending their product offering and Nevertheless, the high technology and high value nature of the
market access. business makes aircraft manufacturing an attractive industry
in which to participate, and besides Boeing, Airbus faces
international competitors. Embraer, whose primary focus has
been on the regional market, has no announced intentions
for higher-capacity aircraft but is studying a new 70/90-seat

regional turboprop. Mitsubishi Heavy Industries announced the Products

liquidation of their regional aircraft programme prior to Entry-Into-
Service. New Russian programmes in the 100-seat and 180-seat
categories are supported with renewed vigour but delayed by
The Family Concept – Commonality across
several years whilst components are substituted by those of the Fleet
Russian manufacture, and have a limited addressable market. Airbus’ aircraf t families promote fleet commonality.
In December 2022 the Chinese manufacturer COMAC delivered This philosophy takes a central aircraft and tailors it to create
the first C919 airliner, a direct competitor to the A320neo. This derivatives to meet the needs of specific market segments.
significant milestone heralds the possible end of a period of For example, both variants of the A220 have a significant level
duopoly in this market segment, although we consider the likely of common parts and can be operated by a single pilot pool.
market penetration of this competitor to be more significant risk Alternatively, the A320, A330, A350 and A380 all share the
in the 2030s decade than the current decade. same cockpit philosophy, fly-by-wire controls and handling
characteristics, enabling pilots to transfer among these
In February 2020, Airbus SE, the Government of Québec
aircraft within the Airbus family with minimal additional training.
and Bombardier Inc. agreed upon a new ownership structure
Cross‑crew qualification across families of aircraft supports
for the A220 programme, whereby Bombardier transferred
airlines with operational flexibility. In addition, the emphasis on
its remaining shares in Airbus Canada Limited Partnership
fleet commonality permits aircraft operators to realise significant
(Airbus Canada) to Airbus and the Government of Québec.
cost savings in crew training, spare parts, maintenance and
This agreement brings the shareholdings in Airbus Canada,
aircraft scheduling. The extent of cockpit commonality within
responsible for the A220, to 75% for Airbus and 25% for the
and across families of aircraft is a unique feature of Airbus that,
Government of Québec respectively. The Government’s stake is
in management’s opinion, constitutes a sustainable competitive
redeemable by Airbus in 2026 – three years later than before. As
advantage.
part of this transaction, Airbus, via its wholly owned subsidiary
Stelia Aerospace, acquired the A220 and A330 work package In addition, technological innovation has been at the core
production capabilities from Bombardier in Saint-Laurent, of Airbus’ strategy since its creation. Each product in the
Québec. Airbus family is intended to set new standards in areas crucial
to airlines’ success, such as cabin comfort, cargo capacity
The partnership brings together two complementary products,
performance, economic performance, environmental impact
the A220-100 and A220-300, targeting the 100-150 seat market
and operational commonality. Airbus innovations often provide
segment with an addressable market of at least 7,000 new
distinct competitive advantages, with many becoming standard
aircraft over the next 20 years in the segments in which they
in the aircraft industry.
compete.
A220 Family. Complementing the A320 Family, the A220-100
Airbus Canada benefits from Airbus’ global reach, scale,
and A220-300 models cover the segment between 100 and 150
procurement organisation and expertise in selling, marketing
seats and offer a highly comfortable five-abreast cabin. With the
and producing the A220. Significant production efficiencies are
most advanced aerodynamics, carbon fiber reinforced polymer
anticipated by leveraging Airbus’ production ramp-up expertise.
(CFRP) materials, high-bypass Pratt & Whitney PW1500G
In August 2019, Airbus started manufacturing the A220 also in
engines and fly-by-wire controls, the A220 delivers 25% lower
Airbus’ facility in Mobile, delivering its first US-assembled A220-
fuel burn per seat compared with previous generation aircraft. In
300 aircraft in October 2020.
addition to the airliner versions, 2020 saw the launch of the ACJ
TwoTwenty business jet, based on the A220-100, combining an
Customers intercontinental capability of over 12 hours flight duration with
As of 31 December 2022, Airbus had 444 customers and a total unmatched personal space and comfort. Airbus manufactures,
of 21,701 aircraft had been ordered, of which 14,462 aircraft had markets and supports A220 aircraft under the Airbus Canada
been delivered to operators worldwide. The net backlog stood Limited Partnership agreement (q.v.) finalised in 2018. In 2020,
at 7,239 aircraft. Airbus delivered the first US-assembled A220-300 aircraft from
Mobile, Alabama.
The table below shows Airbus’ largest commitments in terms of
total gross firm orders by customer for the year 2022 (minimum Primary competitors to the A220 Family are the Embraer
50 units). EMB190-E2 and EMB195-E2 and the Boeing 737 Max 7.
During 2022, Airbus received 127 gross orders for the A220
Customers Firm orders(1) Family of aircraft and 105 net orders, with 53 aircraft having
CHINA EASTERN AIRLINES 100 been delivered.
CHINA SOUTHERN AIRLINES 96
BOC AVIATION 80
INTERNATIONAL AIRLINES
GROUP – IAG 73
AIR CHINA 64
EASYJET 56
QANTAS AIRWAYS 52
(1) Options are not included.

A220 FAMILY TECHNICAL FEATURES 01

01
Model Entry-into-service Typical seating(1) Range (km) Length (metres) Wingspan (metres)
A220-100 2016 100 to 120 6,390 35.0 35.1
A220-300 2016 120 to 150 6,297 38.7 35.1
(1) Two-class layout.
A320 Family. With more than 16,700 aircraft sold, and over The A320neo Family versions have over 95% airframe
10,600 delivered by the end of 2022, the A320 Family of single commonality with the A320ceo (current engine option) versions,
aisle aircraft includes the A319 and A321 derivatives, as well as enabling them to fit seamlessly into existing A320 Family fleets
the ACJ corporate jet. Each aircraft in the A320 Family shares – a key factor for Airbus customers and operators. All orders
the same systems, cockpit, operating procedures and cross- for the A318ceo have been met and a full transition to the Neo
section. variants of the other models is nearing completion. Continuing
support for the large in-service A320ceo fleet is undiminished
At 3.95 metres diameter, the A320 Family has the widest fuselage as new opportunities arise, including those in the developing
cross-section of any competing single aisle aircraft. This provides passenger-to-freighter conversion market.
a roomy six-abreast passenger cabin, a high comfort level
and a spacious under floor cargo volume. The A320 Family Recognising a market requirement for increasing range
incorporates digital fly-by-wire controls, an ergonomic cockpit capability, the A321neo has been developed to incorporate
and a modern structural material selection. The competitors are additional flexibility in cabin configuration with optional design
the Boeing 737 series and Comac C919. weight and fuel capacity enhancements to produce the 7,280km
(4,000nm) range capable A321LR. In 2019, Airbus launched the
Airbus continues to invest in improvements across the product A321XLR, combining single aisle efficiency with widebody range
line, as exemplified by the development of the A320neo family, and comfort, and resulting in an unmatched product offering for
including the A319neo, A320neo, A321neo and ACJ variants all operator types in the key mid-range market area.
of the A319neo & A320neo. The A320neo Family incorporate
many innovations including latest generation engines and Since its launch in December 2010, the A320neo Family has
cabin improvements which together deliver up to 20% in fuel received 8,665 firm orders from more than 100 customers, with
savings compared with earlier A320 family aircraft. The A320neo a total of 2,592 aircraft delivered to the end of 2022. A320neo
with Pratt & Whitney engines was the first variant to receive deliveries commenced in February 2016 followed by the first
Type Certification, from EASA and FAA, in November 2015, A321neo in April 2017 and in August 2019 the first A319neo.
followed by the A320neo with CFM engines in May 2016. Overall, the A320neo family retains an approximate 60% market
The A321neo with Pratt & Whitney engines received Joint share of the backlog against the Boeing 737 MAX Family.
Type Certification in December 2016 and with CFM engines in
During 2022, Airbus received 888 gross orders for the A320
March 2017. Type Certification for the A319neo with CFM engines
Family of aircraft and 770 net orders, with 516 aircraft having
was achieved in December 2018 with the Pratt & Whitney engine
been delivered.
variant the following year.
A320 FAMILY TECHNICAL FEATURES
Model Entry-into-service Typical seating(1) Range (km) Length (metres) Wingspan (metres)
A319 1996 110 to 140 6,850 33.8 35.8(2)
A320 1988 140 to 170 6,200 37.6 35.8(2)
A321 1994 170 to 210 5,950 44.5 35.8(2)
A319neo 2019 (ACJ) 120 to 150 6,760 33.8 35.8
A320neo 2016 150 to 180 6,390 37.6 35.8
A321neo 2017 180 to 220 7,400 44.5 35.8
A321XLR 180 to 220 8,700 44.5 35.8
(1) Two-class layout.

(2) With sharklets.
A330 Family. With 1,774 aircraft sold (of which 288 A330neo) and for both the A330-200 and A330-300, meeting the logistical
1,559 delivered, the A330 Family covers all market segments with needs of the rapidly growing e-commerce market.
one twin-engine aircraft type and is designed to typically carry
The competitors of the A330 Family are the Boeing 767,
between 220 and 300 passengers in three-class configurations
777 and 787 aircraft series.
or over 400 passengers in high-density. The A330 Family offers
high levels of passenger comfort as well as large under-floor The latest evolution of the A330 Family is the A330neo
cargo areas. The A330-200 version is also offered as a military (new engine option), comprising the A330-800 and A330-900
platform and as a cargo variant. A passenger-to-freighter versions. These aircraft incorporate latest generation Rolls-Royce
conversion is offered by the ST Engineering / EFW partnership Trent 7000 engines and enhanced aerodynamics for improved

fuel efficiency. The first flight of the A330-900 took place in Airbus certified an improved MTOW (Maximum Take-Off Weight)
October 2017 and both Type Certification and first delivery were of 251t on the A330-900 bringing a range increase of 1180 km
achieved in 2018, with TAP Air Portugal taking delivery of its first (650 nm). 251t MTOW was also certified for the A330-800 in
three A330-900s. Certification and first delivery of the A330-800, mid-2022.
to Kuwait Airways, took place during 2020. In October 2020
Model Entry-into-service Typical seating or payload(1) Maximum range (km) Length (metres) Wingspan (metres)
A330-200 1998 210 to 250 13,450 58.8 60.3
A330-200F 2010 61 tonnes 7,400 58.8 60.3
A330-300 1993 250 to 290 11,750 63.66 60.3
A330-800neo 2020 220 to 260 15,094 58.8 64.0
A330-900neo 2018 260 to 300 13,334 63.7 64.0
(1) Three-class configuration.
A350 Family. The A350 is a family of wide-body aircraft, designed Partnering the A350-900 is the seven metre longer A350-1000,
to typically accommodate between 300 and 410 passengers. which was delivered to its first customer, also Qatar Airways, in
The A350 offers enhanced cabin features, Rolls-Royce Trent February 2018. Offering additional capacity for both passengers
XWB engines, advanced aerodynamics and systems technology, and cargo without compromising on range, the A350-1000 is the
with more than 50% composite materials in the fuselage ideal replacement for previous generation aircraft in the 350-400
structure. The A350’s main competitors are the Boeing 787 and seat capacity market.
777 aircraft series. Initial delivery of the A350-900 variant took
In 2021, Airbus launched the A350F freighter offering three
place in December 2014 to Qatar Airways.
tonnes more payload and more range than a competing 777F.
With the Ultra-Long Range (ULR) version of the A350-900 With unbeatable efficiency in terms of fuel burn, CO2 emissions
launched in 2015, the A350 demonstrated its versatility by and economics, the A350F is the only freighter capable of
offering the capability to perform flights of up to 19 hours. The first meeting the latest ICAO requirements.
A350-900 ULR was delivered in September 2018 to Singapore
At the end of 2022, the total orders for the A350 Family stood at
Airlines. Highlighting the type flexibility, Airbus delivered the first
925 aircraft, including 35 for the A350F. With 521 aircraft having
A350-900 Domestic to Japan Airlines during 2019.
been delivered, including 60 during the year, the backlog stood
at 404 aircraft.
Model Entry-into-service Typical seating or payload(1) Maximum range (km) Length (metres) Wingspan (metres)
A350-900 2014 300 to 350 15,000 66.8 64.8
A350-1000 2018 350 to 410 16,100 73.8 64.8
A350F 109 tonnes 8,700 70.8 64.8
(1) Three-class layout.
A380. The double-deck A380 is the world’s largest commercial The final five deliveries of the A380 took place during 2021 but
aircraft flying today. Its cross-section provides flexible and the aircraft is likely to remain in service with its customer airlines
innovative cabin space, tailored to the needs of each airline. well into the next decade.
The aircraft is capable of carrying over 500 passengers
in a comfortable four-class configuration over a range of
8,000nm / 14,800km.
A380 TECHNICAL FEATURES
Model Entry-into-service Typical seating(1) Maximum range (km) Length (metres) Wingspan (metres)
A380-800 2007 400 to 550 14,800 72.7 79.8
(1) Four-class layout.

Customer Services team has accumulated decades of expertise in aircraft finance.

When Airbus finances a customer, the financed aircraft generally
01
01
Through its Customer Services activities, Airbus aims to ensure
serves as collateral, with the engine manufacturer participating in
safe, efficient and sustainable aircraft operations thanks to a wide
the financing. These elements assist in reducing the risk borne
range of customer centric and value-added services.
by Airbus. The difference between the gross exposure resulting
In 2022, the worldwide economy and air travel industry showed from the financing and the collateral value is fully provisioned for
regional recovery disparities with North and Latin America, (for further information, please refer to the “Notes to the IFRS
Europe, Africa and the Middle East leading the number of flight Consolidated Financial Statements – Note 28: Sales Financing
cycles and Asia and China still at lower levels than 2019. 2022 Transactions”). Airbus’ customer financing transactions are
closed with an average of 86% flight cycles compared to 2019. designed to facilitate subsequent sell-down of the exposure to
the financial markets, third-party lenders or lessors.
Together with the growing aircraft operators’ appetite for
solutions to further optimise, digitalise and decarbonise their In 2022, Airbus continued to benefit from market appetite for both
operations, Airbus aftermarket saw an improvement in the aircraft financing and sale and leaseback lessor opportunities,
demand for existing and new products and services. supported by a sustained level of liquidity available in the
market. Airbus customer financing exposure remained limited,
Here are some examples: as it has done throughout the COVID-19 pandemic, and has
–– recovering number of Airbus Flight Hour Services (FHS) and actually decreased compared to 2019. Airbus will continue to
cabin upgrades deals; provide direct aircraft financing support as it deems necessary.
–– Skywise Digital Alliance materialising the first products via Management believes, based on its experience, that the level of
Skywise Predictive Maintenance; provisioning protecting Airbus from default costs is adequate and
–– Airbus Beluga Transport new company was created and the consistent with standards and practice in the aircraft financing
first successful missions for non Airbus commercial internal industry. See “– Risk Factors – Financial Market Risks – Sales
needs performed; Financing Arrangements”.
–– Satair’s acquisition of VAS for the extension of the multi-fleet
Used Serviceable Material (USM) product portfolio; Trading activity has not changed substantively and it continues
–– Airbus Lifecycle Center development in China with the ground to consist mainly in (i) supporting new aircraft sales campaigns
breaking ceremony in July and the start of the site construction through the trading (cradle to grave) and the placement of all
with a planned entry into service in 2023. types of used aircraft (for cash or lease), (ii) assisting Airbus
entities/internal departments in finding/placing aircraft assets
In 2023, the priority of Customer Services will be to keep on the market (iii) managing and assisting in the remarketing
accompanying and supporting its customers in the safe and of inventory aircraft and (iv) acting as remarketing agent for
efficient return back to service and ramp-up of their activities. an airline/financier to remarket its aircraft. Trading activity also
To do so, a range of solutions are available to help reduce involves the sell down of leases, loans (secured and unsecured)
customers´ operating costs, increase aircraft availability, and design of structured lease solutions with customers’ credits.
and enhance the quality of their operations and passenger
experience.
Operations
With a worldwide network of 6,500 employees (including
subsidiaries) made up of hundreds of technical specialists who
provide Airbus’ customers with advice and assistance 24 hours
Industrial Organisation
a day, seven days a week; 250 field service representatives Airbus’ industrial organisation reflects the end-to-end industrial
positioned in over 100 cities worldwide for on-site assistance flow in single aisle and wide-body value streams respectively.
to our operators and system of empowered local teams in Asia, Production flows from the supply chain, the newly set up
Africa, China the Middle East and the US; Airbus targets to Aerostructures companies in 2022, through constituent and
remain at the forefront of the industry. major component (wing, forward and aft fuselage, and nose
and centre fuselage) assembly through to final assembly in
To succeed in this context, Customer Services will continue Toulouse, Hamburg, Tianjin and Mobile. Aircraft are then handed
working on the transformation plan started before the crisis over to programme management for delivery to customers.
based on three pillars (customer value, customer experience The industrial flow is secured by Quality and enabled by
and sustainability) through optimisation and simplification of our Procurement as well as four transverse functions responsible
products and further industrialisation of activities to decrease to provide the skills, standards and services necessary for (1)
costs and increase efficiency; becoming a relevant contributor smooth industrial planning, logistics and transport, (2) integrated
to the financial success of Airbus. manufacturing engineering, (3) eradication and prevention of
non-quality, and (4) highest operational excellence and sound
Aircraft Leasing Trading and Financing performance management.
Airbus favours cash sales, and does not envisage customer The Procurement organisation is responsible for both the
financing as an area of business development. However, Airbus contractual and operational relationship with the supplier base.
recognises the commercial need for manufacturers to assist Its aim is to ensure that purchased raw materials, parts and
customers in arranging financing of new aircraft purchases, and services are delivered at the most competitive conditions, on
in certain cases to also participate in the financing, particularly time, cost and quality. A dedicated Procurement Operations
during a time of crisis. team manages the delivery stream from the supply chain in
Extension of credit or assumption of exposure is subject to accordance with the agreed conditions to enable the production
corporate oversight and monitoring, and follows strict standards flow.
of discipline and caution. Airbus’ dedicated customer finance

The Quality First initiative launched in the second half of 2019 flight physics, propulsion, cabin and cargo. The architect and
in Hamburg, with a strong focus on standards and quality gate integration centre ensures, together with a team of senior
adherence, was further deployed in 2020 leading to improved aircraft architects and the programme chief engineers, that a
quality gate performance along both value streams. The Quality consistent and multi-disciplinary approach is applied during
function ensured the granting in 2022 of all necessary EASA aircraft development. The strategy and transversal integration
certification, POA, DOA, MOA and EN9100 accreditations centre ensures consistency between engineering and corporate
through compliance to our internal standards and processes strategy, acts as the referent for configuration management,
and associated audits. process, methods and tools for engineering, and drives the
forward looking transformation of the function.
This way of working along end-to-end value streams promotes
a strong sense of collaboration in the service of customers, as The R&T Programme department applies a lean project-
well as reactivity and agility with the highest safety and quality based approach, tracked and managed using earned value
standards. management, technology readiness levels and figures of
merit. Technological collaboration with external research
In 2022 Airbus served 84 customers with 661 deliveries, an communities and partners is encouraged and coordinated
increase of eight percent compared to 2021. The delivery result through the department with technical and scientific experts.
was less than targeted, due to the complexity of the challenging The Company-wide integration of R&T technology and alignment
operating environment including a complex supply chain situation with institutional research partners is achieved through cross-
and geopolitical challenges. Airbus continues to ramp-up to portfolio technology planning and roadmapping, giving an
deliver its backlog. exhaustive view of technology targets and investments. In
As part of that ramp up, Airbus is now enabling a bigger share addition, Company-wide engagement for joint funding with
of A321 delivery capabilities with all of its assembly sites now public agencies is achieved through a common R&T Funding
being A321 capable. contract management.
2022 delivery performance and rate evolution:

–– A220 family: 53 A220 delivered. We continue to ramp-up and
are still on track for rate 14 that we envisage by the middle
Airbus Canada, Regional Aircraft,
of the decade; Aerostructures, Seats, Aircraft
–– A320 family: 516 deliveries achieved. Airbus is progressing
towards a monthly production rate of 65 aircraft by the end
Conversion
of 2024 and 75 in 2026;
–– A330: 32 deliveries achieved. The A330 monthly production Airbus Canada Limited Partnership
rate increased to around three aircraft as planned and Airbus Airbus Canada Limited Partnership (“Airbus Canada”) has been
now targets to reach rate 4 in 2024; established on 1 July 2018 following the transaction between
–– A350: 60 deliveries achieved. Following a feasibility study with Airbus, Bombardier and Investment Quebec. In February 2020,
the supply chain, Airbus is now targeting a monthly production Bombardier exited the partnership. At the end of 2022, the
rate of 9 A350s at the end of 2025. Airbus Canada shareholding structure was 75% Airbus and
25% Investment in Quebec.
Technology & Engineering Airbus Canada has developed a family of all-new design
Headed by the Chief Technical Officer, Airbus Technology & efficient aircraft with two products: the A220-100 and the
Engineering is a global organisation leading and managing Airbus A220-300. The A220-100 is a solution for opening new routes
product certification and continued airworthiness, as well as with urban and challenging operations. The A220-100 has
supporting in-series production and in-service modifications, typical seating between 100 and 120 passengers and a range
non-conformities and continuous improvements. of approximately 6,670km. The A220-300 is well suited to be
one of the best network feeders. The A220-300 has typical
The Technology & Engineering organisation has the two-fold
seating between 120 and 150 passengers and a range of
mission to:
approximately 6,300km. Both aircraft deliver 25% lower fuel
–– develop and deliver new aircraft architecture and design burn per seat than previous generation aircraft, half the noise
regarding safety, manufacturability, operability, maintainability, footprint, and decreased emissions. In addition to the airliner
eco-efficiency and environmental compliance; versions, in 2020 Airbus Canada launched the ACJ TwoTwenty,
–– ensure the competitiveness of Airbus’ product and service creating a new business jet market segment by offering an
portfolio in the medium- and long-term, and drive a company- intercontinental capability of over 12 hours flight duration with
wide synergetic approach to technologies, leveraging on unmatched personal space and comfort.
Airbus’ unique history, DNA and product culture to shape
the future of aerospace. In 2022, Airbus Canada has delivered 53 aircraft (compared
to 50 aircraft in 2021) and has a backlog of 527 aircraft as of
The team operates transnationally, with employees located in December 2022. Through the end of December 2022, 246 A220
France, Germany, the UK, Spain, the US, Canada, India, China have been delivered.
and Singapore.
Industrial Footprint. A220 has two final assembly lines, one in
The organisation has a strong delivery focus in support of today’s Mirabel and one in Mobile. In 2022, the Mirabel A220 site was
programmes as well as future developments and it is structured expanded with the addition of a sub-assembly area, known as
as follows. The Centers of Competences (CoC) provide skilled a pre-final assembly line (pre-FAL).
resources to work on tasks, develop methods and tools, and
generate solutions on topics related to airframe, aircraft systems,

ATR Airbus Atlantic 01

01
ATR (Avions de Transport Régional) is a world leader in the As of 1 January 2022, Airbus Atlantic is a wholly-owned
market for regional aircraft up to 90 seats. Its aircraft has over subsidiary of Airbus, gathering resources and means of Airbus
200 operators in more than 100 countries. ATR is an equal Nantes and Montoir-de-Bretagne plants, and STELIA Aerospace
partnership between Airbus and Leonardo, with Airbus’ 50% sites worldwide.
share managed by Airbus ATR organisation. Headquartered
Counting more than 13,000 employees in five countries and
in Toulouse, ATR employs about 1,210 people. Since the start
three continents, including 10,000 employees in France and
of the programme in 1981, ATR has registered net orders for
3,000 worldwide (Canada, Tunisia, Morocco and Portugal),
1,784 aircraft (516 ATR 42s and 1,268 ATR 72s).
Airbus Atlantic is the new world n°2 player in aerostructures
In 2022, following the impact of the coronavirus crisis on ATR market, n°1 in pilot seats and ranks in the top 3 for premium
customers’ markets, ATR delivered 25 new aircraft (compared passenger seat marketed under the STELIA Aerospace brand.
to 31 in 2021) and recorded net firm orders for 13 new aircraft
Positioned at the heart of Airbus industrial system, Airbus
(compared to 22 in 2021). As of 31 December 2022, ATR had
Atlantic aims at delivering state-of-the-art quality and operational
a backlog of 138 aircraft (compared to 167 in 2021).
excellence to Airbus and to aircraft manufacturers such as
By the end of 2022, ATR has delivered 1,646 aircraft. Dassault Aviation, Bombardier and ATR, as well as to worldwide
airlines with its premium passenger seat range.
Products and Services Airbus Atlantic is an essential part of Airbus’s value chain and
ATR 42 and ATR 72. ATR has developed a family of high- plays a key-role in the whole aerostructures’ supply-chain with
wing, twin turboprop aircraft in the 30- to 78-seat market more than 500 suppliers on flying products and more than 2,000
which comprises the ATR 42 and ATR 72, designed for optimal on general procurement products.
efficiency, operational flexibility and comfort. Like Airbus, the
Relying on its aerostructure, cabin interior and pilot seat divisions:
ATR range is based on the family concept, which provides for
savings in training, maintenance operations, spare parts supply –– Airbus Atlantic has a wide range of metallic and composite
and cross-crew qualification. The ATR 72-600 is the lowest seat aerostructure capabilities, from Build-to-Print to Design &
per mile cost aircraft on the 70 seat segment. Build solutions;
–– Airbus Atlantic is one of the few companies in the world able
In 2020, the ATR72 freighter was developed, since then ATR to deliver complete and fully equipped and tested aircraft
achieved the delivery of 11 ATR 72-600F to FedEx Express (one sections (“Plug & Fly”), integrating hydraulic and electric
in 2020, five in 2021 and five in 2022). systems;
–– Airbus Atlantic designs and manufactures luxury First Class
Finally, the Company’s aircraft family is being extended with
and Business Seats for more than 50 airlines in the world
the development of the 42-600S. With the “S” representing
including Lufthansa, Singapore Airlines, China Airlines, Air
Short Take-Off and Landing (STOL), this new version of the
France or Etihad Airways;
ATR 42-600 offers take-off and landing capabilities on runways
–– Airbus Atlantic provides pilot seats, and offers support from
as short as 800m with 40 passengers on board in standard
design to production, including after-sales service;
flight conditions.
–– Airbus Atlantic’s mission is to drive competitiveness with
Customer service. ATR has established a worldwide customer the flexibility, speed, simplicity and agility of an aerostructure
support organisation committed to supporting aircraft over Tier-1.
their service life. Service and training centres and spare parts
The creation of Airbus Atlantic is a strategic project for Airbus,
warehouses are located in Toulouse, Paris, Miami, Singapore,
contributing to its purpose to pioneer sustainable aerospace for
Bangalore, Auckland, Sao Paulo and Johannesburg. ATR
a safe and united world.
worldwide presence also includes representative offices in
Beijing and Tokyo.
ATR Asset Management addresses the market for second-hand Airbus Aerostructures and Premium
aircraft by assisting in the placement and financing of used and Aerotec Industry
end-of-lease aircraft.
The two Aerostructures Assembly companies Airbus
Aerostructures and Airbus Atlantic are created inside the Airbus
Production industrial system. The Airbus Aerostructures organisation is
The ATR fuselage is produced in Naples, Italy, and ATR leveraging the Company’s competencies globally, keeping
wings are manufactured in Merignac near Bordeaux, France. strategic flexibility for resource allocation, building an
Final assembly takes place in Saint Martin near Toulouse on international company culture. The organisation of Airbus
the Airbus commercial aircraft production site. Flight-testing, Aerostructures serves the Company’s strategy, as set out by
certification and deliveries also occur in Toulouse. ATR the Executive Committee and agreed with its shareholders.
outsources certain areas of responsibility to Airbus, such as Remaining detailed parts activities are concentrated under
wing design and manufacturing, flight-testing and information Premium AEROTEC Industry inside Premium Aerotec GmbH
technology. which became the body for the new holding structure in
Germany with two companies, Airbus Operations GmbH and
Airbus Aerostructures GmbH. Premium AEROTEC GmbH
is planned to be renamed Airbus GmbH in the first half of
2023. There will be a review with regards to the possible

legal integration of Premium AEROTEC Industry into Airbus acquired an additional 20% of the shares of EFW, Dresden
Aerostructures in 2025. (Germany) by way of a contribution in kind and a capital
increase to EFW. The transaction closed on 4 January 2016.
Airbus Aerostructures is a 100 percent owned Airbus subsidiary.
Consequently, 45% of the shares of EFW were retained and
Formal governance bodies and regular management meetings
Airbus effectively lost its control over EFW (previously reported
between both ensures business coordination. The company is
in Airbus).
an integrator for the commercial aircraft parts management.
Airbus Aerostructures stands for highly efficient and sustainable EFW has been the excellence center for Airbus conversions
aircraft production. With around 10,000 employees, Airbus for more than 25 years and re-delivered 200 converted aircraft
Aerostructures combines technology and innovation leadership of the first Airbus conversion programme (A300/A310) to over
to pioneering efficient and sustainable aircraft production and 40 customers worldwide, thereof the largest Express carriers in
to make zero-emission flight a reality. Airbus Aerostructures North America and Europe but also renowned General Freight
includes four production sites in Germany: the headquarters and Combination Carriers.
in Hamburg with three other plants in Nordenham, Bremen
Based on the latest freighter conversion programmes,
and Stade where work goes on today on the aerostructures
the A330P2F, A321P2F and A320P2F, EFW is driving the
of tomorrow’s aircraft.
development of the Airbus freighter family.
Premium AEROTEC Industr y delivers commercial and
By the end of 2022, in total 22 A330P2F have been re-delivered,
military aircraft structures and detail parts and is a partner
after a modest start of this programme, the customer demand
in the major European international aerospace programmes.
for conversions of this wide body aircraft increased remarkably
Premium AEROTEC Industry counts about 4,000 employees
during 2021 and over the past year, and has been superseding
at various sites in Germany and Romania. Premium AEROTEC
by end of 2022 the conversion requests concerning the latest
Industry is represented by its products in all Airbus commercial
single aisle programme of A321P2F & A320P2F which was
aircraft programmes. The current military programmes include
entering the market back in 2020.
the Eurofighter “Typhoon” and the military transport aircraft
A400M. Premium AEROTEC Industry plays a significant After achieving the STC for the A321P2F in February 2020, the
role within new concepts regarding metallic and composite FAA certification in July 2020, the world’s first A321P2F aircraft
aerostructure activities or 3D-printing of aircraft components has been delivered in September 2020 to launch customer
made of titanium or aluminium. Vallair entering into service in October of that year and is since
than operated by Qantas for Australia Post.
Elbe Flugzeugwerke GmbH – EFW In 2022, nine further A321P2F and the first A320P2F have been
re-delivered.
EFW combines various aviation and technology activities
under a single roof: development and manufacturing of flat By the end of 2022 EFW had secured well above 90 A321P2F
fibre-reinforced composite components for structures and and above 100 A330P2F orders.
interiors, the conversion of passenger aircraft into freighter
EFW is increasing the conversion capacity such that it is
configuration, maintenance and repair of Airbus commercial
possible to induct over 60 aircraft (approximately 30 A330s and
aircraft as well as engineering services in the context of
A321s) for conversions per year for the Airbus P2F programmes
certification and approval.
by 2024 meaning to treble capacity compared to 2021.
On 17 June 2015, Airbus signed an agreement with Singapore-
based ST Aerospace Ltd. (STA) to offer passenger-to-freighter
(P2F) conversion solutions for its A320 and A321 aircraft. STA
1.1.3 Helicopters
Airbus Helicopters is a global leader in the civil and military and speed up digital and technological transformation of
rotorcraft market, offering one of the most complete and modern service offering;
range of helicopters and related services. This product range –– Innovation & Sustainability: Airbus Helicopters continues
currently includes intermediate single-engine, light twin-engine, to build a sustainable innovative eco-system, mature techno-
medium and medium-heavy rotorcraft, which are adaptable bricks for multiple platforms, develop collaborative innovations
to all kinds of mission types based on customer needs. See for eVTOL and deploy demonstrators and disruptive concepts;
“– 1.1.1 Overview” for an introduction to Airbus Helicopters. –– Defence & Security: Airbus Helicopters continues to act as
a global defence & security leader through a robust military
strategy product policy, as a preferred partner to home
Ambition & Strategy countries, reinforcing military programmes’ attractiveness
Airbus Helicopters continues to execute its ambition to lead to address new markets and seizing sales campaigns
helicopters and pioneer new VTOLs for a sustainable future. opportunities to continuously grow its military market share.
The strategic priorities of Airbus Helicopters are:

–– Customer Loyalty: Airbus Helicopters continues to deliver the
best-in-class products and services to grow in the value chain
of its customers, continuously improve customer satisfaction

Transformation using an optionally piloted vehicle (OPV) based on a modified

Guimbal Cabri G2 equipped with the autonomous take-off and
01
01
The Company remains focused on aviation safety, quality and landing (ATOL) system developed for the VSR700. At the end
also on performance with lead time reduction to continuously of the year, the UAS began flight testing over sea, a key step in
improve customer satisfaction. preparing its upcoming demonstration onboard a French Navy
frigate.
Airbus Helicopters continues to refine and execute its
transformation plan in order to be sustainably performant Airbus Helicopters continued to make inroads on its
and agile to maintain its competitiveness in the face of market decarbonisation roadmap which is based on a threefold
evolutions, inflation and retain its ability to invest in the future. approach using SAF, hybridisation, and electrification.
Airbus Helicopters continues to deploy data governance The Company continued to lead a SAF user group for its
and accelerate its digital transformation based on standard helicopter operators and industry partners as well as using SAF
capabilities to deliver digital continuity for integrated data-driven for its own training and flight tests in France and Germany. It
processes. performed the first flight of a helicopter, an H225, powered solely
by SAF on both engines in the first half of the year.
Commitment to Innovation At the Airbus Summit, Airbus presented a new demonstrator, the
In 2022, Airbus continued to invest in product development for DisruptiveLab, aimed at testing technologies that could reduce
both the civil and military markets. The H160 entered into service CO2 emissions by as much as 50%. Joining the FlightLab and
in Japan, Brazil, and in France and with orders from all major Racer which performed its power on at the end of the year, the
mission segments, including the French version of the H160M, trifecta of demonstrators illustrate Airbus’ R&T strategy to take
the helicopter’s complete portfolio of mission capabilities are technologies to a higher technology readiness level in order to
currently in development. On the military side, the Company has optimise subsequent development cycles.
focused on the development of the H175M and expanding the
mission capabilities of the H145M, notably in the field of manned- The DisruptiveLab will evaluate a new aerodynamic architecture
unmanned teaming (MUM-T). This technology allows unmanned intended to reduce fuel consumption, as well as pursuing the
platforms to be operated from a piloted helicopter. Airbus has implementation of hybridisation with a fully parallel hybrid
developed a solution for this task and has demonstrated its propulsion system that enables the battery to be recharged
capabilities with unmanned rotor and fixed wing vehicles of in-flight. The new architecture of the DisruptiveLab features an
different shapes, sizes, and from different manufacturers. aerodynamic aluminium and composite fuselage, specifically
Important goals in the last two years were to reduce the crew’s designed to reduce drag and thus reduce fuel consumption. The
workload (focus on keeping the “original” crew-concept with blades are integrated into the rotor in a way that allows for a more
two members) and assure that the communication with different compact rotor head which reduces drag and therefore improves
kinds of datalinks between the helicopter and the UAV can be energy efficiency while lowering the perceived noise level. Its
realised. The technology has reached a level of maturity where lighter rear fuselage incorporates a streamlined Fenestron tail
it can be offered to military and parapublic customers. rotor that also contributes to improved performance.
Another major development launch for Airbus Helicopters came The DisruptiveLab demonstrator is part of the French Council
with the Tiger MkIII contract signed by France and Spain. The for Civil Aviation Research Conseil (CORAC)’s roadmap and
new standard for the attack helicopter will allow the helicopter to has been partly financed by the French Civil Aviation Authority
be upgraded in order to be connected to the digital battlefield, (“DGAC”) in the frame of the French Stimulus plan, which is
enabling it to perform manned-unmanned teaming as well as part of the European Plan, Next Generation EU, and the France
share tactical information in real time. It will also provide an 2030 plan.
unrivalled range of weapons (turret gun, laser-guided rockets In 2022, the Company also made significant progress on the
and missiles) and renewed detection and targeting capabilities. development of its fully electric vertical take-off and landing
The integration of state-of-the art avionics, which will also equip prototype, CityAirbus NextGen. Airbus selected all of its partners
the H160M, will reduce the crew’s workload and enable them to for the structural features of the aircraft, joining forces with Spirit
be fully focused on mission execution. Aerosystems to produce CityAirbus NextGen’s wings, MagicAll
In June 2022, Airbus Helicopters was named coordinator of the to provide its electrical power distribution units, as well as KLK
“EU Next Generation Rotorcraft Technologies Project” (ENGRT) Motorsport and Gerg GmbH, who will supply the prototype’s rear
funded by the European Defense Fund (European Defence Fund structure. This secures all necessary partners for the prototype.
2021 Calls for Proposals). ENGRT will pave the way for the next The Company is now preparing the next phase of CityAirbus
generation of military rotorcraft in Europe. ENGRT is a Research NextGen’s, which will make full use of its brand new advanced
and Technology project, the first phase will focus on the concept air mobility (AAM) dedicated test centre, currently in construction
of operations with battlefield simulations. Concept studies at the site in Donauwoerth.
and pre-design of alternative rotorcraft platforms will also be Beyond the vehicle, Airbus set up the first ever working
performed. The contract was officially signed in December 2022 ecosystem of its kind in Germany, with the Air Mobility Initiative,
and work kicked off right away. Seven nations are directly involved that gathers more than 30 industrial and institutional partners
in the project: France, Germany, Spain, Italy, Greece, Finland and to look at advanced air mobility through the aircraft, airspace
the Netherlands. Other nations are indirectly involved through a management and infrastructure lenses. By ramping up efforts
participation of their industry: Sweden, Romania and Norway. to create comprehensive ecosystems to support air mobility
Airbus also furthered the development of its own unmanned aerial services, Airbus is making sure that the first feeder cases that
system (UAS), the VSR700, which began trialling autonomous are foreseen with CityAirbus NextGen are tailored to meet
take-off and landing capabilities at sea. Trials were conducted communities’ needs, from essential missions in the medical

services sector, to passenger transport shuttles to ecotourism Global support contracts met with continued success in 2022
activities. Last year, this expertise was extended to a global both on the civil and military markets. On the military side, Airbus
level, by partnering with major aircraft and helicopter operators signed a Contractor Logistics Support (CLS) contract, the largest
such as Ecocopter, ITA Airways and Hiratagakuen, across Latin helicopter performance-based support contract ever managed
America, Asia Pacific and Europe. by Airbus, with the US Army to provide spare parts, material, and
engineering support for the Army’s entire UH-72A and UH-72B
Focusing on Customers Lakota fleet of 482 utility and training helicopters. The Company,
as part of NHIndustries, also signed an innovative NH90
Airbus Helicopters’ top priority from a customer support and Operational Support (NOS) contract, which will be performance
service perspective is to ensure its work results in the best based, and will see both France and Germany delegating a major
customer experience possible, including fleet availability. The part of their logistics and maintenance activity to NHIndustries,
addition of ZF Luftfahrttechnik to Airbus Helicopters’ portfolio enabling them to focus on their operations.
at the end of 2022 is a prime example of how the Company is
broadening its range of MRO capabilities, securing additional On the civil side, highlights include The Helicopter Company
competences in the area of dynamic systems notably for the signing for an HCare In-Service contract to cover their fleet of 20
H135, H145, and Tiger programmes, and strengthening its five-bladed H145 helicopters as well as an additional In-Service
service offering for customers including key partners like the contract for their six ACH160s.
German Bundeswehr.
2022 saw the Division continue its work on customer centric Aviation Safety
solutions that cater to individual customers’ needs by launching Airbus Helicopters’ chief priority is to enhance aviation safety
a new HCare offer designed to provide customers with the for the thousands of men and women around the world who are
best combination of services according to their profile and fleet transported in its aircraft every day. Airbus Helicopters’ ambition
make-up. is to further reduce the accident rate by of the Airbus helicopter
fleet in service. Airbus Helicopters also aims to be a leader in
Simplified to just three flexible solutions, HCare is now composed
aviation safety.
of HCare Initial, HCare In-service, or a combination of the two,
HCare Lifetime. For each, customers can opt for one out of In order to achieve these goals, Airbus Helicopters strives to:
three levels of material management performance. Still available –– define and develop new safety measures and initiatives to
for specific fleets will be the HCare First package for Airbus support the operations of its customers;
Corporate Helicopters (ACH) aircraft and HCare Classics for –– continue to mature the company-wide global aviation Safety
the out-of-production legacy fleet (H120, Dauphin, Puma and Management System (SMS).
Gazelle).
This commitment to aviation safety is also reflected across all
HCare Initial is tailored for customers starting operations with a the internal activities related to the lifecycle of a helicopter, with
new Airbus helicopter or taking delivery of a new aircraft type in a focus on meeting industry quality and safety standards, and
their fleet. It provides the best set of services for a successful entry going beyond when applicable. All this is based on continuously
into service. HCare In-service is for customers already operating enhancing the strong safety culture in the Company.
an Airbus helicopter type. Matching services to operators’ needs,
it optimises the aircraft’s maintenance, health and usage, and
longevity. HCare Lifetime is for operators opting for an end- Market Drivers
to-end package and long-term collaboration with Airbus, from
According to market forecasts produced by Airbus Helicopters,
entry into service up to the aircraft’s end of life. This global
around 20,000 civil helicopters and 14,000 military helicopters
support contract aims to maximise the aircraft’s performance
are expected to be built globally over the next 20 years.
and sustained value over time, while enhancing safety and
providing successive, sustained support. Customers receive The helicopter market started to recover in 2021 but 2022
daily care and accompaniment at all steps of their operations. brought a year of multiple disruptions, including high inflation
and the appreciation of the US dollar, and the war in Ukraine
For the material management portion of each contract,
impacted the availability of goods, materials and energy supplies.
customers select the commitment level. Guaranteed repair
secures R&O Turn-Around-Times by contract to improve Due to its existing mission segment diversity, the helicopter
maintenance planning with flexible payment conditions. By- market (both platforms and services activities) is expected to
the-hour offers a smooth distribution of expenses and budget be resilient through the coming decade, but is expected to
anticipation. By-event requires payment at the time of the repair remain challenging due to persistent economic uncertainties
or the overhaul. Part availability commits Airbus Helicopters on lengthening the sales cycle in particular in parapublic and military
parts delivery lead times while giving the operator a precise view (budget allocation postponement or reduction) and delayed
of the necessary maintenance budget; for current customers, growth of emerging markets (especially in Asia).
it resembles the by-the-hour contracts many are familiar with
Helicopters sold in the civil and parapublic sector, where Airbus
covering scheduled and unscheduled maintenance events. The
Helicopters is a leader, provide transport for private owners
part availability solution is built upon fixed hourly rate payments
and corporate executives, offshore oil operations, diverse
to make maintenance expenses predictable. Fleet availability,
commercial applications and state agencies, including coast
the third level of commitment, augments part availability with
guard, police, medical and fire-fighting services. The civil and
maintenance delegated to Airbus for optimal aircraft availability,
parapublic market has seen a good recovery from the COVID-19
based on fixed hourly and monthly rates.
pandemic reaching almost at pre-pandemic levels, even though
it has not yet completely recovered (584 units and € 2.6 billion in

bookings). The market is driven by a private and business aviation

(“PBA”) increase and a stable Aerial work mission segment.
Competition 01
01
Airbus Helicopters’ primary competitors in the civil and parapublic
The Energy segment is also showing the first signs of rebound.
sector are Leonardo and Bell.
Airbus Helicopters expects the civil and parapublic market to
The civil and parapublic sector has seen more local competitors
remain challenging in the short-term but believes that the demand
in recent years (China, India, Japan, South Korea and Turkey).
over the next 20 years will be driven by large replacement needs
Airbus Helicopters has maintained its leading market share in a
from advanced economies and by growth from emerging
less dynamic market, with 55% in units booked in 2022, followed
countries (especially in Asia still largely under equipped).
by Bell and Leonardo with respectively 16% and 12%.
Airbus Helicopters’ preliminary market data indicates that in 2022,
Airbus Helicopters’ main competitors in the military sector
worldwide deliveries of civil and parapublic turbine helicopters of
remain Sikorsky, Boeing and (now to a lesser extent) Russian
five seats and above stood at 482 units (486 in 2021).
Helicopters, due to large captive markets and strong political
Demand for military helicopters and related services is mainly support for export, and also Leonardo, especially in terms of
driven by budgetary and strategic considerations, and the value.
need to replace ageing fleets. Airbus Helicopters believes that
The military sector is highly competitive and is characterised
the advanced age of current fleets, the emergence of a new
by major restrictions on foreign manufacturers’ access to the
generation of helicopters equipped with integrated systems and
domestic defence bidding process (i.e. US, China and Russia).
the ongoing introduction of combat helicopters into many national
Airbus Helicopters’ performance on the Military market was
armed forces will contribute to increased military helicopter
boosted by the Tiger MkIII upgrade bookings in France and
procurement in the medium term. Nevertheless, demand from
Spain reaching a 18% booking share in units. The Division will
the military sector has historically been subject to large year-
continue to focus on large military campaigns in 2023.
to-year variations due to evolving strategic considerations,
and may be limited, due to budgetary constraints on public
spending in some regions like Western Europe and Middle Customers
East, while other regions like Asia Pacific or Eastern Europe More than 3,100 operators currently fly Airbus Helicopters’
are expected to continue to grow. The military market has rotorcraft in over 150 countries. Airbus Helicopters’ principal
shown a rebound in units in 2022, but the increased economic military clients are Ministries of Defence (“MoDs”) in Europe,
difficulties, the saturation of the Western countries markets, as Asia, the US and Latin America. In the civil and parapublic sector,
well as priorities given to operational needs (e.g., spare parts, Airbus Helicopters has a leading market share in Europe, the
availability improvement), have resulted again in a low military Americas and Asia-Pacific.
market in 2022. With 498 units booked (€ 7.9 billion), the military
market continues to experience lower bookings than before the With 52% of the worldwide market share-based on deliveries in
COVID-19 pandemic. According to Airbus Helicopters’ market 2022, the versatility and reliability of Airbus Helicopters products
data, worldwide deliveries of military turbine helicopters has have made them the preferred choice of the most prominent
reached 492 units in 2022. civil and parapublic customers (turbine helicopters of five seats
and above).

Products and Services

Airbus Helicopters offers a complete range of helicopters that covers nearly the entire civil and military market spectrum, which it
continuously improves with leading-edge technologies. This product range includes single-engine, light twin-engine, medium and
medium-heavy helicopters, and is based on a series of new-generation platforms designed to be adaptable to both military and
civil applications. In addition, products share multiple technical features as part of a family concept approach.
The following table sets forth Airbus Helicopters’ existing product line, consisting of optimised products for different mission types:
Helicopter Type Primary Missions

Single Engine (“Écureuil” family)
H125 “Écureuil” / H125M “Fennec” Public Services(1), Military Utility & Armed Reconnaissance,
Private & Business Aviation, Commercial Pax Transport & Aerial Work
H130 Commercial Pax Transport & Multipurpose, Emergency Medical,
Tourism, Private & Business Aviation
Light Twin Engine
H135 / H135M Private & Business Aviation, Military Utility & Armed Reconnaissance,
Emergency Medical, Public Services(1)
H145 / LUH (UH-72) / H145M Private & Business Aviation, Military Utility, Emergency Medical, Public Services(1)
Medium and Super Medium
H160 / H160M Oil & Gas, Public Services(1), Private & Business Aviation, Emergency Medical,
Military Utility & Transport, Special Operations, Naval
H175 / H175M Oil & Gas, SAR, Public Services(1), Private & Business Aviation,
Emergency Medical, Military Utility & Transport, Special Operations
Heavy
H215 “Super Puma” / H215M “Cougar” Civil Utility(2), Military Transport / SAR, Oil & Gas
H225 / H225M SAR, Combat-SAR, Military Transport, Oil & Gas, Private & Business Aviation, Public Services(1)
NH90 (TTH / NFH) SAR, Military Transport, Naval
Attack
Tiger Combat, Armed Reconnaissance / Escort
(1) Public Services includes homeland security, law enforcement, fire-fighting, border patrol, coast guard and public agency emergency medical services.
(2) Civil Utility includes different kinds of commercial activities such as aerial works, electrical new gathering (ENG), passenger and cargo transport.
Civil Range Designed for modern multi-mission capabilities and cost

effectiveness throughout its lifecycle, the NH90 has been
Airbus Helicopters’ civil range includes intermediate single-
developed as a multi-role helicopter for both tactical transport
engine, light twin-engine, medium and medium-heav y
(TTH) and naval (NFH) applications. The programme, mainly
helicopters, which are adaptable to all mission types based on
financed by the governments of France, Germany, Italy
customer needs. To maintain and strengthen its competitive
and the Netherlands, has been jointly developed by Airbus
edge in the civil sector, Airbus Helicopters invests in R&D
Helicopters, Leonardo of Italy and Fokker Services of the
investments, notably:
Netherlands as joint partners in NATO Helicopter Industries
–– certification of the H160 by EASA in July 2020; (NHI) in direct proportion to their countries’ expressed
–– improvement of the existing range (i.e. H145 certified by procurement commitments. Airbus Helicopters’ share of
EASA and FAA in 2020 or the increased H125 performance NHI is 62.5%. There were 28 NH90 deliveries in 2022, for a
cer tified in 2021 by EASA and FA A) in the field of cumulative total of 496 deliveries as of the end of 2022. The
performances and safety in order to meet customer’s NH90 fleet has accumulated ~370,000 flight hours.
requirements;
–– preparing the future H generation with major upgrades On the Combat segment the Mark3 upgrade of the Tiger
and new products pursuing a fast-paced product range helicopter will introduce state of the art mission systems,
renewal. including manned-unmanned teaming, new avionics and next
generation of weapons (anti tank / air to ground missile,
Military Range laser guided rockets) in order to address future requirements
of the French and Spanish armies. A cumulative total of
Airbus Helicopters’ military range comprises platforms 185 Tigers have been delivered by year-end. The Tiger fleet
derived from its commercial range (such as the H145M and has accumulated more than ~170,000 flight hours.
H225M respectively derived from the H145 and H225) as well
as purely military platforms developed for armed forces (the Airbus is also a major contractor to the US Army, having been
NH90 and the Tiger). chosen to supply the service’s UH-72A & UH-72B Lakota
helicopter. 13 UH-72B were delivered in 2022, for a cumulative

total of 497 (479 UH-72A & 18 UH-72B) deliveries to the US

Department of Defense for operation by US Army and Army
a “point to point” concept with spread flows, to a global
logistics approach that will contribute to the competitiveness
01
01
National Guard units, the Navy and foreign military sales of operations.
buyers.
In parallel to the new improved industrial set-up, the
Operations organisation is increasing the focus on the
Customer Services quality and the operational performance in key helicopter
With more than 3,100 operators in over 150 countries, components through the Centres of Excellence, for example
Airbus Helicopters has a large fleet of more than 12,000 in- Rotors and Transmissions. The Centres of Excellence will
service rotorcraft to support. As a result, customer service federate all departments in the Helicopters organisation
activities to support this large fleet generated 45% of Airbus – from Engineering, through Procurement & Supply chain,
Helicopters’ revenues for 2022. Quality and Production – to deliver best in class safety, quality
and performance.
Airbus Helicopters’ customer service activities consist
primarily of maintenance, repairs, spare parts supply, training The global industrial footprint of Airbus Helicopters continues
and technical support. In order to provide efficient worldwide to be developed to improve our product cost in the “make”
service, Airbus Helicopters has established an international perimeter and provide opportunities for the rationalisation
network of subsidiaries, authorised distributors and service of our supply base. While keeping more complex activities
centres. in the main sites in France, Germany and Spain, simpler
work packages are allocated to the Divisions’ sites in “best
cost countries”. In 2023, the facility in Querétaro, Mexico,
Operations Strategy specialised in aluminum machined parts, will increase their
The roll-out of the new industrial model for Operations workload. Additionally, the Division’s new facility in Gyula,
based on site specialisation, the introduction of an improved Hungary, inaugurated in 2022 and specialised in hard metals
industrial architecture and the progressive deployment of machining, will deliver its first parts in 2023.
flexible lines is almost complete. S i m u l t a n e o u s l y to o u r i n te r n a l i n d u s t r i a l s y s te m
The last internal transfer of activity in the context of the site competitiveness, the Operations strategy keeps a strong
specialisation is ongoing. By concentrating the production focus on the extended enterprise. Since the pandemic, the
sites in specific helicopter sections or technologies, the supply chain monitoring and risk management has been
competitiveness of our operations will be boosted and the strengthened, increasing the capacity to anticipate and
overall performance significantly increased, while improving mitigate potential disruptions and secure business continuity.
the factories’ resilience to market fluctuations through the The sourcing strategy is being implemented, reshaping
contribution of each site to the entire product range. our supply base to secure its current and future industrial
performance, competitiveness and maturity, as an essential
Alongside the site specialisation, the introduction of an part of the overall Helicopters industrial ecosystem.
improved industrial architecture is deployed, with major sub-
assemblies produced, assembled and tested in parallel, thus Reducing the environmental footprint of the industrial
shortening the industrial cycle. The reduction of the lead-time, activities is a paramount axis of the Operations strategy.
in particular in the final assembly lines, will decrease the Numerous projects supported by important investments are
inventories and shorten the delivery time to our customers. being developed in all the sites, focusing on the reduction of
Also, the ability to adapt quickly to market evolutions is key. our CO 2 and VOC emissions, energy and water consumption
The flexibility of the production lines to assemble different and also in the generation of waste.
products is being developed to adjust the industrial system Finally, the Operations strategy is paying a special attention
in a rapid manner to changing market requirements. to preparing the future of the factories, industrial processes
A further key element of the Operations strategy is the and systems. In particular, the ongoing digital transformation
enhancement of the logistic set-up supporting the new programmes will redefine the industrialisation and production
industrial model. 2023 will be marked by the entry into of our helicopters, enabling a major reduction of our
service of the “one log” hub in Albacete, Spain. The hub will industrialisation cycles, raising our efficiency, setting a new
enable the rationalisation of the logistic flows, moving from standard of quality while safeguarding our Cybersecurity.

1.1.4 Defence and Space

Airbus Defence and Space is a reliable partner to commercial (i.e. equipment, satellites and infrastructure) and take a targeted
and governmental customers worldwide, whose products and approach to international expansion, with key successes
services ensure mission success across Air, Land, Sea, Space already achieved in the US and a growing local footprint. In
and Cyber domains: parallel, Airbus Defence and Space is developing end-to-end
–– Military Air Systems (1) designs, develops, delivers and solutions and accelerating new products and services to
supports manned and unmanned military air systems and strengthen its position across the space value chain. It is also
services. It is the leading fixed-wing military aircraft supplier actively working on sustainability solutions, such as climate
in Europe, and one of the market leaders for combat, mission, change monitoring and the removal of debris from the space
transport and tanker aircraft worldwide. Key products include environment. For the increasing focus on defence in Space,
the Eurofighter Typhoon, the A400M, the A330 Multi Role the company is aiming to provide nations with technologies
Tanker Transport (“MRTT”), the C295 and the Eurodrone. for information superiority and in-space operations;
Additionally, focusing on the future of air power, Military Air –– Connected Intelligence: Airbus Defence and Space provides
Systems is leading the development of the system of systems its defence and security stakeholders with the trusted and
environment, of which the Future Combat Air System (“FCAS”) secured information they need to be “always on” and take
is a cornerstone; the right decision, at the right time and the right place.
–– Space Systems covers a broad range of civil and military Digitalisation is at the heart of platforms and systems of
space offerings. Its satellite solutions for telecommunications, systems, and therefore a key enabler to unlocking greater
earth observation, navigation and science include spacecraft, value from the company’s portfolio while providing new data-
ground segments and payloads for institutional and commercial driven services and business models. The Division continues
customers. It also manufactures orbital and space exploration to provide satellite imagery, intelligence capabilities, as well
systems. Space transportation capabilities (comprising as end-to-end secure and cyber resilient connectivity across
launchers and services) are offered via ArianeGroup, a 50/50 space, terrestrial and maritime domains.
Airbus-Safran joint venture; Globally, Airbus Defence and Space intends to leverage its
–– Connected Intelligence elaborates specific solutions for existing products and services, innovate in new offerings, and
defence, governmental, civil and commercial customers strike selected strategic partnerships in order to strengthen its
under four main business clusters: Intelligence, Secure position in the US and other targeted international markets.
Communications, Cyber Security and Secure Land
Communications. The company is firmly committed to conducting its business
based on responsible ethical standards, and in compliance with
all applicable laws and regulations. This includes the delivery
Strategy of defence products in accordance with governmental Export
The strategic purpose of Airbus Defence and Space is to Control laws, which are made in full transparency and alignment
support our customers to defend our democracies, prevent with authorities and relevant stakeholders. Suppliers must also
crises, protect life and restore damaged communities and ensure that their business practices are in compliance with
ecosystems, providing safety and security and respecting the Export Control laws and regulations including the US, EU and
highest standards of human rights. any applicable national regulations, as well as compliance with
sanctions and embargoes legislation. Furthermore, suppliers
To achieve this, the company is applying its strategy across shall provide truthful and accurate export control classification
three main segments: and information and obtain export control licences. Human
–– Military Air Systems: Airbus Defence and Space is leveraging rights aspects are already included in the licensing process of
momentum in Franco-German-Spanish cooperation, pursuing the authorities, as well as in the company’s internal approval
new European programme opportunities as it works to deliver processes. Additionally, human rights has been prioritised as
its vision for future air power. Key opportunities include FCAS, one of the four commitments of the Airbus sustainability strategy
transport and special mission aircraft, among others. Airbus and plays a key role in how Airbus Defence and Space conducts
Defence and Space is also working to shape and address its operations. The company developed a human rights policy
a future secure, upgradeable, and dynamic network along and the attention is focused in the first instance on the defence
with Command and Control architecture requirements, while portfolio, where a multi-functional and cross-divisional team is
continuing to evolve existing platforms and capabilities for long in charge of reviewing the integration of risk-based human rights
term competitiveness (e.g. Eurofighter Typhoon, A330 MRTT, due diligence through existing processes and tools.
A400M, C-295, aircraft in service support);
Airbus Defence and Space is not involved in the development,
–– Space Systems: As one of Europe’s space leaders, Airbus
production or support of banned weapons and it has in place
Defence and Space will continue to create more competitive
detailed policies and procedures to undertake due diligence on
products, working with European governments and institutions
the sale of defence products. For further information, see “– 1.2
to ensure the long-term health of the entire European space
Non-Financial Information”.
industrial base. The company will evolve its product portfolio
(1) On 1 April 2022, the Company’s Defence and Space Division began the integration of the programme lines Unmanned Aerial Systems and Military Aircraft into a
single business line. The name of the new programme line is Military Air Systems. This change will be reflected in the Company’s financial reporting from 2023.

Market and OCCAR on behalf of the nations (Germany, France, Spain

and Italy) on 24 February 2022. This will lead to the delivery of
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Airbus Defence and Space is active in governmental, institutional 20 Eurodrone systems, along with an initial five-year package
and commercial markets. As a general trend, defence budgets of in-service support.
are forecasted to grow globally, triggered by geopolitical shifts,
heightened security risks, intensity of natural disasters, initiatives Beyond the Eurodrone, Airbus’ unmanned aerial systems help
supporting strategic autonomy and continuous development solve challenges for commercial, government and military
of domestic defence industries. Recent examples of these customers alike. Institutional and government customers are
developments in Europe include a fourth round of collaborative recognising the benefits of UAS for public services. An increasing
Permanent Structured Cooperation (“PESCO”) projects, the number of applications require UAS solutions in areas such as
calls for proposal by the European Defence Fund (“EDF”), law enforcement, fire-fighting, humanitarian assistance and
the Eurodrone contract signature with OCCAR (Organisation disaster relief, border protection or emergency services. Civil
Conjointe de Coopération en Matière d'Armement), and the and enterprise customer interest for UAS continues to grow, with
signature of the FCAS Demonstrator Phase 1B. In addition,
the main focus being on smaller and tactical UAS.
European Union Member States have defined a number of
projects in the frame of the EU Recovery and Resilience Facility Some customers may find a service and leasing model more
(“RRF”) that aim at building and strengthening space capabilities. adapted to their specific needs. UAS services offer further
Together, these initiatives provide sales opportunities in Europe growth potential with different levels of flexibility and customer
and beyond. involvement. The business encompasses the full set of services
Market access outside the home countries may be subject to ranging from logistics, Maintenance, Repair and Overhaul
restrictions or preconditions such as national content, local (“MRO”) and data analytics offers, to traditional leasing into
industrial participation or the provision of export licences. complete aircraft-as-a-service flight operations.
Nevertheless, Airbus Defence and Space is well-placed to benefit
from global growth in defence expenditure. Competitors
The market for military aircraft is dominated by large- and
Military Air Systems medium- sized American and European companies capable
of complex system integration. Among the competitive factors
Customers are affordability, technical and management capability, and the
The Military Air Systems programme line with its combat aircraft, ability to develop and implement complex integrated system
military transport mission aircraft and unmanned aerial systems architectures. The required skills for overall systems integration
(“UAS”), along with related services, mainly supplies the public into an aircraft are extensive and the number of players in the
sector, specifically armed forces. world market is rather limited. In particular, dedicated mission
Customer relationships in this segment are characterised by their aircraft such as the heavy tankers, are derived from existing
long-term, strategic nature and long decision-making cycles. aircraft platforms. Adapting them requires thorough knowledge of
Once a contract is signed, its life span, including the services the basic airframe, which generally only the aircraft manufacturer
business, often lasts for decades. Beyond a strong foothold possesses, along with knowledge of systems architecture and
in home countries, the customer base is increasingly global, integration.
in particular due to the success of the A330 MRTT and C295
programmes. The main competitors in the military transport and mission
aircraft market include Boeing, Dassault Aviation, Embraer,
The volatile, uncertain, complex and ambiguous geopolitical Leonardo, Northrop Grumman, Saab, Antonov, and the United
situation is gradually leading to a greater importance of defence Aircraft Corporation.
in Europe. A clear signal in this direction was the signature of
FCAS Phase 1A in early 2020 by France and Germany, with Heavy military transport has historically been driven by US
Spain joining later that year. Over the past three years, FCAS policy and budget decisions, therefore has been dominated
has been progressing with the execution and achievement of by US manufacturers and split in strategic and tactical aircraft
the Joint Concept Study and the Demonstrator Phase 1A which segments.
lead to the signature of the Common Operational Requirements
Document (“CORD”) by the three Air Forces in September 2021. On Combat, Airbus activities take place through the contribution
Most recently, the FCAS Demonstrator Phase 1B was awarded to the Eurofighter Typhoon, jointly with BAE Systems and
to Airbus and its industrial partners (i.e. Dassault Aviation, Indra, Leonardo. The main competitors in the segment include Boeing,
Eumet, others), leading to the contract signature on 16 December Dassault Aviation, Lockheed Martin, Saab and UAC.
2022, and covering the work on the demonstrator and its
components for about three and a half years. With regards to UAS platforms, Israeli and US firms are well
established, with European and Chinese companies gaining in
Airbus military aircraft such as A400M, MRTT, Eurofighter and relevance. Major competitors include AeroVironment, Baykar
other manned and unmanned platforms will play key roles in Technology, Boeing, Elbit Systems, General Atomics, Israel
the FCAS ecosystem. Aerospace Industries, Leonardo, Northrop Grumman and Turkish
There is also notable momentum in Europe for cooperation in Aerospace Industries. The market witnesses the emergence of
large UAS programmes as demonstrated by the Eurodrone new, smaller, companies worldwide, addressing specific and/
contract signature between Airbus Defence and Space as or national requirements. There is room and need for synergies
industry prime (in partnership with Leonardo and Dassault), and partnerships between smaller and larger UAS companies.

Market Trends Type Certificate and Initial Operating Clearance were achieved
The sale of aircraft is expected to remain stable in the transport in 2013. Since then, 115 units have been delivered to eight
and special mission aircraft segments and could grow for nations as of 31 December 2022. The A400M has already been
the heavy transport segment, where the A400M occupies a deployed in operations since 2014, accumulating more than
140,000 flight hours in service. In 2019, a contract amendment
unique position. In combat, new collaborative programmes are
was signed with launch customers on the Global Rebaselining of
underway for the development of new sixth-generation fighters.
the A400M programme, under which all parties agreed to update
After-sales services are an important business for Military Air the production plan and revise the capability roadmap. NSOC 2.0
Systems and are continuously growing in line with the deliveries Type Acceptance by customers was achieved in 2020, followed
of A400M and A330 MRTT, on top of the existing robust revenue by NSOC 2.5 Type acceptance in 2021. The programme is now
stream associated with Eurofighter and Tornado in-service delivering in line with the revised schedule, and moving forward
support. towards SOC3 (final development standard).
On the unmanned aerial systems front, while defence will remain The aircraft is designed to disrupt the difference between
the largest sector, civil and institutional markets are growing strategic and tactical transport by offering both capabilities in
steadily, especially in the smaller UAS tactical categories. one. This saves both time and costs as customers can fly a long
Services verticals will offer increasingly interesting prospects range strategic aircraft into a tactical zone of operation.
as the market evolves. The governmental market especially for A330 MRTT – Multi-role tanker transport. The A330 MRTT, a
larger and advanced UAS features strong growth with significant derivative of the Airbus A330-200 family, offers military strategic
opportunities in Europe, the US and Asia Pacific. Small and air transport as well as air-to-air refuelling capabilities. Its large
flexible UAS see wide application among armed forces and other fuel tank capacity (111t), a benefit of the design of the commercial
homeland security agencies alike. platform, allows it to dispense fuel in flight to many receiver
aircraft without the need for additional fuel tanks. This allows
the entire lower deck cargo bay compartment to be available
Products and services for freight (up to 37t), with the possibility to transport up to
FCAS – Future Combat Air System. The FCAS will be a 27 standard civil LD3 containers, or up to eight 436L military
system of systems combining a manned New Generation Fighter pallets as well as the capacity to transport up to 300 troops
teaming with unmanned Remote Carriers, collaborating with in the upper deck cabin compartment, with the high level of
upgraded existing and new platforms (e.g. Eurofighter, A400M, comfort of a civil airliner.
MRTT, Eurodrone, etc.) orchestrated by a Multi-Domain Combat The A330 MRTT is equipped with state of the art refuelling
Cloud (“MDCC”). systems, including an Aerial Refuelling Boom System (ARBS) and
It will be an incremental journey to allow air forces and industry under-wing refuelling pods and has demonstrated wet contacts
to tackle hand in hand the doctrinal and technological challenges with the Automatic Air-To-Air refuelling (A3R) capability, for which
lying ahead. As the largest and most ambitious European certification by the Spanish National Institute for Aerospace
Technology (INTA) was achieved in 2022. At the end of 2022, 67
defence development for decades to come, FCAS will be key
A330 MRTT have been ordered by 14 national operators (more
to Europe’s operational, technological and industrial sovereignty.
than 94% market share over the past ten years, excluding the US),
FCAS will foster development of new technologies such as
with 56 platforms already delivered and operating worldwide,
Artificial Intelligence (“AI”), cyber, cloud, and drones.
accumulating more than 250,000 flight hours in operation.
It will deliver increasing operational effects by leveraging the
In 2021, the Company answered a formal Request for Information
collaborative capabilities of all connected platforms across
for the KC-Y programme of the United States Air Force in
domains (air, land sea, space and cyber) bringing the next level partnership with Lockheed Martin, aiming at the replacement
of air power. FCAS will accentuate and unify multiple areas of of the US Air Force tankers.
Airbus Defence and Space portfolio and products.
Eurofighter combat aircraft. The Eurofighter multi-role combat
A400M – Heavy military transport. The A400M is the most aircraft (also referred to as Typhoon) has been designed to
capable new generation airlifter on the market today, aiming to enhance fleet efficiency through a single flying weapon system
meet the needs of the armed forces worldwide and potential capable of fulfilling both air-to-air and air-to-ground missions.
operators for military, humanitarian and peacekeeping missions
in the twenty-first century. The A400M can perform the job of The Eurofighter Jagdflugzeug GmbH shareholders are Airbus
three different types of military transport and tanker aircraft by Defence and Space (46%), BAE Systems (33%) and Leonardo
providing different capabilities: tactical (short to medium range (21%). With regards to series production, the respective
airlifter capability with short, soft and austere field operating production work shares of the participating partners within
performance), strategic transport (longer range missions for the Eurofighter consortium stand at 43% for Airbus Defence
outsized loads) and tactical tanker. and Space, 37.5% for BAE Systems and 19.5% for Leonardo.
A total of 178 aircraft have been ordered so far. This includes Airbus Defence and Space develops and manufactures the
centre fuselage and the right wing and leading edge slats for all
the seven launch customer nations, Belgium, France, Germany,
aircraft, and is in charge of final assembly of aircraft ordered by
Luxembourg, Spain, Turkey, the UK, as well as three export
the German, Spanish and Austrian air forces.
customers, Malaysia, Kazakhstan (two aircraft ordered in 2021)
and Indonesia (two aircraft ordered in 2021, with contract At the end of 2022, 680 Eurofighter Typhoon aircraft had been
enforcement in 2022). Additionally, Indonesia has signed a letter ordered by nine customers (UK, Germany, Italy, Spain, Austria,
of intent in 2021 with an option for four additional units. Saudi Arabia, Oman, Kuwait and Qatar). This includes the order

of 38 aircraft from Germany in November 2020, and more

recently the order of 20 aircraft from Spain in June 2022 to
and civil markets. In January 2023, Airbus HAPS Connectivity
Solutions Ltd, the company behind Zephyr, was rebranded as
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replace the ageing fleet of EF-18A Hornets. By the end of 2022 AALTO HAPS Ltd, with the aim to seek external partners. Airbus
a total of 584 aircraft were delivered. Export opportunities are plans to maintain ownership in AALTO, but will consider outside
being actively developed together with the other shareholders investment to help accelerate the company’s objectives.
of the Eurofighter consortium.
SIRTAP – Sistema RPAS Táctico de Altas Prestaciones
C295 – Light and Medium military transport/mission (or High Performance Remotely Manned System) is the next
aircraft. The C295 is the workhorse of tactical military transport, generation tactical fixed-wing UAS designed to meet the
conducting logistical missions including the transport and operational requirements of armed forces and governmental
delivery of personnel and cargo as well as medical evacuations. agencies around the world, providing an extended endurance
The aircraft are deployed in demanding operational environments and flexible payload in a range of capabilities adapted to fulfil
and have been used for humanitarian missions. The aircraft are ISR missions across military and civil markets. Thanks to
also offered as a dedicated mission aircraft with configurations its dual-use, it will be capable of carrying missions such as
beyond the traditional airlifter version, for example maritime maritime surveillance, search and rescue, natural disaster relief,
surveillance and anti-submarine warfare, airborne early warning fire fighting support, as well as target identification, damage
and control, firefighting and Intelligence, Surveillance and evaluation operations, ISTAR missions and convoy protection,
Reconnaissance (“ISR”), among other missions. In service for among others.
more than 20 years, this family of aircraft has proven to be robust,
Next generation air superiority programmes such as FCAS will
reliable, high-performing, efficient, flexible, easy to operate in
feature strong UAS components, spurring the development of
any environment, and with low operating costs. 280 orders have
different types of Remote Carriers, and leveraging Manned-
been recorded for the C295 by 39 operators at the end of 2022,
Unmanned Teaming (“MUM-T”) technologies.
including the historical order by the Indian Air Force in 2021 for
56 C295 to replace their legacy fleet. Military Air Systems Services. Airbus Defence and Space
offers and provides various services for and related to military
In the field of UAS platforms, Airbus Defence and Space is
aircraft and UAS. Throughout the life-time of our aircraft,
active at both product and service level, supplying robust and
the company offers integrated logistics support, in-service
dependable solutions for customers across military, commercial
support, maintenance and upgrades, along with training and
and institutional markets. Solutions span from tactical UAS to
flight hour services. For example, the A330 MRTT contract with
stratospheric solar powered High Altitude Platform Station
the UK Ministry of Defence through the Air Tanker consortium
(“HAPS”).
includes the provision for all necessary infrastructure, training,
Eurodrone – Medium Altitude Long Endurance Remotely maintenance, flight management, fleet management and ground
Piloted Aircraft System (“MALE RPAS”) is the first unmanned services to enable the Royal Air Force to fly air-to-air refuelling
aerial system designed for flight in non-segregated airspace. It and transport missions worldwide.
will give Europe its own unparalleled competencies in the field of
Services support legacy aircraft beyond those types currently in
UAS, offering advanced strategic performance capabilities. The
production at Airbus Defence and Space, conducting upgrade
characteristics will include mission modularity for ISR missions,
programmes for aircraft such as the Tornado and NATO’s Airborne
guaranteeing European sovereignty.
Warning and Control System (“AWACS”). Airbus Defence and
As a four-nation project, Eurodrone will strengthen European Space provides a broad range of training services for pilots,
sovereignty by establishing and expanding an independent engineers, maintenance and air crews. Covering the complete
technological base in the field of unmanned aviation. The pilot training path, from initial training through the Airbus Flight
programme between Germany, France, Spain and Italy and Academy of Europe (“AFAE”), to type and conversion training
under the management of the international armaments agency, through Airbus Defence and Space’s international training
OCCAR promotes European cooperation in the field of security centre and training centres located at customers’ bases, as
and defence and confirms the initiative to increasingly rely on well as advanced mission training through GFD (Gesellschaft
multinational armament projects. Development, procurement für Flugzieldarstellung GmbH), AvDef (Aviation Défense Service)
and operation will be carried out jointly, which saves costs and and Target Systems & Services. Anticipating significant changes
increases efficiency. foreseen in the training methods, Airbus Defence and Space
continues to develop the training of the future, enabled by digital,
Eurodrone is designed to become one of the main pillars of any
collective simulation and live virtual constructive technologies.
future combat air system, prepared for real integration into civil
airspace based on minimal restrictions and easy transportability Airbus Defence and Space maintains a network of MRO centres
due to its modular design. The design will offer multi-mission strategically located throughout the world for greater proximity
capabilities and significant growth potential, for homeland to the customer, for example in Seville, Warsaw or Manching
operations, Intelligence, Surveillance, Target Acquisition, and in Europe, in Mobile, Alabama in the US, or at subsidiaries in
Reconnaissance (“ISTAR”) and armed ISTAR, which can be Saudi Arabia or Canada. Supporting more than 1,600 aircraft
conducted with full operational sovereignty. worldwide, the contribution of Services continues to grow.
Zephyr – solar-electric stratospheric HAPS is capable of Airbus Defence and Space offers UAS services through Airbus
flying continuously for months at a time, at around 70,000ft, DS Airborne Solutions GmbH, supporting German Air Force
above weather and conventional air traffic. It remains the only operations in Mali and FRONTEX for surveillance operations in
fixed-wing HAPS to have demonstrated day/night longevity in the Mediterranean Sea. With more than 10 years experience,
the stratosphere. It offers a range of continuous surveillance, over 60,000 flight hours and 98% system availability, these
communications and monitoring services for both military services have demonstrated a proven and unmatched success.

Space Systems expected to commence service delivery in the second part

of this decade, and other new projects both in the US and in
Commercial Sector: Telecommunications Europe.
Satellites, Launch Services
The commercial telecommunications satellite market is highly Governmental Sector: Satellites, Space
competitive – with customer decisions primarily based on price, Infrastructure, Launchers, Deterrence
technical expertise and track record. The main competitors In the public market for Earth Observation (“EO”), navigation
for telecommunications satellites are Boeing, Lockheed and science satellites, competition in Europe is organised on a
Martin, MAXAR Technologies and Northrop Grumman in the national and multinational level, primarily through the European
US, Thales Alenia Space in France and Italy, and the China Space Agency (“ESA”), the European Commission and national
Aerospace Science and Technology Corporation. space agencies.
The commercial geostationary (“GEO”) telecommunications Space Systems remains a major player in the EO segment,
satellite market continues to show signs of recovery. On the involved in the 12 existing and future Copernicus environment
commercial Low Earth Orbit (“LEO”) telecommunications missions. The company was awarded a contract by ESA in 2022
constellations, the demand for small satellites has been lower in for the development of the Earth Explorer FORUM satellite (Far-
2022 compared to prior years. However, an increasing interest infrared Outgoing Radiation Understanding and Monitoring).
is currently being noted. The business model is challenging
In November 2022, the ESA Ministerial Council concluded with
due to the high upfront capital expenditure. Airbus is active
the announcement of an investment of almost € 17 billion, an
in this market including its direct involvement in the Airbus
increase of 17% from the last Council at Ministerial level, a clear
OneWeb Satellites joint venture, and has the ambition to play
recognition of the importance of space, especially in the current
a key role in the new EU Secure Satellite Constellation, known
economic and geopolitical context. Airbus Defence and Space
as Infrastructure for Resilience, Interconnection & Security by
welcomes this decision and stands ready to support ESA, who
Satellites (“IRIS2”).
remains one of its main customers and partners.
In 2015, Airbus OneWeb Satellites was created, an equally
There is also significant export demand for EO systems. At
owned joint-venture between Airbus and OneWeb, which
the end of 2022, Airbus signed a contract with Poland for the
is building a global high-speed internet constellation of
provision of two very high resolution S950 Optical satellites and
satellites for its sole customer, OneWeb. This participation is
access to Pléiades Neo imagery from 2023. The export market
entrepreneurial in nature and led to a full re-think of satellite
is expected to continue growing over the medium-term driven
design and manufacturing to produce at competitive costs
by the demand from new governmental operators on top of the
and on relatively short timelines. After a change in ownership
replacement of existing assets.
in 2020, the company’s lead investors are now the Indian
Bharti Group, the UK government and Eutelsat. The Ukraine Airbus Defence and Space is building on its re-established
crisis in 2022 had a considerable impact on the constellation position on the navigation side, as it continues to work in the
deployment as Soyuz launchers ceased to be available for use manufacturing of six Galileo second generation satellites for
and one batch of satellites still remains at the Baikonur launch Europe’s navigation system. It also achieved in 2022 a key
site. Nevertheless, three launches took place in 2022, bringing milestone on the EGNOS V3 navigation overlay system, critical
the constellation coverage to almost 80%, with full global service for the aircraft industry.
entry due in 2023. Moreover, OneWeb has clear ambitions to
create a second generation constellation. The space exploration segment comprises scientific missions,
with both crewed and uncrewed space systems, mainly used
With the new Bartolomeo Service, Airbus also offers one- for solar system exploration. Demand for space exploration
stop-shop access to flying payloads in Low-Earth Orbit on the systems originates solely from publicly funded space agencies,
outside of the International Space Station (“ISS”), which means in particular from ESA, NASA, and JAXA (Japan). Such systems
easy access to Space for both commercial and institutional are typically built in cooperation with international partners.
customers. The first launch is expected in 2023.
The predominant field of activity on this segment is the continuing
The market for commercial launch services continues to evolve support to the operations of the ISS, together with vehicle and
with ongoing competitive pressure. Arianespace (a subsidiary equipment development programmes and services. Airbus
of ArianeGroup) provides a complete range of launch services Defence and Space is the prime contractor for the Orion
with the Ariane and Vega launchers. Competitors for launch European Service Module (“ESM”) for NASA’s Artemis Moon-
services include SpaceX, United Launch Alliance, Rocket Lab return missions, with six modules under contract. In 2022, the
(for smaller payloads) and national space agencies. Orion spacecraft successfully completed the first full test mission
(Artemis I), with a trip around the moon. As the future exploration
Due to the phasing out of Ariane 5, the ongoing investigation into
plans of the various national space agencies take shape with a
Vega-C following the launch failure in December 2022 and the
growing focus on a sustainable return to the moon and further
delay of the first flight of Ariane 6, 2023 will be a transition year
Mars exploration, Space Systems is taking an important role
due to limited launch capacity. However, the accessible market
in providing vehicles, platforms and services to support these
to Arianespace for commercial launch services for geostationary
ambitious endeavours.
satellites is expected to be at around 15-20 payloads per year,
decreasing both in mass and in number of launchers compared Given the increasing focus on defence in Space since the outset
to the equivalent market five-six years ago. The commercial of the Ukraine war, there is growing attention to the militarisation
market also sees the rise of large constellations for global of Space. Airbus Defence and Space will support nations by
connectivity, with the completion of OneWeb first generation, providing connectivity, information superiority and in-space
the launch of prototypes for the Kuiper constellation which is operations for defence.

On the military customer side, observation satellite demand has

increased in recent years. There is an increasing demand in the
water resource management, as well as military reconnaissance
and surveillance. Satellite imagery also provides targeted
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governmental satcom market in France, Germany, Spain and information for disaster relief efforts, either through the Disasters
UK, as well as internationally. In addition to the players in the Charter or Copernicus Emergency services, to support rescue
commercial sector, competition includes OHB in Germany, IAI operations.
in Israel, Melco in Japan and ISSR and Energia in Russia. Within
Airbus Defence and Space also produces scientific satellites
the European Union, the development of the IRIS2 constellation
and space infrastructure, which are tailor-made products
in 2023 and beyond will present significant opportunities. Airbus
adapted to the specific requirements of the mostly high-end
took the lead in a related study in 2021 and 2022.
missions assigned to them. Applications include astronomical
The equipment segment has benefited from a stable European observation of radiation sources within the universe and
market, with potential growth to come from developing space planetary exploration. The company was awarded a contract
countries as well as the US. in 2020 for the Earth Return Orbiter, the spacecraft that will
return the first ever samples from Mars under the NASA-ESA
ArianeGroup is the lead contractor for Europe’s Ariane 5 Mars Sample Return programme. Airbus Defence and Space
and Ariane 6 launcher families, responsible for designing, is also involved as a prime contractor in the manufacturing of
manufacturing and marketing of launch services through its the JUICE spacecraft, ESA’s next life-tracker inside the Solar
subsidiary, Arianespace. It is also responsible for the research, System. JUICE will study Jupiter and its icy moons and is due
design, development and production of missiles for the French for launch in 2023.
nuclear deterrent force (French Strategic Oceanic Force).
Navigation satellites. Airbus Defence and Space is prime
contractor for EGNOS V3, the next generation of the European
Products and Services Satellite Based Augmentation System planned to provide the
Human space flight. Airbus has played an important role aviation community with advanced Safety of Life services and
in human spaceflight, starting with the Spacelab reusable new services to maritime and land users. Airbus has also been
laboratory flown on the US Space Shuttle, followed by the awarded the manufacturing of six satellites for the second
development of the Columbus module and the Automated generation of Galileo, embarking on a new and enhanced
Transfer Vehicle (ATV) spacecraft for the ISS, and most recently payload that will open new possibilities for the navigation sector.
the addition of the Bartolomeo payload hosting platform, which Space products. Airbus Defence and Space serves the
is company operated as a service. Airbus’ expertise is also worldwide market with space products through its own Airbus
being applied to the ESM powering Orion. Airbus is the prime brand as well as the brands Jena-Optronik and TESAT. Space
contractor to ESA for the development and manufacturing of Products offers an unmatched and extensive portfolio of
six ESMs, the first of which flew on NASA’s Artemis I mission embedded subsystems, equipment and services for all types
in November 2022. of space applications: telecommunications, EO, navigation,
Telecommunication satellites. Airbus Defence and Space scientific and space exploration missions, manned spaceflight
produces telecommunication satellites used for both civil and and launchers.
military applications, such as television and radio broadcasting, Commercial launchers. ArianeGroup manufactures
fixed and mobile communication services and internet launchers and performs research and development for the
broadband access. Airbus is leading the transformation of the Ariane programmes. Member States, through ESA, fund
telecommunications market with its revolutionising OneSat the development costs for Ariane launchers and associated
reconfigurable satellite that marks a step change, from both a technology. Airbus Defence and Space has been the sole prime
manufacturing and operational point of view. OneSat enables contractor for the Ariane 5 system since 2004. In December 2014,
Airbus to offer customers a market-enabling solution at reduced the Ariane 6 programme was decided by the ESA ministerial
market risk, cost and time to orbit. The company has seven conference with an approval of the joint Airbus Defence
OneSats under contract, three for Inmarsat for the first of their and Space and Safran concept. In addition, a new industrial
next generation of geostationary Ka-band satellites, one for set-up was announced with the creation of ArianeGroup between
Optus, an Australian operator, two for Intelsat and one for the two main Ariane manufacturers. This vertical integration
SkyPerfect JSAT. reduces costs and increases competitiveness. Ariane 6 is now
Airbus Defence and Space successfully launched in 2022 two targeted to be launched in the last quarter of 2023. In 2022,
satellites based on its new all-electric and customer oriented ArianeGroup announced the creation of its MaiaSpace affiliate
Eurostar Neo platform for Eutelsat, allowing the operators to develop the Maia mini launcher – accelerating the maturation
significant savings by replacing three satellites with two. Airbus and the in-flight validation of reusable technologies needed to
is currently building seven satellites based on this platform for develop the future European family of launchers.
major operators and governments such as Thuraya and Arabsat French deterrence systems. ArianeGroup as prime contractor
or Eutelsat. holds the contracts with the French State for the submarine-
Observation and scientific / exploration satellites. Airbus launched deterrence system family.
Defence and Space supplies EO satellite systems carrying
optical and radar instruments and ground infrastructures for Connected Intelligence
both civil and military applications. Customers can derive Connected Intelligence activities cover secure space and
significant benefits from the common elements of the company’s terrestrial connectivity, data management and intelligence, as
civil and military observation solutions, which allow the collection well as cyber security may it be for defence, security institutions
of information for various applications, such as cartography, or commercial customers.
weather forecasting, climate monitoring, mineral, energy and

The programme line is divided into five programme units: Secure Communications is the European leading provider of
Intelligence, Secure Communications, Cyber Security, Special secure communications services, bringing together the most
Security programmes and Secure Land Communications. comprehensive satellite communications services and systems,
and best-in-class secure network services and solutions. It
Intelligence: provides data-driven systems, services and
provides governments, military forces and international agencies
solutions for trusted information and insights, and is a lead
with mission-critical voice and high-speed data communications
supplier of ISR, air defence and land command and control
on land, at sea and in the air. One example is the UK’s Skynet 5
solutions to France, Germany and NATO. Imagery is derived
programme, where Airbus Defence and Space delivers tailored
from Airbus’ state-of-the-art satellite constellation. Intelligence
end-to-end in-theatre and back-to-base communication
provides systems enabling command and control, real-time
solutions for voice, data and video services, ranging from a
data fusion and predictive analyses, as well as comprehensive
single voice channel to a complete turnkey system incorporating
systems based on sovereign cloud infrastructures for the
terminals and network management. This contract, pursuant
defence segment. It also offers data-driven solutions for various
to which Airbus Defence and Space owns and operates the
commercial segments, including environmental protection,
UK military satellite communication infrastructure, allows the
agriculture and maritime, as well as the delivery of site security
UK MoD to place orders and to pay for services as required.
services in Germany.
In 2022, Secure Communication acquired new business by
Secure Communications: supplies governmental satellite
signing contracts with some European Ministries of Defence
communications, offering multi-domain secure connectivity,
to provide satellite communications for a 15 year period. The
satellite connectivity systems and services for armed forces,
Armed Forces will utilise the channels of the Airbus Ultra High
notably for UK, France, Germany and NATO, providing secure
Frequency (“UHF”) military communications hosted payload
communications at sea, on land and in the air.
on-board the EUTELSAT 36D telecommunications satellite
Cyber: designs, develops, integrates and deploys tailored cyber scheduled for launch in 2024. With this new payload, Secure
security products and solutions for defence, governmental and Communications will be able to offer a new UHF communications
institutional customers, and provides operational support all along service to the armed forces, particularly those of European
the system lifecycle. As the aerospace and defence industries countries and NATO allies.
continue to grow in scale, digitalisation and interconnectivity,
In 2022, Airbus Defence and Space successfully concluded
the platforms and systems become increasingly susceptible to
the 19 year delivery of the Skynet 5 Private Finance Initiative in
cyber-attacks. With security breaches increasing continuously in
the UK and secured the 18-months Skynet Service Continuity
volume and sophistication, considerable resources are devoted
contract. In Germany, Secure Communications continued to
today to keep these systems safe.
secure business in the domain of SATCOM-Bw Stage 2 and
Special Security Programmes: supports border security. started positioning itself for future opportunities in this domain.
It also secured new business in France with the ASTEL S5
Secure Land Communications: supplies secure and frame contract.
resilient communication and collaboration solutions to provide
information, intelligence and situational awareness to users. It Cyber: the portfolio encompasses broad expertise in cyber
helps public and private organisations around the world, such as project management, including crypto and key management
police and special forces, fire brigades, medical and emergency systems, security gateways, network and endpoint protection,
services, oil and gas, energy and utilities, transports, among aerospace multi-messaging systems, detection and response
others, to carry out their public and critical missions. chain, and cyber attack simulation platforms. Having protected
Airbus Defence and Space complex systems and networks for
over 30 years, this programme is leveraging the Airbus DNA
Products and Services to develop products and solutions for customers facing similar
challenges, based on state-of-the-art trusted technologies.
Intelligence is a recognised actor in geospatial data provision
and defence intelligence as well as a lead supplier of ISR, Air Cyber security is a very dynamic sector and the company
Defence and Land Command and Control solutions. strategy aims at ensuring the group and its ecosystem benefits
from the best possible protection. In line with this ambition,
Intelligence manages one of the world’s largest satellite fleets,
Airbus Protect was launched in 2022, bringing together more
comprising a total of 14 satellites, with 3 radar (TerraSAR-X,
than 1,200 experts from Airbus CyberSecurity (Airbus Defence
TanDEM-X and PAZ) and 11 optical (2 Pléiades, 2 Pléiades
and Space subsidiary) and APSYS (Airbus subsidiary), under
Neo, SPOT 6, SPOT 7, Vision 1 and 4 DMC). Following the
Airbus commercial control. Cybersecurity activities for defence
Vega C launch failure in December 2022, the Pléiades Neo
and space programmes and major customers such as operators
constellation only includes 2 instead of 4 satellites. Despite
of vital importance remain within Airbus Defence and Space.
the launch setback, the constellation is already delivering at
They will continue to provide solutions and lead major integration
full scale and the company remains committed to continue
projects around high-level technologies such as cryptography
delivering high quality earth observation services. All satellite
and cyber defence, in line with the growth ambitions of the
images are available on the OneAtlas digital portal for both
years to come.
archive and tasking. Through Intelligence, Airbus is also part of
the transatlantic team developing technical concepts for NATO’s Secure Land Communications (“SLC”) offers advanced
Future Surveillance and Control capabilities. mobile communication and collaboration solutions with the
highest standards of security and reliability to Public Safety
In 2022, Intelligence successfully deployed three Pléiades Neo
organisations and enterprises. The Agnet solution is based on
Direct Receiving Stations in Japan, Czech Republic and in Saudi
the latest 4G/5G broadband technologies and includes voice
Arabia and launched WorldDEM Neo, the updated solution
communication, messaging and multimedia sharing as well
providing global digital elevation models at very high resolution.

as interoperability with Tetra and Tetrapol technologies. SLC

provides its customers with networks, terminals, accessories,
The broad product portfolio covers all five principal missile system
categories: air-to-air, air-to-surface, surface-to-air, anti-ship
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applications and services, and its portfolio is tailored to the and surface-to-surface. MBDA’s product range also includes a
needs of public safety professionals, as well as users in the portfolio of airborne countermeasures such as missile warning
fields of transport, utility and industry, healthcare, and mobile and decoy systems and other customer support activities.
network operators. It includes infrastructure, networks, devices,
The most significant programmes currently under development
applications, software, and services, based on the latest
are the next generation of the successful MICA air-to-air missile
technologies, which enhance situational awareness, improve
(Missile d'interception, de combat et d'autodéfense), the
user experience and safety, and optimise operational efficiency.
SPEAR 3 missile (Selected Precision Effects at Range Capability
In 2022, Secure Land Communications recorded some awards 3), the precision attack Brimstone 3 missile, the CAMM-ER
for the renewal and upgrade of its installed base all over the missile (Common Anti-Air Modular Missile Extended Range), the
world. In France, Airbus SLC was awarded the Réseau Radio Anglo‑French joint initiative for a FC/ASW (Future Cruise / Anti-
du Futur contract by the French Ministry of the Interior, which Ship Weapon), the development of Anti‑ship weapons for the
pioneers the roll-out of broadband technologies for public two nations, as well as the battlefield engagement MHT missile
safety. In Germany, key milestones were achieved in the mid-life (Missile Haute Trame).
upgrade of the largest Tetra network in the world (Bosnet VTS).
Recent product upgrades also include the Aster Block 1 NT (New
In addition to that, several partnerships with mobile network
Technology), the air and missile defence systems for France and
operators have been established with major players in France,
Italy, the Sea Venom / ANL (Anti-Navire Léger) missile for the
Middle East, Latin America and India for the distribution of the
helicopters of the UK and French navies, as well as the Enforcer/
Agnet solution. Finally, SLC successfully supported the Winter
MMP (Missile Moyenne Portée) missile for the battlefield.
Olympic and Paralympic Games in Beijing and the FIFA World
Cup in Qatar. Further activities include the preparation of hypersonic and direct
energy applications/systems for future programmes such as
FCAS and Tempest, the production of various aircraft packages
Operations/Engineering for the Eurofighter Typhoon and Rafale existing programmes
Airbus Defence and Space is headquartered in the Munich (including ASRAAM, MICA NT, and Meteor BVRAAM), as well
region. The main engineering and production facilities of the as the production of various packages for frigates and corvettes
Division are located in France (Paris region and southwest systems/missiles (including Aster B1, CAMM, VL MICA, Marte
France), Germany (Bavaria, Baden-Württemberg and Bremen), ER and Otomat).
Spain (Madrid region and Andalusia) and the UK (southern
England and Wales). In addition, Airbus Defence and Space
has affiliates and subsidiaries in approximately 40 countries
ArianeGroup
around the globe. Airbus Defence and Space is active in the field of launchers and
launch services through its ArianeGroup joint venture, which
prior to July 2017 was named Airbus Safran Launchers (ASL).
MBDA
ArianeGroup is responsible for the coordination and programme
Airbus Defence and Space holds a 37.5% stake in MBDA (a joint management of civil activities of the launcher business and
venture with BAE Systems and Leonardo). MBDA offers missile relevant participations that have been transferred. ArianeGroup
systems capabilities that cover the whole range of solutions for owns a total 74% stake in Arianespace, 46% of Starsem and
air dominance, ground-based air defence, maritime superiority 51% of Eurockot, providing a complete range of launch services
and battlefield engagement. Beyond its role in European markets, with the Ariane, Vega and Rockot launchers.
MBDA has an established presence in export markets like Asia,
the Gulf region and Latin America.
1.1.5 Investments
Dassault Aviation
In 2013, the Company entered into an agreement with the French –– commits to consult with the French State prior to making any
State pursuant to which the Company: decision at any shareholders’ meeting of Dassault Aviation.
–– grants the French State a right of first offer in case of the sale The Company holds 9.90% of Dassault Aviation’s share capital.
of all or part of its shareholding in Dassault Aviation; and

1.1.6 Insurance
The Company’s Insurance Risk Management function (“IRM”) other employees of the Company. The Company follows a
is established to proactively and efficiently respond to risks that policy of seeking to transfer the insurable risk of the Company
can be treated by insurance techniques. IRM is responsible to external insurance markets at reasonable conditions, on
for all corporate insurance activities and related protection customised and sufficient terms and limits as provided by the
for the Company and is empowered to deal directly with the international insurance markets. A difficult global corporate
insurance and re-insurance markets via the Company’s inhouse insurance environment remained in 2022 due to economical
broker entity. IRM’s continuous objective in 2022 was to further and geopolitical situations and the corporate insurers have
implement and improve efficient and appropriate corporate and maintained their underwriting strategy for large corporations,
project-related insurance solutions. however, Airbus’ positive outlook and insurance strategy allowed
to differentiate the impact on insurance policies.
IRM’s mission includes the definition and implementation of
the Company’s strategy for insurance risk management to Airbus is, with other European companies, one of the founding
help ensure that harmonised insurance policies and standards members of the cyber insurance mutual Miris dedicated to cyber
are in place for all insurable risks worldwide for the Company. risks. Miris will participate in the cyber group insurance policy
A systematic review, monitoring and reporting procedure in 2023.
applicable to all Divisions is in place to assess the exposure and
The insurance industry and some risk factors impact on the
protection systems applicable to all the Company’s sites. The
Company’s risk remain unpredictable and most Group insurance
Company’s insurance programmes cover high risk exposures
policies are renewed on an annual basis. There may be further
related to its assets and liabilities.
demands to change scope of coverage, premiums and
Asset and liability insurance policies underwritten by IRM for deductible amounts. Thus, no assurance can be given that the
the Company cover risks such as property damage, business Company will be able to maintain its current levels of coverage
interruption, cyber, aviation and non-aviation general and nor that the insurance policies in place are adequate to cover
product liability. IRM also provides a Group insurance policy all significant risk exposure of the Company.
for Supervisory and Managing Board Members and certain
1.1.7 Legal and Arbitration Proceedings

The Company is involved from time to time in various Investigation by the UK SFO,
governmental, legal and arbitration proceedings in the ordinary
course of its business, the most significant of which are described France’s PNF, US Departments of State
below. Other than as described below, there are no material and Justice and Related Commercial
governmental, legal or arbitration proceedings (including any Litigation
such proceedings which are pending or threatened) which may
have or have had in the recent past significant effects on Airbus The Company reached final agreements (“the agreements”)
SE’s or the Company’s Financial Position or profitability. with the French Parquet National Financier (“PNF”), the UK
Serious Fraud Office (“SFO”), and the US Department of Justice
Regarding the Company’s provisions policy, the Company (“DoJ”) resolving the authorities’ investigations into allegations
recognises provisions for litigation and claims when of bribery and corruption, as well as with the US Department
(i) it has a present obligation from legal actions, governmental of State (“DoS”) and the DoJ to resolve their investigations into
investigations, proceedings and other claims resulting from past inaccurate and misleading filings made with the DoS pursuant
events that are pending or may be instituted or asserted in the to the US International Traffic in Arms Regulations (“ITAR”). The
future against the Company, (ii) it is probable that an outflow agreements were approved and made public on 31 January
of resources embodying economic benefits will be required to 2020.
settle such obligation and (iii) a reliable estimate of the amount
of such obligation can be made. Although the Company believes Under the terms of the agreements, the Company agreed to
that adequate provisions have been made to cover current or pay penalties of € 3,597,766,766 plus interest and costs to the
contemplated general and specific litigation and regulatory French, UK and US authorities. This was recognised in the
risks, no assurance can be provided that such provisions will Company’s 2019 accounts. The settlements with each authority
be sufficient. For the amount of provisions for litigation and were as follows: PNF € 2,083,137,455, the SFO € 983,974,311,
claims, please refer to the “Notes to the IFRS Consolidated the DoJ € 526,150,496 and the DoS € 9,009,008 of which
Financial Statements – Note 25: Provisions, Contingent Assets € 4,504,504 May be used for approved remedial compliance
and Contingent Liabilities”. measures. All penalties have been paid.
If the Company concludes that the disclosures relative to Under the terms of the Convention judiciaire d'intérêt public
contingent liabilities can be expected to prejudice seriously its (“CJIP”) with the PNF, the Company has an obligation to submit
position in a dispute with other parties, the Company limits its its compliance programme to targeted audits carried out by
disclosures to the nature of the dispute. the Agence Française Anticorruption (“AFA”) over a period of
three years.

Under the terms of the Deferred Prosecution Agreement

(“DPA”) with the SFO, no independent compliance monitor
Several consultants and other third parties have initiated
commercial litigation and arbitration against the Company
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will be imposed on the Company in light of the continuing seeking relief. The agreements reached with authorities may
monitorship to be conducted by the AFA. lead to additional commercial litigation and arbitration against
the Company and tax liability in the future, which could have
Under the terms of the DPA with the DoJ, no independent a material impact on the Financial Statements, business and
compliance monitor will be imposed on Airbus under the operations of the Company.
agreement with the DoJ, but the Company will periodically
report on its continuing compliance enhancement progress
during the three year term of the DPA and carry out further Securities Litigation
reviews as required by the DoJ.
In August 2020, a putative class action lawsuit was filed in US
The agreements resulted in the suspension of prosecution federal court in the state of New Jersey against Airbus SE and
for a duration of three years. This deferral period ended on members of its current and former management. The Company
31 January 2023. The Company awaits the formal determination was served with the complaint in the fourth quarter of 2021.
by the authorities that it has complied with the agreements’ The lawsuit was brought on behalf of alleged shareholders that
terms throughout the period whereupon it expects the closure purchased or otherwise acquired Airbus SE securities in the
of the prosecutions in line with the procedural requirements of US between 24 February 2016 and 30 July 2020, and asserted
each country. On 13 February 2023, the SFO gave notice to the violations of US securities laws. The complaint alleged that
Company discontinuing the prosecution. On 17 March 2023, defendants made false and misleading statements or omissions
the PNF gave notice of the same with receipt of the Constat concerning, among other things, the Company’s agreements
de l'extinction de l'action publique. approved on 31 January 2020 with the French PNF, the UK SFO,
Under the terms of the Consent Agreement with the DoS, the US DoJ and the US DoS as well as the Company’s historic
the DoS has agreed to settle all civil violations of the ITAR practices regarding the use of third party business partners
outlined in the Company’s voluntary disclosures identified in the and anti-corruption compliance. The matter was fully and finally
Consent Agreement, and the Company has agreed to retain an settled on 30 September 2022 in exchange for a payment in
independent export control compliance officer, who will monitor the amount of $5,000,000 USD without any acknowledgement
the effectiveness of the Company’s export control systems of liability.
and its compliance with the ITAR for a duration of three years. In addition, the Company received notification in August 2021 of
As a result of the Company’s decision to redirect export control two separate claims and in March 2022 a third claim, all alleging
compliance resources to ensure compliance with export control similar facts as the US class action. Three claims have been filed
restrictions and international sanctions announced against in the Netherlands purportedly on behalf of Airbus investors.
Russia, Belarus and certain Russian entities and individuals The first Dutch claim was filed in August 2021 by a special purpose
following Russia’s invasion of Ukraine on 24 February 2022, the vehicle incorporated under the laws of Guernsey, an assignee
Company asked the DoS to extend the Consent Agreement by purportedly representing numerous private shareholders and
nine months. The DoS has granted the extension. The Company institutional investors, seeking a declaratory judgment with
does not expect the Consent Agreement extension to have damages to be assessed in follow on proceedings. This claim
an impact on the DPAs with the SFO and DoJ, nor on the is now pending before the Amsterdam District Court.
CJIP with the PNF, nor on the AFA’s monitorship, as those are
independent of the DoS’s civil compliance programme review. The second Dutch claim was filed in December 2021 following
a demand letter sent by a foundation incorporated under the
Any breach of the terms of the agreements by the Company laws of the Netherlands, a purported representative of unnamed
could lead to rescission by the authorities of the terms of the institutional and retail investors worldwide, starting a class action
agreements and reopening of the prosecutions. Prosecution against the Company before the Dutch courts. This second
could result in the imposition of further monetary penalties or Dutch claim targets the Company, certain of the Company’s
other sanctions including additional tax liability and could have current and former directors and officers, and the Company’s
a material impact on the Financial Statements, business and current and former auditors.
operations of the Company.
The third Dutch claim was a class action filed in April 2022
In addition to any pending investigation in other jurisdictions, against the Company by a foundation incorporated under the
the factual disclosures made in the course of reaching the laws of the Netherlands. In accordance with Dutch procedural
agreements may result in the commencement of additional law, the two Dutch class action claims are treated jointly as
investigations in other jurisdictions. Such investigations could one case.
also result in (i) civil claims or claims by shareholders against
the Company, (ii) adverse consequences on the Company’s The Dutch claims allege that the Company violated its reporting
ability to obtain or continue financing for current or future obligations by failing to adequately inform investors and providing
projects, (iii) limitations on the eligibility of group companies false or misleading information about its use of intermediaries
for certain public sector contracts, and/or (iv) damage to and alleged corrupt practices, its related financial exposure,
the Company’s business or reputation via negative publicity internal investigations and subsequent measures taken by the
adversely affecting the Company’s prospects in the commercial Company, and related criminal investigations, which allegedly
market place. impacted the Company’s share price.
Airbus will continue to cooperate with the authorities in the The Company cannot exclude the possibility that additional
future, pursuant to the agreements and to enhance its strong claims are filed related to this subject matter attempting different
Ethics & Compliance culture within the Company. theories of recovery in the same or different jurisdictions.

The Company believes it has solid grounds to defend itself Grand Canyon Helicopter Accident
against the allegations. The consequences of such litigation
and the outcome of the proceedings cannot be fully assessed On 10 February 2018, a fatal accident occurred in the Grand
at this stage, but any judgment or decision unfavourable to the Canyon at a site called Quartermaster in Arizona involving an
Company could have a material adverse impact on the Financial EC130 B4 helicopter operated by Papillon Helicopters impacting
Statements, business and operations of the Company. the canyon floor and catching fire, leading to five fatalities and two
severely injured persons. Following the accident, product liability
claims were filed in Nevada state court in the US, including claims
Air France Flight 447 Trial by the estate and parents of a deceased passenger and by the
injured pilot of the helicopter. The Company intends to vigorously
On 1 June 2009, an A330 operated by Air France flight AF447
defend itself against the claims, but such claims may generate
from Rio de Janeiro to Paris disappeared over the Atlantic
negative publicity and reputational harm. The trial is scheduled to
Ocean with 228 persons onboard. The wreckage was located
take place in the first quarter of 2024. Any judgment or decision
in April 2011 after several search campaigns organised by the
unfavourable to the Company could have a material adverse
Bureau d'Enquêtes et d'Analyses (“BEA”), which published
impact on the Financial Statements, business and operations
its final investigation report in July 2012. In the wake of the
of the Company as well as on its reputation.
accident, the prosecutor in Paris opened an investigation for
involuntary manslaughter and Airbus SAS was charged in
March 2011. In September 2019, the investigating magistrates Other Investigations
closed the investigation and dismissed all criminal charges
after a thorough analysis of the technical and legal elements The Company cooperated fully with the authorities in relation
of the case. However, the Paris Court of Appeal overturned to three investigations initiated by independent magistrates in
the magistrates’ decision and ordered trial for involuntary France concerning the activities of commercial intermediaries
manslaughter. The Company’s appeal to the French Supreme in Libya, Kazakhstan, Kuwait and several Eastern European
Court has been dismissed. The trial took place in the fourth countries. In recognition of the fulsome nature of the cooperation
quarter of 2022. The prosecutor recommended a dismissal and upon payment of a penalty of € 15.8 million, all three
of all criminal charges against Air France and Airbus. The investigations were closed by means of a Convention judiciaire
judgment of the Paris Criminal Court expected on 17 April d’intérêt public (“CJIP”) with the PNF on 30 November 2022. This
2023, if unfavourable to the Company, could result in damage ends all remaining prosecutions in France for similar historical
to its business or reputation. activities.
In 2019, the Company self-reported to German authorities
Qatar Airways Commercial Litigation potentially improper advance receipt and communication
of confidential customer information by employees of Airbus
Citing surface degradation on some of its A350 fleet and Defence and Space GmbH. The information concerned relates
alleging an underlying “design defect”, Qatar Airways filed a to future German government procurement projects. The self-
legal claim against the Company in the London Commercial disclosure by the Company followed an internal review with
Court on 17 December 2021. On 1 February 2023, the parties the support of an external law firm. Both the German Ministry
announced they had reached an amicable and mutually of Defence and the Munich public prosecutor opened an
agreeable settlement in relation to their legal dispute over A350 investigation into the matter. The investigation could have an
surface degradation and the grounding of A350 aircraft. The impact on Airbus Defence and Space GmbH’s and Airbus Secure
parties have proceeded to discontinue their legal claims. The Land Communications GmbH’s ability to participate in future
settlement agreement is not an admission of liability for either public procurement projects in Germany. In 2021 the Munich
party. The parties have also agreed terms for the delivery of 50 prosecution issued a penalty notice against Airbus Defence and
A321 and 23 A350 aircraft. Space GmbH for € 10 million for negligent violation of supervisory
duties in connection with this matter. The Company continues
to fully cooperate with relevant authorities.

1.2 Non-Financial Information

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1.2.1 The Company’s Approach to Sustainability

I. Purpose The Company is committed to valuing people. Its business is
built on a foundation of safety, quality, integrity and compliance,
The Company’s purpose is to “pioneer sustainable aerospace for
with the highest standards ensured from design to operation.
a safe and united world”. The Company designs, manufactures
The Company supports the balance of powers and is uniquely-
and delivers aerospace products, services and solutions to
positioned to strengthen global resilience through its products
customers on a worldwide scale helping to create value and
and services. The Company’s technology allows its customers
drive growth. The Company is deeply aware of its responsibility
to protect lives during a conflict and prevent crises before they
to society and future generations, and contributes to a number
escalate. The Company’s products help to protect citizens,
of UN Sustainable Development Goals (“SDGs”) through its core
defend sovereignty and advance global security, mindful that
business and how it operates.
there can be no sustainability without security.
The Company strives to respect the planet. It aspires to lead
The Company enables prosperity. Its products help to unite
the journey towards clean aerospace. The Company pioneers
cultures, connect economies, and enable global cooperation
advanced and disruptive technologies while delivering and
and partnership. The Company brings together people and
continuously improving its fuel-efficient products. From exploring
organisations across the globe, physically with its commercial
new aircraft and propulsion technologies and alternatives to
aircraft and helicopters, and virtually with its satellites and
fossil fuels (SAF) to testing new prototype aircraft powered
connectivity solutions. It mobilises the collective positive
by hydrogen, the Company is committed to reducing the
impact of its workforce, products and services to tackle societal
environmental impact of its products. It is also committed to
challenges in partnership with local communities. In addition,
taking environmental responsibility and, for example, to actively
the Company works collaboratively to maximise its positive
reducing emissions through its value chain, cutting on-site waste
impact, playing an active advocacy role, educating the aerospace
and increasing the recycling of aircraft at the end of their service
industry and partnering with other businesses and public sector
life. The Company’s products and services, such as its Earth-
organisations to develop technology and solutions that will allow
observation technologies, allow it to play an active role in tackling
the industry to transition towards a sustainable economy. It is
climate change, providing insights that help make the planet
committed to being an economically resilient business that has
more resilient.
the financial strength to invest in a more sustainable future.
The Company believes that a sustainable tomorrow needs the
strongest foundations today.
GENERAL GRI SDGs Others

102 General Disclosures 4, 5, 8, 9, 12, 13, 16, 17 Vigilance Plan
Board of Directors / ECSC
Highest governance body(ies) involved
Executive Committee supported by topic-focused committees
Commitments to external frameworks UN Global Compact, The Ten Principles, Sustainable Development Goals
Sustainability on Airbus.com , Airbus Tax Strategy ,

Add. resources Innovation contributing to a more sustainable world on Airbus.com , Earth monitoring and
: this symbol indicates a link understanding (e.g. Climate change monitoring ), Example partnership for innovation: ANITI
to an external website project , Toulouse University (ANITI) , ATAG Benefits Beyond Borders fact sheet , ASD Fact
Sheet 2022 , UN Global Compact
In line with its purpose, the progress in its sustainability journey, additional transparency and striving to better demonstrate its
and the evolution of reporting frameworks, the Company has level of commitment and performance, as presented in the
further evolved its non-financial reporting in 2022, providing following pages.

II. Indirect Contributions

The Company’s contribution to a more prosperous and For example, as one of the most important players in the aviation
sustainable society goes beyond what it offers directly through industry, the Company contributes significantly to SDG 8 –
its products and services. “Decent Work and Economic Growth” – as highlighted through
the 2020 Benefits Beyond Borders – global fact sheet, available
on the Air Transport Action Group website (figures reflect pre-
COVID 19 situation, a “normal” year for air transport):
Economic 87.7 million $3.5 trillion

benefits Jobs supported by aviation worldwide Global contribution to GDP, 2018
(4.1% of world economic activity)
11.3 million direct jobs in the industry:
648,000 at airport operators
5.5 million in other on-airport jobs 4.3x
3.6 million at airlines
1.3 million in civil aerospace Aviation jobs are, on average,
237,000 at air navigation service 4.3 times more productive than other jobs
providers
35%
18.1 million jobs supported through
the aviation industry supply chain Worldwide trade by value carried
by air transport, 2018 ($6.5 trillion).
13.5 million jobs through induced benefits By volume: 0.5%
of industry and employee spending
44.8 million jobs supported in the tourism 17th

industry
If aviation were a country, it would rank
17th in size by GDP
As a major European defence manufacturer, the Company also Company’s sites such as those in Toulouse or Hamburg.
has significant economic impact across Europe. According to This development is accelerated thanks to the Company’s
the AeroSpace and Defence Industries Association of Europe, innovation ecosystem such as Airbus Scale: an innovation
the industry supports over 879,000 jobs across the continent, all unit that combines corporate innovation, start-up engagement
contributing to Europe’s economic prosperity with € 238 billion and company-building activities. Airbus Scale identifies and
in annual revenue in 2021, € 138 billion of which comes from promotes internal corporate innovation opportunities that can
exports. be developed into solutions for the external world, bringing them
to market and attracting external investments that could result
While the Company contributes to the global economy as a
in spin-offs. This generates value not only for the Company but
whole, it also contributes to the economic development of the
also for the local communities where these new companies will
communities where it operates. Full aerospace ecosystems –
set up, operate and prosper.
bringing together academia, research centres and corporations,
all with high value-added jobs – often develop around the

III. Sustainability Commitments 01

01
Furthermore, the Company understands that contributing to a framework around the four sustainability priority commitments
sustainable society is achieved not just through what it does listed below that apply across its entire value chain. These
but also how it does it, striving to minimise negative impacts commitments are in close connection with the UN SDGs and
and maximise the positive ones. In order to give direction and contribute more specifically to eight of them.
focus, in 2020 the Company updated its sustainability strategic
The Company’s four commitments Material topics (see hereafter) SDGs Section
Climate change
#1 Pollution 1.2.2
Lead the journey Materials and circularity 1.2.3
towards clean aerospace 1.2.4
Water 1.2.5
Biodiversity 1.2.6
#2 Product safety 1.2.7

Build our business on the foundation Cyber security 1.2.8
of safety and quality Health and safety 1.2.9
Human rights
1.2.10
#3 Inclusion and diversity 1.2.11
Respect human rights
Social dialogue 1.2.12
and foster inclusion
1.2.13
People
#4
Business integrity 1.2.14
Exemplify business integrity
Across each commitment the Company has set key performance IV. Materiality Matrix
indicators (“KPIs”) and targets enabling the Company to
The Company updated its materiality assessment in 2022 and
monitor progress towards these ambitions. These can be
used stakeholders´ inputs to support the ranking, of which
found in “– 1.2.17 ESG Data Board”, which gathers all reported
ESG issues are most material (and subsequently shall be
sustainability metrics. They can also be found in the related
addressed in the sustainability strategy). The range of ESG topics
sections of this chapter, which is structured around each of
assessed was defined based on relevant industry and regulatory
the four commitments, completed by two sections which cut
references, as well as on internal expertise. This materiality matrix
across all four commitments, “– 1.2.15 Responsible Supply
is to be fully updated periodically – indicatively every three years –
Chain” and “– 1.2.16 Community Impact”. Complementing the
and possibly adjusted in the meantime based on feedback
climate change section, EU Taxonomy regulatory information is
captured from stakeholders in day-to-day business and further
disclosed in section 1.2.19.
methodological improvements. The results of this 2022 update
Several sources were essential in deciding on the four were captured in a materiality matrix (refer to materiality matrix
commitments, including the 2019 materiality assessment, a chart below), which is fundamental in confirming the relevance
benchmark exercise, an analysis of market and regulatory trends, of the Company’s four commitments. It is a three-dimensional
an evaluation of ESG risks in the Company’s risk report, a human matrix:
rights gap analysis and the consideration of the Company’s –– importance to stakeholders (vertical axis): The Company
values. asked its 12 most important stakeholder groups (see
“– Stakeholder engagement” section below) about their view
on how important it is for the Company to address a given
topic. Scoring was established by capturing the voice of critical
stakeholders – including employees, customers, suppliers,
investors, social partners – via a survey sent to selected
representatives in each category and targeting individuals who
are familiar with sustainability matters. Other information was
obtained with the support of artificial intelligence (based on
analysis of reports, legislation and media sources), capturing
the importance of the respective topics in stakeholders’
communication. Most information was collected using the
Datamaran tool. During the feedback consolidation phase, a
greater weight was assigned to critical stakeholders;

–– potential impact on rightsholders or ecosystems (horizontal –– impact on the Company or financial materiality (bubble
axis): the Company evaluated the potential impact of its size): The assessment of the potential impact of ESG-
activities on people and environment in connection with the related topics on the Company’s financial performance
Company’s activities – e.g. employees, end users, and local took into consideration the degree of risk associated with
communities. Scoring was established taking into account the identified ESG-topics topics. Scoring was derived from the
scale, scope, remediability and likelihood of risks associated Company’s enterprise risk management (“ERM”) system and
with the topic. This assessment was based on interviews with complemented by interviews with representatives from the
internal experts in each domain; Company’s top management.
Materiality Matrix
IMPORTANCE FOR THE COMPANY’S STAKEHOLDERS - High to Very High
Climate change
Product safety
Business
Cyber security integrity
Occupational health and safety
Pollution Materials
and circularity
Inclusion and diversity
Employment Water Human rights
Supply chain engagement

Biodiversity
Community Impact Social dialogue
POTENTIAL IMPACT OF THE COMPANY’S ACTIVITIES ON ECOSYSTEMS OR RIGHTSHOLDERS - Medium to Very High
Bubble size : Potential impact on the Company - Medium to Very High

Environment Social Governance
V. Stakeholder Engagement
The Company’s approach to sustainability is built on constant Company meets at least twice a year with social partners to review
engagement with its stakeholders. Key stakeholder groups, sustainability topics (see “– 1.2.12 Social Dialogue”). Besides, the
in line with International Aerospace Environmental Group Company established the Airbus Supplier Sustainability Council
recommendation for the sector, include employees, customers, in 2022 (see “– 1.2.15 Responsible Supply Chain”). It organised
suppliers, industrial partners (including energy providers), social other events where sustainability topics were addressed during
partners, investors, NGOs, authorities / governments / policy the year, such as the Capital Market Day and the Airbus Summit.
makers, industry associations, MRO (maintenance, repair and Additionally, it participated in numerous events such as air shows
operations) providers, airports, and the community at large. or conferences, which fostered dialogue on sustainability matters
Dialogue with numerous stakeholders helps the Company with a large number of external stakeholders including investors,
progress its sustainability ambition. In addition, it has formalised customers, media, NGOs, institutions, policy makers, and other
a number of opportunities to exchange more widely with its industry or value chain partners.
stakeholders. For instance, beyond materiality assessment, the

VI. Governance 01
01
Conscious of the strategic importance of sustainability, the –– Sustainability strategy and effective governance to ensure
Company has defined governance at the highest level. Oversight that sustainability-related topics are taken into account in the
has been established at the Board of Directors level with the Company’s strategy and objectives.
Ethics, Compliance and Sustainability Committee (“ECSC”).
Under the Board Rules, the Board of Directors delegates the
For further information about the ECSC, see “– Corporate
day-to-day management of the Company to the CEO, who,
Governance – 4.1 Management and Control”. The ECSC is
supported by the Executive Committee, makes decisions
responsible for assisting the Board of Directors to oversee the
with respect to the management of the Company, including
Company’s:
sustainability. The Executive Committee has the responsibility
–– Culture and commitment to ethical business, integrity and to provide top level expectations and direction, while overseeing
sustainability; and validating the sustainability strategy. This entails validating
–– Ethics and Compliance programme, organisation and sustainability targets, including those integrated into the Top
framework for the effective governance of ethics and Company Objectives.
compliance, including all associated internal policies,
procedures and controls; and
Board of Directors
Ethics, Compliance & Sustainability Committee
Executive Committee
Environment Human Rights, Business Integrity,

Inclusion & Diversity Product Safety Occupational Health
Executive Sustainable Supply Chain
Advisory Board and Safety
Steering Direct cascading of topics
Board Governance Board
Committee to the Executive Committee
The Executive Committee is supported by several committees or Organisation and policy framework: The sustainability &
boards linked to the Company’s four sustainability commitments: environment team put in place in January 2020 at corporate
–– the Environment Executive Steering Committee, the Inclusion level has continued to develop and expand. Its mission continues
& Diversity Advisory Board, the Product Safety Board as well to focus on:
as the Occupational Health and Safety Governance Board
(created in 2022; see “– 1.2.9 Health and Safety”), all chaired -- Setting the ambition level regarding the Company’s
by Executive Committee members; environmental and social commitments;
–– the Steering Committees of the Human Rights and Sustainable -- Identifying the levers to achieve this ambition;
Supply Chain Roadmaps, both sponsored by Executive -- Enabling the business to deliver this ambition across the
Committee members. full value chain;
Other sustainability topics such as business integrity are brought -- Engaging employees on sustainability;
directly to the attention of the Executive Committee. Where -- Providing clarity on ambition and progress to internal and
relevant, additional elements of governance linked to specific external stakeholders;
topics are explained in the governance sections of this report. -- Coordinating with relevant functions the performance
and reporting on progress with regards to the four
commitments.
While the sustainability & environment team has a Company-wide

role to provide direction and check regularly on advancements
across all sustainability topics, there are for each of those topics
(e.g. health and safety, inclusion and diversity, human rights, etc.),
related functions, departments or “roadmaps” (multi-functional
teams addressing cross-functional sustainability topics) driving

their continuous improvement. These teams are for the most Incentivisation and remuneration: The Company also
part supported by dedicated policies which are referred to in believes the integration of sustainability criteria into its reward
the Company’s Code of Conduct – a single reference intended mechanisms is an important enabler for accelerating its
to guide daily behaviour and help employees resolve the most sustainability ambition. A sustainability criterion is integrated
common ethical and compliance issues that they may encounter. into the common collective component of the CEO’s variable
The Code of Conduct applies to all of the Company’s employees remuneration, accounting for 20%, see “– Corporate Governance
and directors, regardless of their job title, responsibilities, – 4.2.1 Remuneration Policy”. This principle also applies to the
seniority, or location, within every subsidiary or joint venture other members of the Executive Committee who do not serve on
where the Company has control. the Board of Directors, and to a large extent to executives and
“Level IV” managers employed at the Company. Other criteria
also apply to all employees as summarised below:
Variable remuneration component Objective / KPI (s) Weight (s) Population

Health and Safety FR1 10% “Level IV” Managers and Executives
-- Collective performance Reduction of CO2 emission 10% (around 4,500 employees)
-- Success sharing Health and Safety FR1 c. 5% Around 115,000 employees
Ethics & Compliance
Over 10% All employees entitled to an individual
-- Individual performance Functional sustainability
Individualised bonus (around 50,000 employees)
objectives
VII. Airbus’ Way Forward: Vigilance Plan

The Company is determined to conduct its business responsibly Affiliates: All Company controlled affiliates are expected to deploy
and with integrity. It is convinced that promoting responsible similar internal policies by applying the Company’s directives.
business conduct within its value chain is key to sustainable A company-wide single directive defines rules, processes and
growth. The Company’s vigilance plan includes measures to procedures applicable to the Company’s affiliates and their
identify risks and prevent serious impacts related to sustainability respective boards, directors and officers. Its enforcement is
resulting from the Company’s own operations and from its supported by the Directors’ training programme which was
suppliers and other contractors (including subcontractors). As delivered to 117 people in 2022 over eight full-day digital
far as its own operations are concerned, the Company has sessions, as well as on-boarding sessions performed for newly
adopted internal policies and management tools to perform appointed managing directors of controlled affiliates. The single
the monitoring, assessment, mitigation and reporting of risk and directive assists the Company’s affiliates in effectively fulfilling
compliance allegations, which are embedded into the Company’s their responsibilities, while assuring the Company’s ongoing
culture and processes. For the Company’s vigilance plan for its commitment to high standards of corporate governance. It was
supply chain, see “– 1.2.15 Responsible Supply Chain”, which built on the basis of Company related internal policies including,
shall be deemed to be incorporated by reference and form part but not limited to: the Company’s Code of Conduct, International
of this plan. Framework Agreement, Agreement on the European Works
Council, Supplier Code of Conduct, Health & Safety Policy,
Enterprise risk management and internal audit:With regards Environmental Policy, the Company’s Anti-Corruption Policy and
to risk management, sustainability risks and opportunities are related directives. An online Internal Controls Self Assessment
fully embedded in the Company’s ERM system. For further (“ICSA”) is completed on an annual basis by the controlled
information on ERM, see “– Corporate Governance – 4.1.3 affiliates to self-assess their internal controls, including how they
Enterprise Risk Management System”. For further information relate to the environment, health and safety, human resources,
on the Company’s risks, see “– Risk Factors”. Internal audits governance, finance, procurement and compliance requirements
are also performed regularly across the Company, including on in order to identify any gaps and define remedial action plans as
sustainability topics. External audits are performed in line with required. Controlled affiliates can update the self-assessment on
certification requirements, as detailed in the related material a quarterly basis based on their progression. Following ICSA,
topic sections. internal verifications are carried out by the respective corporate
Sustainability competencies and employee engagement: functions to validate answers and, when gaps are identified,
Raising awareness, developing competencies and engaging develop improvement measures jointly with controlled affiliates
employees are essential to preventing and mitigating to enhance their conformity level. In 2022, 81 controlled affiliates
sustainability risks and maximising opportunities. On this matter, were selected to perform such verifications. Verifications are
the Company offered employees more than 900 online and in- run every three years at least, and more frequently when ICSAs
person training opportunities in 2022, ranging from ethics and evidence material gaps. The Company’s controlled affiliates
compliance to export control, health and safety, product safety, are also asked to regularly evaluate risks via the Company’s
cyber security, internal controls, inclusion and diversity, quality ERM system, and to regularly monitor them as part of their risk
and customer centricity, sustainability awareness and more. assessment process.
Training courses linked to sustainability topics were integrated
into the 2022 mandatory training list for Company employees.
Specific information on training is covered in the related material
topic sections.

Priority risk in the scope of 01

01
RISK MAPPING The Company Suppliers and Contractors
ENVIRONMENT
Climate change ✔ ✔
HUMAN RIGHTS
Impacts related to products and services ✔
Impacts related to diverse and inclusive workplaces ✔ ✔
Risk of forced labour ✔
Impacts related to sourcing of raw materials ✔
HEALTH AND SAFETY
Exposure to hazardous substances and materials ✔ ✔
Working environment ✔ ✔
In situ contractor health and safety management ✔ ✔
Mental health and wellbeing ✔
Complementing the materiality assessment described further resources. This includes desktop research, interviews with
above, the Company reviewed in 2022 the list of its priority key internal stakeholders and verification with internal and
sustainability risks as shown above to help prioritise its actions. external stakeholders. The human rights risks identified were
This process complements, and is fully integrated into, the complemented and cross-analysed with product life cycle
Company’s ERM process. It is based on contributions and assessments – including sectoral inputs – and the Company’s
inputs consolidated from a wide range of stakeholders and top health and safety risks.
Procedures for regularly assessing the situation of relevant subsidiaries, contractors and suppliers: The table below
summarises effective procedures for regularly assessing the situation of relevant subsidiaries, contractors and suppliers. Specific
relevant complementary information can be found in the respective material topic sections.
The Company Suppliers and Contractors

Internal Company
ICSA (Self assessment / External audits Management Self (or via 3rd party)
assessment) audit (e.g. ISO) system assessment assessment
Environment ✔ ✔ ✔ ISO 14001(1) ✔ ✔ ✔
Health and Safety ✔ ✔ ✔ ISO 45001(2) ✔ ✔ ✔
Human Rights ✔ ✔ ✔
(1) 88% workforce currently covered.

(2) 25% workforce currently covered.
Prevention and mitigation actions: the table below summarises transversal mitigation / preventive actions.
The Company Suppliers and Contractors

Whistleblowing Contractual Supplier
system Code of Policies / terms and Whistleblowing Code of
Training (see below) Conduct directives conditions system Conduct
Environment ✔ ✔ ✔ ✔ ✔ ✔ ✔
Health and Safety ✔ ✔ ✔ ✔ ✔ ✔ ✔
Human Rights ✔ ✔ ✔ ✔ ✔ ✔ ✔
Alert / grievance and whistleblowing mechanism: The representative, or through the Company’s “OpenLine” hotline
Company is committed to maintaining a “speak up” culture, by (www.airbusopenline.com). OpenLine is anonymous where
promoting an open and trusting dialogue with employees at all legally permissible. It covers all sustainability topics and is
levels. All employees are encouraged to express their views, also available to external stakeholders including, affiliates
defend their opinions, and point out unacceptable behaviour and suppliers. The Company endeavours to ensure that the
– especially behaviour that violates the Company’s Code of procedures to assess, investigate and manage allegations are
Conduct. Employees can raise concerns with their line manager, well-aligned throughout the Company. For further information,
their human resources business partner, a legal and compliance see “– 1.2.14 Business Integrity”.

Monitoring system: The table below shows an overview of the monitoring system in place. More detailed descriptions, as well as
performance measures and analysis, can be found in the respective material topic sections.
Responsible Supervisory
KPIs Controls
management body committees
Environment Operations CO2 Scope 1, 2, Water, Waste S&E Department /
ERM, internal audit
Use of Products Delivered aircraft CO2 efficiency metric Environmental Roadmap
Health and Safety Lost time injury frequency rate Health and Safety Department See ERM, internal audit
governance ERM, site social
Nb of social assessments S&E Department / chart in assessments
Human Rights governance
% of findings closed within 18 months Human Rights Roadmap and supply chain
section above assessments
% suppliers at risk Procurement / Sustainable ERM, audits
Supply Chain
% action plan launched Supply Chain Roadmap Self questionnaires
Lead the Journey Towards Clean Aerospace

1.2.2 Climate Change
I. Introduction large resources into examining and reducing the impact of its
products in operation together with all actors within the aviation
In line with the Company’s purpose, “pioneering sustainable
sector. Consideration of greenhouse gas (“GHG”) emissions
aerospace for a safe and united world”, and its aim to lead the
throughout the value chain, which are predominantly carbon
transition of the air transport sector towards its net-zero carbon
dioxide (CO 2) emissions, is a key focus for the Company’s
emissions aspirational goal, the Company’s foremost ambition
analysis of its contribution to climate change. The non-CO 2
as an aircraft manufacturer is to bring the first hydrogen-
powered commercial aircraft to the market by the middle of the effects of aircraft operations are also being studied in order
next decade, and to play a leading role in the decarbonisation to determine their potential contribution to the climate (see
of the aviation sector. In parallel, the Company is investing Transition plan – Product stewardship).

CLIMATE CHANGE GRI SASB SDGs Others 01

01
302 Energy -- Energy Management TCFD
305 Emissions -- Fuel Economy & Emissions 9-12-13-17 Vigilance
in Use-Phase plan
Executive Committee / Environment Executive Steering Committee
Related corporate policies Environmental Policy, Code of Conduct
Management system EMS – Environmental Management System, ISO 14001 – 88% of workforce covered
certifications / labels SBTi-validated emission targets
2015 2022 2022 vs.

KPIs Target baseline 2021 2022 vs. 2021 baseline
2030: -63% in line
with 1.5°C pathway,
CO2e (1) Scope 1 & 2 (ktons) 1,126 809 762 -5.8% -32%
and neutralising
residual emissions
Energy from stationary sources (2)
2030: -20% 3,108 2,717 2,594 -4.5% -16.5%
(GWh)
CO2e Scope 3 intensity
Delivered aircraft efficiency intensity 2035: -46% 88.8 66.3 64.4 -2.9% -27%
(gCO2 /km.pax)
“Maintain at least 75% of sourcing
Supply chain CDP engagement volume of suppliers invited to CDP 68% 78% +10p.p.
who have responded”
2022
Other key metrics (More metrics available in the ESG Data Board) 2021 2022 vs. 2021
Scope 3 – Cat 11 – commercial aircraft – SAF as per IEA-SDS scenario
400,611 425,454 +6.2%
(CO2e ktons)
Scope 3 – Cat 11 – commercial aircraft – “no SAF” scenario
458,738 494,893 +7.9%
(CO2 e ktons)
Scope 3 – Cat 11 – other products (incl. military aircraft and helicopters,
9,343 10,703 +14.5%
CO2e ktons)
Scope 3 – Cat. 1 – Purchased goods and services (CO2e ktons) 8,439 N/A N/A
CDP Rating A- A- Stable
Percentage of responding suppliers to the CDP scoring A or B 53% 66% +13p.p.
CO2 performance included in CEO, Executives and “Level IV” managers variable remuneration.
Remuneration
Targets (on TCO scope): -5% in 2022, 687ktons CO2e or -0.9% in 2023. 2022 performance: -8.5%.
Metrics: see “– 1.2.17 ESG data board”; targets: see “- IV. Transition plan”.
KPI assumptions (1)
CO2 equivalent (“CO2e”).
(2)
Energy consumption from stationary sources and electricity.
Environmental Policy Statement , Sustainability on Airbus.com , Environment on Airbus.com‌ ,

CDP Climate Change Questionnaire on Airbus.com and on CDP website , ATAG Waypoint
Additional resources 2050 , IEAG – GHG Reporting Guidance , IEA – Aviation report , IPCC AR6 report ,
Clean Sky initiative , SESAR initiative , CEDAR Chair “Chair for Eco-Design of Aircraft”
together with ISAE-SUPAERO , ATM decarbonisation potential by Eurocontrol
Climate change is considered by the Company as a the comprehensive Scope 1, 2 and 3 screening completed in
financially material topic and is one of the top Company risks 2022 in the framework of the Company submitting targets for
(see “– Risk Factors - Environment, Human Rights, Health & validation of the Science-Based Target initiative (“SBTi”), using
Safety Risks”). Impact materiality was also confirmed through the recommended Greenhouse Gas Protocol methodology.

While Scope 1 & 2 represent less than 0.2% of total emissions around 2.5% of total emissions (see figures in table below). For
each, Scope 3 category 11 – Use of sold products – has been those categories, more precise methodological inventories have
identified as highly material for the Company, representing been developed (see “– 1.2.17 ESG Data Board – Environmental
above 90% of total emissions. The second most material was performance”).
Category 1 – Purchased goods and services, representing
Scope 3 – Use of sold products – commercial aircraft: >90%
Scope 3 – Use of sold products – other products: <3%
Scope 3 – Purchased goods and services: <3%
Scope 1 & 2: <1%
Scope 3 – Total of other categories: <1%
CO2 emissions from commercial aircraft in operation appear impact of the products in operation. This also means introducing
to be the most material category. According to both the a lifecycle perspective and mitigating the risks and impacts at all
Intergovernmental Panel on Climate Change (IPCC) and the stages of the life-cycle: from the procurement of raw materials,
International Energy Agency (IEA), air transport represented through the design and manufacturing of products, to their in-
over 2% of global man-made GHG emissions in 2021. While service life until their retirement.
this makes the decarbonisation of aircraft operations the
absolute priority, addressing emissions from upstream industrial Organisation and Responsibilities
operations, including the Company’s own, is also seen as an Two main management structures are relevant for the governance
important objective. In this context, the Company’s roadmap of sustainability matters and climate change: the Board of
to decarbonisation is intrinsically linked to the entire sector’s. Directors and the Executive Committee.
While the Company has a direct and critical role in developing
and providing technical solutions, the concomitant development As mentioned earlier, the Board of Directors is supported by
of adapted ecosystems will also be a key success factor, which the ECSC. In practical terms, the ECSC, as a committee of the
the Company intends to facilitate and enable. Board of Directors, oversees strategic decision-making and
the execution of the approved sustainability strategy, including
In addition, in order to better meet stakeholders’ expectations areas such as innovation and environmental and climate action.
and develop its own climate strategy, the Company adheres
to the CDP (formerly Carbon Disclosure Project), SBTi and In 2022, the ECSC reviewed and provided guidance on a wide
TCFD initiatives. In 2022, the Company’s approach to climate variety of climate-related topics, including the SBTi targets, SAF,
change was rated A- by the CDP for the third consecutive year. and decarbonisation of the supply chain.
In addition, the Company has recently set its first near-term To support the Executive Committee in environmental matters,
science-based targets to reduce emissions on all scopes, in line especially climate-related, an Environment Executive Steering
with a 1.5°C temperature pathway for its Scope 1 & 2 emissions, Committee (“EnC”) was established in 2019. The EnC is
which were submitted to SBTi in June 2022 and validated in composed of members of the Executive Committee and senior
January 2023. The following sections gather information related executives company-wide responsible for environmental topics.
to the four pillars of the TCFD framework, of which the Company It meets once a month to review progress and take decisions on
has been a supporter since December 2020. all matters related to environmental strategy. The EnC reviews
climate change related topics, including the progress on meeting
II. Governance objectives to reduce GHG emissions, the decarbonisation
strategy and climate-related risks.
Environmental Policy
The Airbus Environmental Policy is the top level definition of the Environmental operations are led by the Sustainability &
guiding principles, vision, mission and associated initiatives for Environment department (described earlier), whose role is to
the environment. The policy applies company-wide, including to guide the business on environmental matters and to set the policy
affiliates where the Company owns more than half of the voting and deploy, drive and improve the Environmental Management
rights or the right to appoint the majority of the board directors System (“EMS”) throughout the Company.
(to the extent that the shareholders agreement and/or the level The Company’s EMS is based on ISO 14001:2015. It was
of control in force in each relevant affiliate allows it). The policy recertified in November 2022, having previously confirmed
also covers the Company’s employees and contractors while at by certification surveillance audits in 2020 and 2021. The
the Company’s sites or at work under the responsibility of the Company’s environmental strategy is implemented operationally
Company. It takes a holistic approach to measuring and acting by dedicated multi-functional teams at corporate and/or divisional
upon the Company’s environmental performance by assessing level. These cover topics such as industrial and site impact,
the environmental impact of internal operations, as well as product operation, supply chain or chemical substances.
providing capabilities to the Company’s customers to reduce the

Disclosure of Environmental Indicators Climate-Related Risks and Opportunities 01

01
The Company actively monitors its environmental data throughout In accordance with TCFD recommendations, the Company is
the organisation in order to measure the environmental impact strengthening its ERM risk identification process for climate-
of its operations, track its performance and communicate related risks and opportunities, incorporating climate scenario
information on environmental matters to internal and external analysis. Climate-related risks (adaptation and mitigation) shall
stakeholders. Since 2010, environmental data published by the be deemed to be incorporated by reference and form part of the
Company has been verified by external auditors. This data is non-financial information. The Company used three temperature
included in the ESG data board at the end of this section. climate scenarios: 1.5°C, 2°C and 3°C; and three time horizons:
short-term (“ST”, around 2025), medium-term (“MT”, around
Capturing Emerging Regulatory Requirements, 2035) and long-term (“LT”, around 2050) in identifying climate-
Stakeholder’s Expectations and Trends related risks and opportunities. The assessment of risks and
In order to be aware of fast-evolving sustainability regulations, opportunities identified by the Company is subject to revision
requirements and expectations that could impact its business, a as the methodology and process further mature.
“Sustainability Regulatory Intelligence” team monitors regulatory
Climate risks and methodology (including description of used
developments with a view to understanding, evaluating,
scenarios) are described in “– Risk Factors – Environment,
anticipating and preparing for legal and regulatory requirements
Human Rights, Health & Safety Risks”. They are complemented
that apply to the Company’s activities and products. This
by the following opportunities identified:
Sustainability Regulatory Intelligence team covers sustainability-
–– energy diversification – energy source: Exploring and identifying
related topics, including: environment, human rights and
new business opportunities in the field of renewable and low-
sustainable finance.
carbon energy (incl. through partnerships and collaboration
with stakeholders) in order to position the Company in the
III. Risk Management energy value chain and contribute to the Paris Agreement
Environmental risks and opportunities are managed following temperature goals;
the Company’s ERM system. A specific sustainability and –– demand for energy-efficient products – market: Demand for
environment ERM plan integrates additional requirements, more energy-efficient products (driven by increased energy
defined within the ISO 14001:2015 certified EMS, and provides costs, carbon pricing and voluntary climate commitments)
a set of rules applicable company-wide, to ensure a consistent or products allowing the use of other energies could lead to
management of environmental risks and opportunities. an accelerated airline fleet replacement and to new business
lines;
Relevant criteria for the evaluation of environmental risks and
–– growing market for Earth observation, atmospheric and
opportunities include: financial impact, impact on environmental
weather data monitoring services – Products and services:
performance, and impact on EMS certification, as well as legal,
Increased need for Earth observation, atmospheric and
supply chain and reputational aspects.
weather data services (including but not limited to the following
Risks and opportunities are reported quarterly to the Executive sectors: aviation, agriculture, finance and insurance) could
Committee of the Company and of its Divisions, including increase market demand for certain products and services
climate-related risks. Top risks are consolidated at Company of the Company, and lead to the creation of new business
level to be brought to the attention of the Board of Directors and opportunities.
reviewed semi-annually.
The outcome of the Company’s qualitative analysis is synthesised in the following table:

Company’s climate-related risks and opportunities mapping or high, based on Company’s qualitative analysis
Physical – Acute
OPPORTUNITIES
Energy source
Market
Products and services
: ST – : MT – : LT
Mitigation actions the Company has engaged, including to address these risks and opportunities are presented in the following
“IV. Transition plan” section.

IV. Transition Plan while engaging with the energy ecosystem (see section 2.
Product stewardship).
Based on identified risks and opportunities, the Company
has established a transition plan covering its industrial The cost of such a transformation of the sector is expected to
operations, products and services, supply chain, employees be substantial. In particular, the carbon price (through taxation,
and communities, including relevant targets, against which emissions trading and crediting schemes) and the extra cost
performance is monitored and reported. Regarding GHG for SAF and/or higher investments are likely to materially impact
emissions, this plan was based on a scientific approach and business models of operators. However, even if reportedly
is consistent with the aviation sector’s decarbonisation long- difficult to predict, according to a study published in 2022 by
term aspirational goal of reaching net-zero carbon emissions ATAG named “What will it cost to get to net-zero carbon for
by 2050. Its success will depend on coordinated collaboration global aviation?”, these extra costs could be offset to a large
with numerous players in the sector. extent by more efficient operations, especially where markets
are developing. This could mean limited consequences on air
The Company strives to have the aviation sector engaged to
fares, with differences across regions. Ultimately, the overall
work towards and contribute to a just transition to a low-carbon
affordability of air travel could remain relatively similar, and so;
economy, whereby air transport’s decarbonisation journey is
access to air travel should be preserved for the greatest number
fair and inclusive. According to the International Energy Agency,
of people, according to the report.
based on the remaining global carbon budget and the share
allocated to air transport, air transport can grow at a certain The required transformation of the sector also implies the
level and meet the Paris Agreement objectives. This relies in part emergence of new technologies and associated ecosystems,
on technological developments to improve the efficiency of air with expected impacts on jobs and required skills. Preparing
transport, in which the Company has a critical role to play. This the workforce for such changes will be both a social duty
approach also echoes “net zero carbon 2050” ambitions from and an important success factor. Conversely, if uncontrolled,
international sectoral bodies such as the Air Transport Action the development of these technologies and energies could
Group (ATAG), as well as the UN specialised civil aviation body, have undesirable side effects, such as inappropriate land use
the International Civil Aviation Organization. This is consistent impacting local communities and human rights. The Company
with the Company’s mid-term target setting, covering all three will strive to influence the ecosystem to consider and avoid
scopes, and with its core product policy that focuses on these impacts, and to engage accordingly with any relevant
developing and delivering aircraft with lower carbon emissions stakeholders in constant dialogue.
1. Industrial Operations
Commitments 2022 Progress

Target -63% (SBTi-validated) vs. 2015 -32%
CO2 emissions 2030 neutralisation of residual emissions -63%
Scope 1&2 aligned with 1.5°C pathway 51%-to-target
Absolute figures 2022 Target (TCO scope): -5% vs. 2021 2022: -8.5% reported
2023 Target: 687 ktonsCO2e (-0.9% vs. 2022) (3.5p.p. overachievement)
-16.5%
Energy consumption Target -20% vs. 2015
2030 -20%
Absolute figures from stationary sources
83%-to-target
The Company has defined targets and ambitions for its own representing 89% of total reported emissions in 2022, on which
operations. the Company can have a more direct control and influence
(see below). This target was set in absolute value at 687kt
CO2 emissions:
CO2e for 2023 (or -0.9% vs. 2022) on a scope extended to
–– reduce direct (scope 1) and indirect (scope 2) net GHG
another four sites.
emissions by 63% by 2030 compared to 2015 across the
whole Company reporting scope. This target is in line with a For performance monitoring purposes, the Company refers to
“1.5°C” pathway and was validated by SBTi in January 2023. Scope 1 & 2 market-based proxy – “market-based (location-
As an additional voluntary commitment, the Company based net of REC)”, i.e. location based with purchased guarantees
has committed to compensating all residual emissions for of origin deduced. The Company is working towards improving
scopes 1 & 2 from 2023 and gradually switching to using only data collection and market-based methodology implementation.
carbon removals from 2030 and onwards; Meanwhile, this metric is used by the Company to measure its
–– beyond the mid-term plan, the Company’s ambition is to progress towards its 2030 target, in order to be able to take
pursue reducing emissions aligned with a 1.5°C trajectory into account the contribution of its electricity sourcing on its
towards 2050. In order to do so, it is evaluating the future industrial decarbonisation target. This refining of methodology is
application of the SBTi Net-Zero standard and removing expected to trigger restatements in the coming years, including
residual emissions as an additional voluntary commitment; that of the 2015 baseline.
–– interim targets are set in line with the Company’s 2030
roadmap. They refer to a material sub-scope of its operations

Energy: 01
01
–– reduce final energy consumption from stationary sources and In order to deliver its ambitions, the Company has developed
electricity by 20% by 2030 compared to 2015 across the whole a comprehensive action plan for both stationary (ground-
Company reporting scope. fixed assets) and mobile sources (vehicles such as cars,
trucks or aircraft). This takes into account both efficiency and
decarbonisation measures, complemented by an offset strategy
for residual emissions.
This roadmap was further strengthened in 2022, and, together with proof points, can be synthesised as follows:
Mobile sources
Stationary sources ~30% of energy consumption
~70% of energy consumption (e.g. ground vehicles, “Beluga” air
(e.g. heating, cooling, manufacturing processes) transport operations, flight test)
Energy Substituting energy-intensive assets by energy-efficient ones and Switching to lower emission vehicles where
efficiency optimising energy consumptions. In order to meet the -20% target possible and avoiding emissions through
measures by 2030, a portfolio of projects was identified and phased, including better planning of flights and logistics.
low-energy lighting, improved insulation, voltage management, energy- --Since 2022, new Beluga jigs and tools have
efficient heating and cooling or optimised ventilation system, as well as enabled each logistic flight to transport two
enabling projects such as extending metering network, and enhancing A350 wings instead of one previously.
energy monitoring solutions. --Deployment of Airseas Seawing (see
-- In 2022, 17,500 fixed phones were removed across European sites. In hereafter “other initiatives”) for vessels:
France, it represented electricity savings of 920MWh. the experiment on the “Ville de Bordeaux”
-- The installation of a compressed air management system in Donauwörth transatlantic logistic vessel started in
has saved approximately 150MWh. December 2021 continued in 2022.
-- In Broughton, automatic standby in Paint Shops during weekends and
shutdowns has already led to energy saving of 340MWh.
-- In the context of the energy crisis in Europe, the Company undertook
a number of actions to contribute to the collective effort as a corporate
citizen. This included reducing heating systems temperature by 1°C in
its European sites, reducing heating device energy consumption by
about 7%, and diverting from the use of gas to other sources of energy
where possible in German sites.
Transition to Ambition to secure at least 90% renewable or low-carbon electricity Using lower carbon fuels (e.g. SAF). The
low carbon direct supply to all sites in Europe before 2030. share of SAF used in the Company’s own
energy This will be achieved with the implementation from 2023 of power operations will progressively increase to at
sources purchase agreement (PPA) contracts and a combination of local projects least 30% by 2030.
(wind, solar), complemented by electricity generated from nuclear power. The Company set an interim target of 10%
The amount of electricity purchased through the PPA contracts will in 2023 for its commercial aircraft activities
increase progressively. and its Helicopters Division. This will concern
-- The renewable power purchase agreement (PPA) project launched in flight tests, delivery flights and logistic flights
2020 reached a major milestone in 2022 with the validation of renewable (Belugas). In addition, the Company also
and low-carbon power purchase requirements as well as finalising the started using sustainable fuels for its maritime
selection of suppliers. The Company is making progress on contracting logistics.
for 2023 and 2024. -- Since 2019, SAF has been used in the
operation of the Company’s Beluga
All remaining purchased electricity in Europe will be covered by transport aircraft for the purpose of internal
guarantees of origin (GoOs) from 2024. In 2030, this will represent a logistics.
maximum of 10% of consumed electricity.
-- Since 2019, the share of electricity consumption from industrial
-- In 2022, flight test activities in both Divisions
started using SAF. In total, an estimated
operations in Europe which is covered by GoOs has increased annually 4,823 tons CO2 were saved during the year
by 10%, exceeding 40% in 2022. when compared to conventional kerosene.
In addition, the Company is investigating similar opportunities in other
regions (e.g. USA, China).
More efficient heating systems energy sources.
-- The installation of a combined heat and power plant (CHP) in
Donauwörth led to a further saving of 1,800t of CO .2
-- An Enthalpy Recovery project in Illescas and energy consumption by

1,089MWh resulting in about 380t CO2e saving.

Carbon The Company has committed to remove 100% of its residual emissions by 2030, which will represent around
offset 400kt CO2e in 2030. It will start with compensating all remaining emissions from 2023, with a gradual phase-in of
strategy carbon removal solutions to cover 100% of residual emissions by 2030. Both nature-based and technology-based
solutions are considered, in alignment with the Intergovernmental Panel on Climate Change reports.
Since 2019, the Company has introduced a mechanism to compensate for its business travel emissions based on the
concepts of additionality, real (permanent) reduction, prevention of double counting, prevention of overestimation and
no additional harm. As a minimum, the carbon offsets purchased by the Company are certified by the Gold Standard
or Verra or Verified Carbon Standard or Climate, Community and Biodiversity Standards and the supplier needs to
show proof of how each one of the mentioned criteria was met. In addition, understanding that these carbon offsetting
programmes may have gaps in their methodologies, additional proof is requested of how such gaps are managed by
the provider. Moreover, societal aspects are considered, such as prevention of child labour, respect of human rights
and relations with the communities surrounding the projects.
The volume of offsets required in 2022 was around 45ktCO2e procured through offset producer South Pole in the
form of a cluster of compensation and removal projects: aforestation (VCS), landfill gas and waste gas (GS-VER), forest
conservation (VCS-CCBS). This contract with the South Pole has been reviewed to cover the full volume of 2023 residual
emissions, estimated to be over 700kt CO2e.
In addition, the Company plans to secure 2024-2030 volumes well in advance. Terms will meet underlying principles
of progressive transition towards 100% removals, as well as a relevant mix of nature-based and technology-based
solutions.
-- In 2022, to foster tech-based solutions development, the Company has partnered with 1PointFive, a US company,
and has pre-purchased 100,000 tons of carbon removals per year over four years – or 400,000 tons in total – as part
of an initial offtake. A portion of these volumes will be allocated to the Company’s scope 1 & 2 offset strategy.
As an enabler for consistent decision making, the Company giving a clear signal to project leaders on the importance of
uses an internal carbon price to support investment with CO2 footprint reduction and enabling an acceleration of project
positive energy and CO2 reduction impacts on operations. In portfolio implementation.
2021, this price was updated from 30 €/tCO2 to 150 €/tCO2,
Tracking Progress and Performance

In 2022, scope 1 & 2 GHG emissions have decreased by around 5.8% (-8.5% on TCO scope), exceeding the target, primarily due to
four factors: the acceleration of energy saving investments and of SAF usage (that reached over 3% of the Company’s total aircraft
fuel consumption (see above)), the lower-than-planned industrial ramp-up, the deployment of additional energy saving measures
in the context of the energy crisis, as well as clement weather conditions especially over the last months of the year.
2 000 1 000
900
800
1 500
700
611
ktons CO₂e - Scope 1&2
600
1 000 500 Deliveries

762
400
300
500
200
-63% vs 2015
100
0 0
2015 2022 2030
Actuals Target Revised ambition Deliveries

TCO Target 2021 2022 YoY Change 01

01
CO2e (in ktons) -5% 741 678 -8.5%
Verified by EY®, based on limited assurance.
The TCO scope is reviewed annually. It covered 89% of total emissions in 2022. Data were updated to reflect change in TCO scope accordingly. Geographical scope: In 2022,
48 sites. Scope of metrics: Scope 1 & 2 and notably excluding refrigerant leakage, electricity on site from CHP, emissions due to processes, as well as excluding DFO for 12 sites
and heating for one site representing less than 4 ktons CO2e in total. Scope 2 is location based with purchased guarantees of origin deduced.
Additional performance metrics are disclosed in “– 1.2.17 ESG Data Board – Environmental performance”.
2. Product Stewardship
Commitments 2022 Progress / performance

Target -46% vs. 2015
2035 -27%
CO2e Scope 3 intensity SBTi-validated
-46%
Delivered aircraft efficiency
60%
(gCO2 /km.pax)
2050 Support sector’s “net zero CO2 ambition” achieved-to-target
In 2022, the Company defined a target for its Scope 3 category decarbonisation of the sector. The metric is based on the
11 (use of sold products) for commercial aircraft products, Company’s corresponding scope 3 Use of Sold Product for
covering over 90% of its total emissions: commercial aircraft. In alignment with SBTi methodology, it
–– CO2: reduce scope 3 (category 11 – use of sold product) for now includes emissions from upstream fuel production and
commercial aircraft by 46% in terms of CO2 per passenger- predicted average SAF usage over the aircraft lifetime as per
kilometre. This target, alongside the Company’s scope 1 & 2 IEA SDS (ETP 2020) scenario. See “– 1.2.17 ESG Data Board –
target, was validated by SBTi in January 2023, showing the Environmental performance” for detailed methodology.
Company’s GHG reduction targets are aligned with the goals The Company is committed to contributing to meeting the
of the Paris Agreement adopted at COP21 in December 2015. Paris Agreement targets and to taking a leading role in the
It was set based on the carbon budget allocated to aviation by decarbonisation of the aviation sector in cooperation with all
the International Energy Agency in its Sustainable Development stakeholders. Consequently, the Company is developing a multi-
Scenario (SDS); faceted climate-impact programme for commercial aircraft. This
–– this is a physical intensity target, in line with the SBTi includes a focus on new aircraft technology development, SAF,
recommendations, and highlighting the importance hydrogen, air traffic management (ATM) solutions, and carbon
of technology and aircraft carbon efficiency for the removal solutions.
The aviation industry’s roadmap towards carbon neutral emissions by 2050

Source: the Company, based on ATAG Waypoint 2050 report (2021) - Scenario 3: “aspirational and aggressive technology perspectives”
2,500
CO2 emissions (in millions of tons)
2,000
frozen 2019 technology

Disruptive technology
1,500
Operations & Infrastrucures
Sustainable Aviation Fuels
Offsetting
1,000
Sector’s net zero 2050

aspirational goal
500
0
2020 2030 2040 2050

Aviation Industry Targets

The efforts of the aviation sector to reduce its environmental Scheme). In the most ambitious scenario, a reduction of up to
footprint started decades ago, with significant achievements to 40% of CO2 emissions can be achieved through technological
report. Since the 1990s, the sector has improved significantly developments, as illustrated by the graph.
the fuel and CO 2 efficiency of subsequent generations of
In Europe, the EU Green Deal creates conditions and
aircraft, thereby reducing CO2 emissions per revenue passenger
opportunities for the Company and the European aviation
kilometre by more than 50% (according to ATAG). In 2009, the
industry to accelerate the transition. The Company supports the
aviation sector was the first to agree at sectoral level on ambitious
ambition to reach a net-zero carbon aviation ecosystem in Europe
CO2 emission reduction goals through ATAG by committing to an
by 2050, and will contribute to the EU’s “2030 Climate Target
aspirational goal of reducing net emissions from aviation by 50%
Plan”. At the international level, in October 2022, ICAO member
by 2050 compared to 2005 levels. In September 2021, ATAG
states adopted a long-term aspirational goal (LTAG) that sets the
updated its ambition and commitment with the 2021 edition
objective of net zero carbon emissions in 2050 for international
of the “ATAG Waypoint 2050” report to reflect the industry’s
civil aviation operations. This paves the way for the transformation
increased ambition to achieve “net-zero carbon emissions” by
of the aviation sector on a level playing field and will accelerate
2050 and contribute to the Paris Agreement goals. Along with the
the development of mitigation measures such as fleet renewal,
revised ambition, ATAG provided several scenarios with ranges of
aircraft and engine technologies, alternative energy sources
improvement for each mitigation option (technology and design
such as SAF or green hydrogen, and the optimisation of the
improvements, operational and ATM enhancements, SAF (drop
operational practices and air traffic management enhancements.
in) and hydrogen (non drop-in) solutions, and market-based
The Company fully supports this international achievement.
measures including ICAO’s Carbon Offsetting and Reduction

The Company’s roadmap to reducing emissions 01

01
In this context and as a core axis of its strategy, the Company aims to accelerate the development of lower emission technologies in
order to market lower carbon aircraft such as hydrogen-powered aircraft. Fostering the ecosystem readiness including associated
infrastructure and the dynamic deployment of SAF will be another priority, in order to achieve the ambition while minimising the
recourse to offsetting, as presented below.
Strategic pathway 1 Renew current fleets with best-in-class aircraft
Around 75% of the global commercial aircraft fleet is still made up of older generation aircraft, ›› In 2022, 99% of the delivered
while latest generation aircraft are up to 25% more efficient than the previous generation. commercial aircraft corresponded to
Renewing the fleet therefore offers immediate huge potential for aviation decarbonisation. latest generation aircraft (2021: 95%).
The Company’s commercial aircraft portfolio includes the most efficient aircraft:
--A350 and A330neo offer 25% reduction in fuel burn and significantly reduced noise footprint ›› Continuous improvement commitment
versus the previous generation of aircraft; is also reflected by the Company’s
--the A320neo family brings a 20% reduction in fuel burn, and nearly half the noise footprint contribution to Europe’s CleanSky2
programme: a military aircraft C295
compared to previous generation of aircraft;
--A220 offers 25% reduction in CO2 emissions per seat versus previous generation of small from the Company has been used as
an in-flight technology demonstrator,
single aisle aircraft, 50% reduction in noise footprint and 50% fewer NOx emissions than the
standards. Flight Test Bed.
The Company is continuously improving its products through new aerostructures designs and
technologies, advanced materials, upgraded systems and more fuel-efficient engines aiming to
achieve CO2, NOx and noise emissions reductions in operations.
Strategic pathway 2 Developing and deploying SAF, with all aircraft types 100% SAF compatible before 2030
In order to accelerate its action plan, the Company strengthened its governance on this matter by creating a dedicated project team,
responsible for the end-to-end SAF roadmap strategy and deployment.
Deliver technical capability

Although they currently represent a small share of aviation’s fuel use, ›› Since 2008, the Company has acted as an important
SAF are key for the air transport sector decarbonisation strategy. All catalyst in the certification process, demonstration flights,
the Company’s commercial aircraft are already certified to fly with a partnerships and policy advocacy of sustainable jet fuel.
fuel blend of up to 50% SAF. SAF produced by using most advanced
pathways can provide CO2 emission reductions of up to 80% throughout ›› Since 2011, over 460,000 commercial flights have used SAF
their life cycle. This means that already today, the emissions from aircraft and more than 1 million flights with SAF are expected by
currently offered by the Company could be reduced by ~40% if their full 2025 (source: IATA, flynetzero, 2021).
blending capability was used.
›› Besides ECLIF and VOLCAN projects, flight test campaigns
Looking ahead, the Company’s ambition is to have all its aircraft started with the A380, with the A320 powered by P&W, and
platforms, including helicopters, capable of being operated with 100% with the H225 helicopter (with both engines).
SAF before the end of the decade.
›› Flight tests using blended SAF were also performed on
The 50% limit is set today to ensure the blended SAF fits within the JetA the A400M and C295 military aircraft. The Company, the
specification, and thus can be used on aircraft with no modification. Organisation for Joint Armament Cooperation (OCCAR)
Going beyond this limit implies either modifying the aircraft, and and the A400M customer nations are engaged in initial
surrounding infrastructure, to adapt to what would be a new fuel, “non- discussions to develop the roadmap towards the certification
drop in”, or working on a purely synthetic fuel that would fit within the and operational use of 100% SAF in military aircraft.
JetA specification, “drop in” solution.
›› In addition, the Company and other industry partners have
The Company is involved in two main research projects: VOLCAN carried out in 2022 the world’s first 100% SAF flight using an
(A319 with CFM engines) and ECLIF3 (A350 with Rolls Royce engines), in-service military aircraft.
conducted in partnership with important actors of the industry. Both
projects aim at assessing the impact of 100% SAF (non-drop in) on
engine and fuel systems while measuring the positive impact on aircraft’s
emissions and fuel efficiency. Both projects will pave the way for going
beyond current maximum blending levels for SAF (currently 50%). They
will allow the Company to collect information and enable further research
activities and technical work in order to reach the goal of gaining 100%
SAF certification for commercial flights.

“Prime the pump”

In addition, as an aircraft operator through its flight tests and internal ›› While the aviation sector contemplates an objective of
logistics, the Company strives to “prime the pump” by demonstrating 10% SAF globally by 2030, today’s pipeline of demand
market demand (see industrial operations). hardly exceeds 20 Mtons, suggesting necessity for further
acceleration.
In the context of the developing regulatory frameworks fostering SAF
market growth, the Company supports policies that would incentivise ›› The USA Sustainable Skies Act targets 3 billion gallons
SAF production and usage at affordable costs. In particular, the Company annually by 2030.
is supporting and sharing industry best practices, looking at production
levels assessment, life cycle analysis methodology and sustainability ›› The EU’s current “ReFuelEU” legislative proposal targets a
criteria and standards harmonisation. 5% SAF mandate for 2030 growing to 63% by 2050 (including
>28% synthetic e-fuels).
Foster SAF ecosystem readiness and partnerships

The Company believes a coordinated action of all actors could foster a ›› The Company estimates that products delivered in 2022 will
10% SAF penetration at the global level by 2030. see their life-time emissions reduced by around 14% thanks
to the gradual introduction of SAF during their operational
Today, SAF production is very limited. The price and global production life (compared to a “no SAF” scenario). This considers a SAF
capacity remain the main constraints for operators, preventing large- penetration scenario aligned with the IEA SDS (ETP2020),
scale incorporation of these types of fuels. A rapid ramp-up is necessary
and with the Company’s scope 3 disclosure and SBTI-
to enable the aviation sector’s ambitions and to decrease the emissions
validated target.
of the Company’s product in use. Matching SAF production and demand
is essential to achieve the establishment of the SAF market. ›› The Company is engaged in many initiatives and partnerships
The Company supports decarbonisation scenarios which include an promoting the development of SAF production and use,
ambitious rollout of SAF using all possible pathways (HEFA, alcohol-to- participating for instance in the World Economic Forum,
jet, Fischer Tropsch, power-to-liquid, etc.). including its “First Movers Coalition” and “Clean Skies for
Tomorrow” coalition, and in the Coalition for the Energies of
Actions need to be global and associated with regulatory frameworks the Future.
and incentivisation schemes. It is necessary to create market emergence
conditions: This also includes partnerships with producers such as the
agreement signed in 2022 with Neste, aiming to accelerate the
--give visibility and confidence to producers, be capable to attract aviation sector’s transition to SAF.
investors;
--give access for end users (airlines) to enough volumes at a fair price, ›› As a member of ICCAIA (through ASD), the Company has
and maintain a level playing field for aviation. actively supported the activities of ICAO defining the 2050
Positive momentum is seen in the European Union and in the US. A net zero carbon long-term aspirational goal for civil aviation
similar pace for creating a favourable ecosystem is needed worldwide. and continuously contributes to the Committee on Aviation
Creating favourable conditions for the SAF market to develop can be Environmental Protection (CAEP) on SAF.
achieved if stakeholders gather together in collaborative platforms such
as Commercial Aviation Alternative Fuels Initiative (CAAFI) in the US. ›› The Company contributed to the 2019 study from which the
French SAF roadmap was developed.
As of 2022, 38 countries have implemented SAF policies to support the
industry’s ambition, according to IATA. ›› In the UK, the Company is a member of the Jet Zero Council
under which a SAF delivery group has been put in place.
Regarding SAF production, the Company supports CORSIA’s standard emphasising the necessity to respect land rights and
land use rights including indigenous and/or customary rights. The Company is committed to complying with local regulations
and CORSIA’s standard for its own usage.

Strategic pathway 3 Investing in technologies to reduce product emissions 01

01
Disruptive engines and airframe to further reduce emissions
On the engine side, the Company is closely following innovations coming ›› In July 2022, the Company partnered with CFM to test flight
from the engine manufacturers, and supporting them to adapt their latest the “open fan” technology. The open fan architecture is a key
innovation to aircraft needs. component of the engine maker’s “revolutionary innovation
for sustainable engines” (RISE) technology development
The wings are often referred to as the second main lever to reduce programme – aims to demonstrate and mature a range of
aircraft emissions. Several technologies are being studied such as: new technologies for future engines that could enter service
-- the Company’s transnational research & technology programme, by the mid-2030s.
“wing of tomorrow”, has successfully delivered a first full-size wing
prototype or “demonstrator” that will help mature next-generation wing The open fan engine will be tested on an A380 in the second
technologies; half of this decade.
-- the completion of the first of three fully composite wing demonstrators
›› The “eXtra performance wing project”, launched in
marks the integration of more than 100 different component and
manufacturing technologies that include an all-new industrial assembly September 2021, improves wing aerodynamics and
system, and which have helped validate key automation targets; performance that is intended to be compatible with any
-- wing of tomorrow is particularly efficient thanks to the incorporation of future aircraft configuration and propulsion system to reduce
CO2 emissions.
lighter composite components and of a folding wing tip.
In April 2022, The Company completed wind-tunnel testing of
its eXtra performance wing demonstrator.
Hydrogen-powered commercial aircraft ambition by 2035

The Company believes hydrogen is one of the most promising ›› In 2020 the Company revealed three different hydrogen-
technologies for reducing aviation’s climate impact. If produced from low powered “ZEROe” concept aircraft. They illustrate the
carbon electricity through electrolysis, it allows a significant reduction in research that the Company is investing in with the objective
overall emissions. to bring a hydrogen-powered commercial aircraft to market
in 2035.
Aviation will be an end use application of hydrogen. The Company sees
two primary uses for hydrogen: ›› Progress was made in key areas in 2022:
--hydrogen can be used to directly power the aircraft by being -- the launch of the hydrogen combustion engine A380-
combusted through modified gas-turbine engines or converted into based demonstrator, in partnership with CFM;
electric power via fuel cells. The combination of both would create an -- the iron pod of a first fuel cell powered engine is ready
efficient hybrid electric propulsion chain powered entirely by hydrogen; to be tested in the EAS test house, and the launch of its
--hydrogen can be used to create eFuels (power-to-liquid or power- associated demonstrator, also based on a modified A380;
biomass-to-liquid synthetic fuels in combination with carbon from
biomass or enhanced carbon sink sources). ›› the launch of the Blue Condor demonstrator to study and
assess the impact of non-CO2 emissions induced by
From hydrogen propulsion to hydrogen-based synthetic SAF, from hydrogen combustion;
pod configuration to blended-wing aircraft, the Company is evaluating,
maturing and validating radical technological breakthroughs.
›› the launch of “Zero-Emission Development Centres” around
Europe (France, Germany, Spain in 2021; UK in 2022), and
the first prototype of cryogenic tanks -and coldbox- tested
with nitrogen and then hydrogen.

Foster hydrogen ecosystem readiness

The Company goes beyond technology maturation by collaborating with the wider ecosystem, and focusing primarily on the evolution of
market needs and how they can be answered with low-carbon hydrogen. It has engaged in many partnerships, as well as collaborations
and alliances with airports, airlines, and energy providers. Hydrogen can only become a substantial decarbonisation lever with the
support of all stakeholders.
›› In 2019, the Company signed a memorandum of understanding with airlines such as SAS Scandinavian Airlines and easyJet to jointly
research a hydrogen-powered aircraft ecosystem and its infrastructure requirements.
›› It has joined several major hydrogen alliances, such as the Hydrogen Council, Hydrogen Europe, and European Clean Hydrogen
Alliance. It has launched in 2020 a joint-venture with ElringKlinger in order to benefit from the huge cross-industry experience of other
industries, and accelerate its ambition.
›› It also participates in The Fuel Cells and Hydrogen Joint Undertaking, European Clean Hydrogen Alliance, France Hydrogène, French
Conseil National de l’Hydrogène, and the German Wasserstoffrat.
The ecosystem challenge (Multi-Parties Strategic Partnerships)
›› The Company promotes the “H2 Hub at airport” concept in which partners will join forces to adapt the infrastructure to the use of
hydrogen by aircraft, and more. In this context, it has signed partnerships with Delta, Wizz Air, Linde, Air Liquide, Changi Airport / Caas,
Korean Air, Incheon Airport, Kawasaki Heavy Industries, Kansai Airport, Plug Power, Fortescue Future Industries, ANA, Air New
Zealand, Vinci, Engie, AREC, group ADP, Bristol Airport, Hynamics, Hydrogen South West, SAVE SNAM and Milan Airport.
Electric flight
The Company’s work in electric flight has laid the ›› In 2022, the Company partnered with Renault Group to advance research on
foundations for the future concept of lower carbon electrification and mature technologies associated with next-generation battery
commercial aircraft. Since 2014, the Company has been systems. Engineering teams will focus on energy storage, which remains one
exploring how recent technology advancements – from of the main roadblocks for the development of long-range electric vehicles.
battery capacity and autonomy to electric propulsion – This includes technology bricks related to energy management optimisation
can help drive the development of new kinds of aerial and battery weight improvement, and looking for the best pathways to move
vehicles with the potential for significantly reduced from current cell chemistries (advanced lithium-ion) to all solid-state designs
impact. which could double the energy density of batteries in the 2030 timeframe.
EcoPulse. The Company has partnered with Daher and ›› The Company is also investing in the required facilities to test these new
Safran to develop a distributed hybrid-propulsion aircraft technologies. Inaugurated in 2019, the more than 3,000m2 E-Aircraft System
demonstrator with the support of France’s CORAC and House (“EAS”) is the largest test house dedicated exclusively to alternative
DGAC and for which it is providing battery technology propulsion systems and fuels in Europe. This means the Company can now
and overseeing aerodynamic modelling. test the latest electric motors and hybrid-electric engines directly on its own
Urban air mobility ambition. The idea for a compact premises, and develop its own low-emission alternative propulsion units.
“flying taxi” first came from the Company’s desire to take
city commuting into the air in a sustainable way. The
›› In May 2018, the Company created the Urban Mobility entity to take its
Company has learned a lot from the test campaigns with exploration into cutting-edge commercial urban air mobility solutions and
two demonstrators, CityAirbus and Vahana. Beyond the services to the next level.
vehicle, the Company is working with partners, cities; ›› The CityAirbus NextGen revealed in September 2021 strikes a balance
and city inhabitants in order to create the ecosystem between hover and forward flight. This product vision is intended to target
that is essential for this new operating environment to the first markets/use cases and support the creation and maturation of the
deliver a sustainable service to society. technology, business and industry.

Strategic pathway 4 Investing in smart air traffic management (ATM) solutions and optimised operations 01
01
Improving the efficiency of air transport operations and infrastructure could ›› Coordinated by the Company in the Single European
reduce emissions by up to 10% (source: ATAG). Sky ATM Research programme (SESAR), ALBATROSS
launched in 2021, is an initiative of major European
The Company therefore supports initiatives aimed at reducing ATM aviation stakeholders to demonstrate how the technical
inefficiencies such as the Single European Sky Air Traffic Management and operational innovations the Company delivered in
Research programme (“SESAR”), while working on disruptive practices
the past years can be combined and used all together
like formation flying. The Company also focuses on developing fuel saving
to further reduce the environmental footprint of aviation
procedures for airports and ground operations to minimise the use of engine
power and auxiliary power units (“APU”) while the aircraft is on the ground. on the short term. It includes technologies such
as continuous climb and descent operations, flight
The Company organises face-to-face forums and webinars every year with trajectory optimisation with real-time transmission of
airlines to exchange knowledge on how to improve ground and in-flight four-dimensional trajectory data and hybrid “taxibot”
operational efficiency and using latest technological solutions. Namely, a “fuel assistance on ground operations.
efficiency network” has been developed with representatives of the ecosystem
including airlines, ATM, engine manufacturers, airports and suppliers. ›› By end 2020, the Company’s fello’fly demonstrator
project had signed agreements with two airline
In November 2019, the Company launched the fello’fly project which aims to customers, Frenchbee and SAS Scandinavian Airlines,
demonstrate the technical, operational and commercial viability of two aircraft as well as with three Air Navigation Service Providers
flying closer together for long-haul flights. Through fello’fly, the follower aircraft (ANSP) – France’s DSNA (Direction des Services de la
will retrieve the energy lost by the wake of a leader aircraft by flying in the Navigation Aérienne), the UK’s NATS (National Air Traffic
smooth updraft of the air it creates. This provides lift to the follower aircraft, Services) and European Eurocontrol – to demonstrate its
allowing it to decrease engine thrust and therefore reduce fuel consumption in operational feasibility. In November 2021, two A350 test
the range of 5-10% per trip. aircraft conducted the first-ever transatlantic fello’fly flight
Through its subsidiary Navblue, the Company provides services helping its confirming the potential for fuel savings of more than 5%
customers to minimise fuel consumption with best operational practices, during long-haul flights.
innovative services and training.
›› In 2022, Metron’s ATM optimisation solution deployment
Through its subsidiary Metron, the Company provides solutions to airports, was further extended to Qatar and expanded in
authorities and airlines to optimise air traffic management taking into account Singapore. It is estimated that some 2Mt CO2 were
live congestion and weather condition data, hence reducing engines’ running avoided in 2022 by the global fleet thanks to this
time and fuel burnt. In 2022, flights in the airspace of nine countries could innovation.
benefit from it.
Strategic pathway 5 Encouraging temporary CO2 emission compensation schemes
Finally, CO2 emission compensation will be instrumental to stabilising aviation ›› In 2021, the Company and a number of major airlines
emissions in the medium term until disruptive solutions reach market maturity. – Air Canada, Air France-KLM, easyJet, International
For that reason, the Company supports ICAO’s CORSIA scheme as the only Airlines Group, LATAM Airlines Group, Lufthansa Group
global market-based measure for international civil aviation. and Virgin Atlantic – have signed Letters of Intent (LoI)
to explore opportunities for a future supply of carbon
The Company believes that direct air carbon capture and storage (DACCS)
removal credits from direct air carbon capture technology.
is a high-potential technology that could turn out to be meaningful in carbon
schemes applicable to aviation at some point. It involves capturing CO2 ›› In 2022, the Company partnered with 1PointFive and
emissions directly from the air using high powered fans. Once removed from pre-purchased 400,000 tons of carbon removals (see
the air, the CO2 can be used to produce power-to-liquid SAF that is drop- Offset Strategy above). It also invested in Carbon
in compatible with today’s aircraft. As the aviation industry cannot capture Engineering Ltd., a Canadian-based climate solutions
CO2 emissions released into the atmosphere at source, captured atmospheric company, operating the largest Direct Air Carbon
CO2 can also be safely and permanently stored in reservoirs within rock Capture (DACC) Research & Development facility in the
formations. This latter carbon removal solution would allow the sector to world.
extract the equivalent amount of emissions from its operations directly from
the air, thereby removing residual emissions.
Non-CO2 Effect Impacts

Aircraft engines produce emissions linked to the fuel combustion such as contrail-cirrus and NOx are short-lived components that
and indirect emissions formed in its wake. Those emissions, have stronger, but time-limited effects. Uncertainties are still
which have an impact on climate when flying in high altitudes, high on the exact impact of non-CO2 emissions of aviation. Lee
include CO2, nitrogen oxides (NOx), water vapour (H2O), nvPM et al. 2020, states that uncertainties around the contribution of
(non-volatile particulate matter of black-carbon or soot), non-CO2 emissions on aviation’s net effective radiative forcing
sulphur oxides (SOx) and condensation trails. Depending upon (ERF) are ~8 times higher than those of CO2.
prevailing weather conditions, altitude and geographical location,
Non-CO2 emissions can have both positive and negative radiative
non-CO2 emissions can change the chemical composition of
impacts. In particular, contrail-cirrus can have large cooling or
the atmosphere and the cloudiness, which in turn affect the
warming effects depending on several factors such as their
climate. CO 2 emissions contribute to increased atmospheric
location and time of generation, spatial coverage, lifetime, or
CO2 concentrations, which induce a low and positive radiative
optical properties (ice crystals size, shape, density), though the
forcing, but with cumulative effects due to the long lifetime of
effect at night is exclusively warming.
this greenhouse gas in the atmosphere. Non-CO2 emissions do
not have the same cumulative effect as CO2. Non-CO2 forcers

The Company is actively working on a large portfolio of The Company’s space products also play an important role
projects focused on increasing the understanding of non-CO2 in the understanding of climate phenomenon and monitoring
emissions generation, their evolution and their climate effects, of their evolution. Today, 20 of the Company’s satellites are
but also to evaluate and develop solutions covering several involved in climate change monitoring and an additional 20
promising mitigation options impacting three well-identified are in development. As climate adaptation entails preparing
domains: through the use of new energies such as SAF or for natural disasters, this critical geospatial data enables
hydrogen, enhanced engine technology and flight operations the Company to deliver data that helps governments and
(implementation of operational/ATM measures). These include: humanitarian agencies predict and manage disasters. Earth-
–– on SAF, the ECLIF and VOLCAN projects included a DLR’s observation satellites allow the monitoring of deforestation,
Falcon aircraft, flying within 100m behind the Company test rising sea levels and GHG emissions in the atmosphere. The
aircraft fuelled with 100% SAF, to capture and analyse in-flight Company is involved in all major environment-monitoring
data. The preliminary observations show a positive impact of satellite programmes in Europe and plays a key role in all
SAF on aircraft emissions, and the tests will continue in 2023; 12 of the Copernicus missions, the EU’s Earth Observation
–– on hydrogen, the Company launched Blue Condor in 2022, Programme. For instance, the Sentinel-5 Precursor satellite is
a demonstrator taking a modified glider up to 33,000 feet to fitted with an array of measuring equipment used for air quality,
analyse hydrogen combustion’s impact on contrail properties. ozone and ultra-violet radiation, and climate monitoring and
The result of this analysis will provide critical information on forecasting. Sentinel-5P takes up to 40 million observations per
aviation’s non-CO2 emissions, including contrails and NOx, in day and provides a much finer view of emissions than previous
advance of the ZEROe demonstrator flight testing; satellites or detectors on the ground.
–– on operational measures, the Company announced in 2022 In 2022, the Company has progressed on the development and
its participation in the Contrail Impact Task Force, a cross- testing of new technologies that will be featured on biomass,
sector cooperation led by the RMI (Rocky Mountain Institute) the first ever satellite that will report how much CO 2 is captured
to explore opportunities to address the warming impact of
by the world’s forests. The spacecraft will deliver accurate
certain contrails. It also submitted a project proposal in the
maps of tropical, temperate and boreal forest biomass and
frame of SESAR 3. If selected – expected early 2023, as
changes in the biomass stock that are not obtainable by ground
expected, the Company’s project (due to start in 2023) will
measurement techniques. In arid areas of the planet, it will see
run for three years with the objectives of improving weather
through to the underlying bedrock, enabling mapping of the
forecasting capabilities, improving climate impact assessment,
rock structure and search for subterranean reservoirs of water.
defining a climate-optimised concept of operations and trialling
system solutions at aircraft and ATC level. The project will Upcoming missions also include EarthCARE, monitoring the
bring together experts and partners from climate science, impact of clouds and tiny atmospheric particles (aerosols)
meteorological institutions, airlines, manufacturers and air on atmospheric radiation; Merlin, studying GHG and global
traffic control. to focus on effective and operationally viable warming; and Microcarb, measuring CO 2 levels.
solutions to aviation non-CO2 emissions.
The Company’s satellite-based services help support a
Products and Services Supporting Climate Monitoring more sustainable agriculture. They provide insights enabling
and Adaptation reduction in the use of nitrates, and play a significant role
Climate change-related disasters are set to become more in helping agro-industrial companies like Ferrero or Nestlé
intense and frequent. This will require immediate action from monitor adherence to their non-deforestation commitments.
rescue teams for whom the Company’s products play an The Company’s Pléiades Neo constellation delivers precision
important role. For instance, the Company’s helicopters are insights to help farmers cultivate their fields more sustainably in
used by public authorities around the world in missions linked the context of a changing climate. Pléiades Neo’s Red Edge band
to disaster risk management, including medical evacuation, makes it possible to accurately predict and pinpoint subtle stress
search and rescue or firefighting operations. In 2022, around situations in crops long before the problem can be detected with
20% of delivered helicopters were equipped for such missions. conventional vegetation indices or even the human eye. This
information will allow farmers to assess the root cause of the
Military aircraft platforms can play a crucial role in the protection problem and take remedial action before the ailment spreads
of populations from natural disasters, such as for example or crops are lost, enabling more effective climate adaptation.
during the aftermath of hurricane “Irma” in 2017 when several
European nations used their A400M and C295 aircraft to
transport first aid and humanitarian equipment to several
impacted Caribbean islands. In July 2022, a removable
firefighting demonstrator kit was successfully tested on the
A400M airlifter during a flight test campaign in Spain. Due to
its low-level flight capability and manoeuvrability at low speeds,
the A400M can accurately drop payloads of water at very low
heights, down to 150ft.

Investing in the Future 01

01
The Company is investing in and accelerating its efforts on five complementary strategic pathways to reduce its environmental
footprint, in support of the overall sector ambition, as highlighted above. Overall, a major portion of the Company capital expenditures
(CapEx), R&T, and R&D expenses is linked to its commercial aircraft activities and the realisation of these five decarbonisation
pathways. In 2022, the total R&D spend of the Company amounted to € 3.1 billion (2021: € 2.7 billion).
Progress and Performance

In 2022, the Company delivered 661 commercial aircraft. Of note, the emissions of five A330-200 aircraft destined to A330 MRTT
production are excluded from the commercial aircraft perimeter and included in the military aircraft perimeter as part of the “other
products” category. Based on an average life-time in service of around 22 years (average life-times specific to each aircraft type were
used in the calculation), and SAF uptake assumptions as per IEA-SDS scenario 2020, the total CO2 emissions for these products
over their anticipated life-time is estimated at around 425MtCO2e, which translates to an average efficiency of 64.4gCO2e per
passenger-kilometre. In 2021, the Company delivered 611 aircraft with resulting estimated life-time emissions of around 400MtCO2e
and average efficiency of 66.3gCO2e per passenger-kilometre.
100
90 88.8
80
70
64.4
60
50 Target
40
30
20
10
2015 2020 2025 2030 2035
Linear extrapolation to target Actual deliveries' average lifetime efficiency
Intensity metric bridge (gCO2e/RPK - 2022 datapoint)
-10.5
+13.4
64.4
61.5 SAF
benefit
Emissions
linked
to fuel
production
Intensity as per SBTi-aligned

2021 disclosure intensity metric

In 2022, in order to align with SBTi-validated target methodology, Efficiency metric (SBTi-validated target) – Since 2015, aircraft
the Company established a new efficiency metric that will be efficiency measured through this metric has improved by 27%,
used for performance measurement. Namely, the difference in largely supported by significant investments into new aircraft
the two efficiency metrics can be explained by differences in technology and designs, as well as by projected SAF uptake
the following two key assumptions: the integration of emissions impact to a lower extent. Given the variable time horizons of
related to the upstream fuel production and the consideration each of the five decarbonisation pathways presented above,
of the likely usage of SAF over the product lifetime, as per the it is expected that the increase of SAF used by airlines in the
IEA-SDS assumptions, as illustrated on the chart for the year coming decades will have a decisive impact for achieving this
2022. The Company estimates that products delivered in 2022 -46% target by 2035. The Company intends to develop means
will see their life-time emissions reduced by around 14% thanks to monitor the actual availability of SAF and the resulting impact
to the gradual introduction of SAF during their operational life. on aircraft emissions.
For all reported Scope 3 figures and performance metrics, see
“– 1.2.17 ESG Data Board”.
3. Supply Chain Engagement

Target 2022 Performance
CDP Engagement Maintain at least 75% 78%
Suppliers responding to CDP questionnaire of sourcing volume (based on year-1 turnover) +3p.p. vs. target
While the greatest contribution from the Company’s supply Sending feedback letters to all suppliers after the 2021 campaign
chain to decarbonisation will be the capacity of its suppliers to has allowed the Company to raise the awareness of suppliers and
accompany the development and delivery of technical solutions, propose areas of improvement. From the 2022 campaign results,
getting its whole supply chain operations engaged into the the Company is going to request multi-year action plans from
transition towards a low carbon economy also remains a priority. suppliers that got a C or D score in order to foster improvement
in the management of their carbon footprint. These action plans
Scope 3 Purchased Goods and Services will be followed up by the procurement organisation.
In 2021, the Company published a first evaluation of the GHG
emissions arising from the goods and services it purchases 4. Employee engagement
(Scope 3 – Purchased goods and service) based on its 2020
Contribution of Company Culture and Employee
spend that amounted to 11.3 MtCO2e. In the course of 2022, Engagement to Climate Objectives
the calculation methodology has been refined which resulted
Success can only be collective and the engagement of each
in a reduction of 12.5% of reported emissions to 9.9MtCO2e.
and every employee is necessary. Environmental targets and
Following similar assumptions, emissions based on 2021 spent
objectives, including the ones related to climate, are internally
were estimated at about 8.4MtCO2e. 2022 estimates will be
promoted under the label high5+. Periodic communication
computed in early 2023 as spent data consolidation is completed.
campaigns are led using different communication channels, such
These evaluations were performed using a dedicated tool as posters and the intranet. In addition, climate-related objectives
developed by the International Aerospace Environmental are part of the Company Top Company Objectives (“TCO”). In the
Group (IAEG) and are expected to be further refined in the process of being cascaded to functions and teams, TCO’s trigger
coming years as mass-based information can be used. See discussions where teams reflect on how and to what extent they
methodology details in “– 1.2.17 ESG Data Board – Environmental can contribute and set meaningful objectives. Furthermore, a
performance”. While this method includes a certain degree of dedicated section in the Company’s intranet provides information
uncertainty – considered high by the IAEG on a certain number about the Company’s commitment towards climate, and
of emissions factors used – it provides a relevant view of the related action plans are available for employees to expand their
sources of GHG emissions in the Company’s supply chain awareness. On the training platform, e-learnings in relation to
and enables comparison of the Company’s various scopes climate, such as “climate crisis”, “climate science”, or “climate
throughout its supply chain. change economics”, are freely available to employees while one
environment-related e-learning has been included since 2022
Notably, this evaluation helped prioritise the engagement with the in the Company mandatory yearly training plan, applicable to
highest contributing suppliers, through the CDP (see hereafter) or all employees. From October 2021 to September 2022, some
the Airbus Supplier Code of Conduct (see “– 1.2.15 Responsible 73,457 employees were trained in environmental awareness.
Supply Chain”).
Since 2021, the Company has established a global sustainability
CDP (formerly Carbon Disclosure Project) ambassadors network now comprising 448 ambassadors from
In addition, the Company considers a CDP score as a relevant across 18 functions and 18 countries. Ambassadors help to foster
indicator for assessing the maturity of its suppliers to address sustainability culture and awareness, engage their local teams
climate change, and requests its main suppliers to respond in various initiatives, and support the adoption and integration
to the CDP Supply Chain programme on an annual basis. In of sustainability objectives into the business, including climate
2022, it continued engaging with suppliers representing 82% and communities. In addition, in 2022, through the Company’s
of the Company’s total sourcing volume, following which “+impact” digital platform (launched across the Company in
suppliers representing 78% of the Company’s sourcing volume November), employees had the chance to participate in several
have completed the CDP questionnaire. In 2022, suppliers climate change-related challenges inspired by international days
representing 66% of the sourcing volume received an A or B such as World Water Day and UN Earth Day, recording over 1,700
score. individual actions (see “– 1.2.16 Community Impact”).

Incentivised Remuneration international scholarships, interdisciplinary programme of

student projects derived from concrete industrial cases in the
01
01
In order to better embed this ambition into the Company’s
performance management, CO 2 performance targets have field of “Future Aircraft Design”, and environmental engineering
been included in variable remuneration schemes since 2021 certificate with focus on the issues of sustainable development,
(See “– 1.2.1 The Company’s Approach to Sustainability – offering an approach to design aircraft over the entire product
Governance”). Such short-term incentivisation enables to life cycle, addresses eco-mobility and the economics of
accelerate the transformation of the Company and cultural air transport. It also provides a research component that
shift. The Executive Committee agreed in 2021 to include a focuses on technological developments that will improve the
reduction target for 2022 (compared to 2021) of -5% for CO 2 implementation of air transport solutions, making it possible
Scopes 1 & 2 (TCO scope, see above), part of the Top Company to reduce the global ecological footprint.
Objectives. The 2022 target was overachieved with an actual
performance of -8.5%. This target was set in absolute value Engaging with Policy Makers
at 687kt CO2e for 2023 (or -0.9% vs. 2022). In addition, when Leveraging on the Company’s unique understanding of
relevant, the transposition of TCOs into individual or team aerospace industry specificities, the Company is engaged in a
objectives may impact the variable remuneration of concerned constant dialogue with policy makers, directly or through trade
employees, such as engineers working on decarbonisation- associations. Such engagements are performed in compliance
related projects, or employees working on the Company’s with the Ethical business conduct principles described in
industrial decarbonisation roadmap. section “– 1.2.14 Business Integrity”, the Company’s Code of
Conduct and the Company’s Responsible Lobbying Charter.
Competence Management and Employability
In 2022, as a member of the industry association ICCAIA
The Company’s transition plan largely relies on technology through the ASD, the Company actively participated in the
and innovation. Anticipating, developing and securing required International Civil Aviation Organization’s (ICAO) work to define
competencies will be decisive, both for the Company to be guidance, standards and recommended practices aimed at
able to deliver on its commitment and for employees’ skills minimising emissions from aircraft and engines, as well as
to be adapted to a changing world. Due to the significant defining policies with regards to local air quality, climate change,
impact of lower-carbon aviation and eco-design (product) and noise. Specifically, in 2022 the Company has been an
on its business, the Company estimates that at least 50% of active member supporting the adoption of a climate “Long
engineering profiles will have to be upskilled by 2030. “Clean Term Ambitious Goal” to the ICAO 41st assembly in October. At
and Sustainable Aerospace” is identified as one critical skill European level, the Company has engaged with the European
group in the Company’s competence strategy. Specifically, Commission on climate change policies discussions such as the
identified skills requiring priority action are: hybrid propulsion, “ReFuel Aviation” initiative as part of the “Fit for 55” regulatory
hydrogen, electrical high voltage, cryogenics – directly related package. At national level, the Company has engaged with
to decarbonisation innovation – as well as supply chain France, Spain, UK and Germany in order to exchange on
environmental impact analysis or eco-design. Dedicated federal policies on climate change. In particular in France, the
learning paths are being developed and deployed under the Company has cooperated with the CORAC (Conseil pour la
leadership of academies in the Company functions. In addition, Recherche Aeronautique Civile) on research for technology and
when needed, targeted external recruitments will enable the fuels. As well, in 2022 the Company has directly discussed with
Company to align its workforce skills with its business challenge. the European Commission supporting the development of a
carbon removal framework with high environmental integrity
5. Engaging the Ecosystem
in Europe. The Company’s positions on climate-related topics
Cooperating with the Scientific Community are consistent with the principles and axis of the transformation
and Universities described in its transition plan, where it considers that emerging
Climate change is a critical challenge for humanity, and the regulatory frameworks could be a decisive enabler.
Company believes innovation and technology can bring some
pieces of the solution. Achieving this common goal will require Other Initiatives
all forces from the scientific community to be joined. Hence the The Company is also engaged in a number of initiatives
Company participates in a number of research programmes addressing its “less material” carbon footprints where relevant.
worldwide; it is committed to sharing acquired knowledge that When impactful and connected to its know-how, the Company
could help accelerate the progress of science. For instance, engages in various projects with local communities or partners,
the Company is collaborating with the DLR in Germany, and develops projects beyond its immediate core business that
Manchester Metropolitan University in the UK, with the ONERA could generate meaningful CO 2 savings.
or the Montpellier Business School in France, the Denmark
Scope 3 commuting – In 2022, in partnership with Toulouse
Technical University in Denmark, the Massachusetts Institute
Métropole, Tisséo (the local transport authority) and Sopra-
of Technology (MIT) in the USA, the Tsinghua University in
Steria, a smartphone application called Ecomode was
China or the European Joint Research Centre. The Company
developed to incentivise the shift to collective commuting
also created the CEDAR “Chair for Eco-Design of Aircraft”
(e.g. public transport and car sharing) or low-carbon individual
together with ISAE-SUPAERO (French aerospace engineering
mobility modes (e.g. bicycles). This has been deployed
school) in 2013. This five-year chair aimed to define disruptive
amongst employees in Toulouse and is of potential benefit to
concepts in air transport by introducing, from the start of
the citizens of all 37 municipalities of the Toulouse Métropole.
the design, innovative technologies. In 2019, the partnership
Such an initiative benefits both the Company and the whole
was renewed and adopted the main learnings of prior years
local community. At site level, cycling to work is encouraged
all while integrating a more comprehensive environmental
by improved infrastructures, cycling paths made safer in
engineering approach. The CEDAR Chair is composed of

collaboration with local authorities, and periodic “cycle to work” collaboration with local knowledgeable associations, as well
events organised. Car parks are being equipped with charging as with partners that have a global reach. Support can take the
devices to encourage the use of electric cars, and Company form of fund-raising, the coordination of humanitarian flights
car policy has evolved in order to incentivise the selection of using Company products or logistic aircraft, and providing
low-carbon vehicles by collaborators. satellite imagery for partners to properly assess a disaster’s
scope and adapt their response plans. For instance, in 2022 the
Airseas – Through its Airseas joint-venture, the Company is
Airbus Foundation organised humanitarian missions, including
co-developing kite solutions for sea vessels as complementary
providing free-of-cost chartering of air transport, in response to
carbon-free propulsion, with a potential to ultimately equip a
Cyclone Batsirai in Madagascar, Cyclone Rai in the Philippines
significant part of the global maritime fleet and generate up to
and also following the flooding in Pakistan. A mission was also
20% emission savings.
organised to deliver medical supplies to populations in Somalia
Climate adaptation, supporting local communities – Through impacted by severe famine. Over 43 satellite image requests
its Community Impact Policy – including corporate activities and were made on the dedicated portal platform, with partners
its non-profit arm the Airbus Foundation – the Company is conducting monitoring including flooding and weather impacts.
committed to support vulnerable communities through disaster For more detailed information see “– 1.2.16 Community Impact”.
response at a time when climate-related catastrophes are
getting more intense and frequent. The Company works in
1.2.3 Pollution
I. Introduction
Linked to the industrial nature of its operations, the Company’s In this regard, the Company is reportedly subject to multiple
activities may cause adverse impacts on the natural environment. regulatory provisions, including those of the EU Industrial
The Company strives to reduce this impact in compliance Emissions Directive (IED). The IED notably applies to the
with applicable standards, laws and regulations. As covered management of the Company’s industrial activities in France,
in this section, pollution includes air pollution (except GHG, Germany and Spain. This Directive requests operators of
see “– 1.2.2 Climate Change”), soil pollution, water pollution certain installations to establish the state of soil and surface
(surface and groundwater) and noise pollution caused by the and groundwater contamination at the start of operations, apply
Company’s activities and value chain. Pollution linked to the for a permit that includes conditions to prevent soil pollution
emission of volatile organic compounds (VOCs) is a primary through application of the best available techniques, and take
focus of the Company, as it arises from aircraft painting and necessary action upon definitive cessation to return the site to its
cleaning activities. Light pollution has been deemed to be non- initial status. Beyond this directive, the law on soil management
material to the Company’s value chain. Pollution may impact is covered under several national texts which may differ from
the Company primarily through the potential consequences one country to another, as well as in the permits issued for the
of business disruption arising from constraints on activities in Company’s industrial activities. Specific regulations cover the
the Company’s value chain in case of local pollution peaks, for topic of chemical substances, with the main regulations covering
instance. Eventually, unmanaged pollution risks could disrupt the Company’s activities and products being Registration,
the Company’s ability to operate, e.g. deliver its products to Evaluation, Authorisation and restriction of chemicals (REACH);
customers or imply depolluting costs. Restriction of Hazardous Substances (RoHS); Persistent Organic
Pollutants (POP); and Biocidal Products.
Pollution is regulated around the world. Overall, the Company’s
compliance with applicable standards, laws and regulations
is part of the operating licences granted by local authorities.

Pollution GRI SASB SDGs Others 01

01
305 – Emissions 9-12-13-17
Highest governance body(ies) Board of Directors / ECSC
involved Executive Committee / Environment Executive Steering Committee
Management system EMS – Environmental Management System
Relevant certifications ISO 14001 – 88% of workforce covered
KPIs 2015 2022 2022 vs.
2030 Target 2021 2022
Air emissions: Baseline vs. 2021 Baseline
VOC (tons) 0% increase 1481 1,042 1,120 +7.5% -24%
Other key metrics 2021 2022 2022 vs. 2021

NOx (tons) 226 207 -8.5%
SOx (tons) 14 16 +14%
KPI assumptions 2022 VOC emissions data is estimated. 2022 actuals will be consolidated in April 2023.
Additional resources Environmental Policy Statement , Sustainability on Airbus.com
II. Governance Chemical Substances

The Airbus Environmental Policy and overall governance, as Many chemicals used in the global aerospace industry to achieve
described in “– 1.2.2 Climate Change” applies to the pollution high levels of product quality and meet stringent technical
topic. performance, airworthiness and reliability requirements are
subject to strict regulations. These regulations impact key
III. Risk Management processes and products, such as surface treatments, paints
and fire protection.
Environmental risk and opportunities are managed following
the Company’s ERM system, see “– 1.2.2 Climate Change”. The Company remains committed to replacing such substances
Substance-related risks are included in the Company’s top risks, in products and processes. To help achieve this, it has put in
as reported in “– Risk Factors”. place a portfolio of activities and projects, working with suppliers
to identify, develop, qualify and deploy new technologies and
In addition, the Company’s ISO 14001 certified EMS solutions that avoid the use of substances classified as posing
notably applies the standard recommendations for pollution a risk to human health or the environment, while still satisfying
control audits, training, risk assessment and identification, airworthiness, certification and performance requirements.
implementation of risk prevention procedures (emergency
plans, simulation exercises). For example, sites shall conduct The Company also engages with suppliers to promote the
an analysis of environmental aspects and impacts at least every adoption of a similar approach through regular communication
three years, as well as each time a material change in operations and, more widely, by working together with the aerospace
occurs, also in connection with the Company’s ERM process. industry to promote worldwide harmonisation of regulations
While the EMS sets requirements, actual deployment, concrete and ways of working, taking into account the sector’s safety
means and measures are managed at site level and adapted and lifecycle specificities.
to the nature of a site’s industrial activities and to applicable
Using information obtained from its own design and suppliers,
regulations. For instance, in Toulouse and linked to flight test
the Company tracks, records, assesses and declares regulated
activities, concerned employees systematically follow dedicated
chemicals and materials. Since 2011, the Company has analysed
training sessions, including on instructions for fuel handling or
the impact of over 1,100 substances, and qualified and deployed
on procedures to follow in case of an incident. Also, each year,
substitutes for over 100 substances in 300 products.
more than five spill-related emergency situations (e.g. a kerozen
leak or a fire-fighting water spill) are conducted to test defined The Company invests substantial time and resources in research
emergency plans. At least one emergency situation is performed and development for technologies that use alternatives to regulated
in coordination with local authorities. substances. When it can be demonstrated that these technologies
meet the strict safety and reliability criteria required for aviation,
IV. Implementation/Activities the Company seeks to implement them in its aircraft design and
manufacturing. For example, the Company is, in cooperation with
Air Emissions its suppliers, developing, qualifying and progressively deploying
Air emissions – primarily referring to VOC emissions related on all its new aircraft, chromate-free corrosion protection and
to surface treatment – are mostly impacted by the number of paint systems for aluminium structures. Another example is the
deliveries. Substance substitution may also lead to the use of halon replacement project that researches alternatives to halon,
new chemicals with more VOC emissions which need to be a highly regulated ozone depleting substances family, used in the
monitored. Overall, in 2022, emitted VOCs increased 7.5% fire extinguishing systems in engines and cargo areas. Several
year-on-year, reflecting the increase in aircraft production rate fire extinguishing technical solutions are now being tested on
compared to 2021. aircraft in flight conditions, with an objective to roll them out into
production from 2027.

Noise
Noise around the Company’s sites can also be an important seeking to reduce the noise at the source. In Toulouse, the
topic for neighbouring communities. The Company is actively Company has launched the Median initiative, regrouping actors
engaged with local authorities and the affected populations to in charge of flight activities around the airport to find the most
minimise its impact, by adapting operating times and actively effective solution to reduce noise levels.
1.2.4 Materials and Circularity
I. Introduction
The Company recognises the challenges associated with of range and fuel consumption, and therefore has a benefit
depleting natural sources. This section covers its approach for customers’ expectations and the Company’s order book.
towards optimising the use of materials end-to-end – including Optimising the use of such high-value materials is directly linked
product life cycle, eco-design, circularity, and end-of-life to the Company’s competitiveness, while securing their supply,
considerations – with a focus on waste when it comes to its own as they become scarcer, is necessary to ensure business
industrial operations. The Company identified three materials continuity.
for which this approach is especially meaningful as they are
essential to aircraft manufacturing: aluminium, titanium, and Nevertheless, these materials can pose unique challenges in
carbon fibre-reinforced plastics (“CFRP”). terms of supply, application and recycling. Addressing this topic
requires an engagement and coordination with the end-to-end
While aerospace represents a small fraction of the global volumes value chain, from the extraction stages to the eventual disposal
for most materials – e.g. the Company’s aluminium consumption or recycling. Of note, the human rights aspects that may be linked
is estimated to be about 0.1% of the global market – it can figure to the sourcing of materials, including conflict minerals, as well
among the main users for some highly specialised materials as the potential environmental impact linked to their extraction
such as titanium or CFRP. The use of these materials, and the and processing are covered in sections “– 1.2.10 Human Rights”
impacts associated with their production or end-of-life, are and “– 1.2.15 Responsible Supply Chain”. A number of related
justified by their contribution to the efficiency of the end product, regulations apply to the Company globally, regionally and locally,
as they enable lighter structures and more efficient design. As such as the Basel Convention on the Control of Transboundary
around 97% of a typical aircraft’s life cycle impact comes from Movements of Hazardous Wastes and their Disposal, or the EU
its operational use phase, using lighter materials (which are Waste Framework Directive.
sometimes more impactful in their production processes) is
Finally, all considerations for optimising material use shall under
particularly effective in regards to achieving significant reductions
no circumstance be detrimental to product safety and shall meet
in energy consumption and emissions overall. Product weight
all technical requirements from stringent certification standards.
optimisation is largely linked to product performance in terms
MATERIALS AND CIRCULARITY GRI SASB SDGs Others

301 – Materials Hazardous Waste Management 9-12-13-17
Executive Committee / Environment Executive Steering Committee
2030 2015 2022 vs.

KPIs Target Baseline 2021 2022 2022 vs. 2021 Baseline
Waste produced -20% 107,986 71,152 73,751 +3.7% -31.7%
excluding exceptional waste (tons)
with no landfill or incineration
without energy recovery
Other key metrics 2021 2022 2022 vs. 2021
(More metrics and assumptions, see “– 1.2.17 ESG data board”)
% Material recovery rate 55% 60% +5p.p.
% Energy recovery rate 20% 16% -4p.p.
Additional resources Environmental Policy Statement , Sustainability on Airbus.com , Tarmac Aerosave

II. Governance Company has focused on metering and on data robustness

and accuracy for measuring waste, with a focus made on
01
01
The Airbus Environmental Policy and overall governance, as
standardising the practices towards waste collectors and
described in “– 1.2.2 Climate Change” apply to this topic. At
in line with regulatory requirements for greater traceability.
the operational level, a multi-functional team leads this activity.
The objective is to enhance data monitoring, reporting, and
Additionally, this was complemented at the end of 2021 for the
forecasting capabilities. This includes a harmonisation of
Company’s commercial aircraft activities by a specific cross
definitions, processes and assumptions. Priority has been given
programme forum that reviews, prioritises, and budgets waste
to commercial aircraft activities due to the industrial ramp-up.
or inventory-related initiatives.
In 2022, non-exceptional waste increased by 3.7%, largely
III. Risk Management explained by the commercial aircraft production ramp up context
Environmental risk and opportunities are managed through the and people returning to the workplace after the COVID-19 period,
Company’s ERM system. See “– 1.2.2 Climate Change” III. impacting general waste. The proportion landfilled or incinerated
without energy recovery amounted to an estimate of 23%.
IV. Implementation/Activities Hazardous Waste
The Company’s aircraft products make efficient use of these In the Company’s European operations, the main sources of
materials by being designed to operate for several decades with hazardous waste are contaminated packaging and chemical
high utilisation rates, being highly serviceable and repairable, waste, especially waste from surface treatment activities, oil, fuel
and ultimately allowing for around 90% of their constituents and various chemicals. While chemical waste reduction remains
by mass to be recovered, including recycling. The Company a priority, this is a topic also driven by chemical regulations,
promotes the development of a circular economy model, and it is the evolution of which may impact the roadmap’s ambition for
proactive in seeking ways to recover, reuse and recycle materials reducing waste as well as its timing (see Chemical Substances
beyond their initial life. Overall, in order to minimise the impact section in “– 1.2.3 Pollution”).
of its activities, the Company’s strategy relies on the approach:
avoid; reduce, reuse-recycle-repair, supported by a number of Increase the Lifespan of Components
enablers such as measuring, Life Cycle Analysis (“LCA”) and The Company’s components are designed to last over the
eco-design, or digitalisation. average aircraft service lifetime, which can exceed 20 years.
Some components, called life-limited parts (“LLPs”), have
Metallic waste accounts for more than 30% of the Company’s
a shorter lifetime, but still maximised considering physical
site-generated waste. Considering the risk of resource depletion
resistance, airworthiness and safety requirements.
versus growing demand, the Company has kicked off in 2022
a dedicated transformation project related to the circularity of Repairability – Reuse – Second Life
critical raw materials, especially non-ferrous metals, with a focus
With regards to LLPs, easy replacement and availability of
on the most material perimeter, its commercial aircraft activity.
parts over the whole programme lifetime are a priority. The
Avoid – Material Use Optimisation Company’s products are designed to be repaired when
damaged by a number of maintenance, repair and operations
Weight reduction through material use optimisation has always (MROs) companies worldwide and spare parts providers. The
been a priority in aerospace, as this is directly linked to aircraft Company’s after-sale activities include the sale of spare parts and
performance. Lately, the development of new technologies such the provision of maintenance, repair and overhaul services. LLPs
as additive layer manufacturing (ALM or “3D printing”), including can be overhauled to serve other operators, routes or missions.
for metallic components, enabled the redesign of parts, resulting In particular, passenger-to-freighter conversions are frequently
in significant improvements by limiting material consumption to considered to extend the lifetime of aircraft.
what structure and resistance require. For example, 3D printing
technologies such as direct energy deposition (DED) can reduce Recycling
the titanium raw material consumption by up to 70%. More
Waste generated by the Company’s industrial processes often
optimised design and manufacturing processes for metallic and
includes high-value materials, so optimising their circularity
composite components can improve the buy-to-fly ratios, as well
responds to both environmental and economic objectives. The
as reduce weight, material consumption, energy consumption
Company sends over half of its waste to be recycled. It is currently
and production costs. For instance, forming technology has
working on specific initiatives to further increase this rate, such
led to an aluminium material reduction of 80% for some parts
as specific loop creation for titanium in order to reintegrate chips
compared to machining from a plate.
or end-of-life parts into raw material manufacturing processes.
Reduce In addition, the Company sources material volumes of recycled
Industrial Waste materials that are used for the manufacturing of aircraft. As an
The Company also focuses on the waste generated by its order of magnitude, in 2022, 20% to 50% of aluminium products
operations throughout the manufacturing process and has set delivered to the Company (highest volume of material in an
an objective of reducing overall waste amounts by 20% by 2030 aircraft) came from recycled raw materials.
(from a 2015 baseline), with 0% landfilling and 0% incineration Finally, more than 90% of an aircraft’s weight can be recovered
without energy recovery. at end-of-life (including material and energy recovery) through a
A dedicated multi-functional team with skills from across the selective dismantling process. For example, TARMAC Aerosave
organisation such as engineering, information management, joint venture, provides such reverse manufacturing services,
procurement, industrial operations and facility management is including dismantling, sorting, packaging for reuse or sending
actively working on a waste roadmap. Over the past years, the to relevant waste collectors while ensuring parts traceability,

in various locations in France and Spain. A memorandum of Digitalisation, Traceability and Criticality Mapping
understanding between the Company and the city of Chengdu The Company leverages digitalisation as an enabler to optimise
was signed in 2022 for the launch of an aircraft life cycle and reduce its environmental footprint. For example, some
management service in China. Overall, TARMAC has recycled applications seek to improve design and material utilisation,
over 300 aircraft since 2007. or to optimise usage of critical resources. At the same time,
traceability of parts is essential to facilitate recycling. The
Life Cycle Thinking and Conscious Design
Company reports on marking parts to facilitate the ability to
The Company invests in LCAs for environmental impact reuse, recycle, and repair, while complying with legal provisions
accounting associated with a specific product, in accordance applicable to the sector. In addition, the Company has launched
with the requirements specified in the ISO 14040 standard. a dedicated traceability project to increase data availability and
Detailed LCA studies have been finalised for the A220-100, transparency from the aircraft “Bill of Materials” and leveraging
A220-300, A320neo and A350-900, covering over 95% of the on digital capabilities in collaboration with its supply chain.
Company’s deliveries of commercial aircraft products in 2022.
The Company is currently working together with the European As recommended by the EU Critical Raw Material (“CRM”)
Union Aviation Safety Agency (EASA) in the frame of the Product framework, the Company has created and is maintaining
Environmental Footprint initiative on the framework, to enable a dedicated Company framework – CRM. It is an internal
the publication of verified and standardised data in the future. methodology to assess that criticality of raw materials has been
developed on the axis of supply risk, environmental and ethical
In addition, the Company is deploying frameworks enabling impacts. Based on this, a regularly updated watchlist of the
environmentally-conscious design choices to reduce the footprint most critical raw materials for the Company has been defined
of projects and optimise aspects such as product end-of-life to influence design choices. The mapping of CRM in Company’s
management and critical raw materials usage. For instance, products is currently ongoing, based on available bill of materials,
in 2022 environmental assessments have complemented in the frame of an internal project. Additionally, the methodology
research & technology decision-making processes related to is currently being reviewed and improved by an external party,
commercial aircraft activities. Besides, as an example and part prior to being delivered in 2023.
of its Eco-design initiative, the Defence and Space Division used
LCA for the development of the Sentinel satellites that are built Competence Management
for the ESA. The Company’s Defence and Space Division is Circularity is a part of the Company’s sustainability and
engaged in a strategic transformation process which will focus environment competency strategy. Accordingly, related training
on increasing the circularity of its products, and expanding its modules have been identified and are in the process of being
product environmental impact assessment capabilities to include integrated in the Company’s training catalogue.
topics such as hybrid propulsion. These assessments would
be performed in addition to the regular LCA assessments for
satellites.
1.2.5 Water
I. Introduction
The Company’s water usage is mostly linked to non-industrial The Company analyses current and projected local water stress
uses, including sanitary, heating, ventilation and air conditioning, levels to understand where the Company’s activities have the
canteens and fire extinguishing. Around 15% of the water greatest impact on water resources and prioritise actions in
purchased/withdrawn is used for industrial uses such as surface these areas (e.g. south of Spain, northern China). This analysis
treatment, machining, non-destructive testing and painting. This is based on the World Resources Institute’s Aqueduct Water
section covers both withdrawal and discharge. Risk Atlas tool. Of note, the Company has also identified water
as a relevant topic in its supply-chain roadmap and is currently
Water consideration is included in the Company’s LCA approach.
assessing water-related impacts and risks in the supply chain.
Procuring the required water does not currently represent a
Due diligence aspects with regards to the potential environmental
material cost for the Company as overall withdrawn volumes are
impact on water resources in the Company supply chain are
relatively limited, especially for its industrial operations. However,
described in section “– 1.2.15 Responsible Supply Chain”.
securing water availability to operate the industrial processes
requiring water is critical for the Company and its supply chain Water discharge quality is managed by each site directly to
to ensure business continuity. ensure compliance with applicable local regulatory requirements.

WATER GRI SASB SDGs Others 01

01
303 – Water
9-12-13-17
and Effluents
involved Executive Committee / Environment Executive Steering Committee
Target Baseline 2022 2022 vs.

KPIs 2030 2015 2021 2022 vs. 2021 Baseline
Water:
Water purchased (m3) -50% 3,323,228 2,631,363 2,889,557 +9.8% -13%
Water withdrawal (m )3
0% increase 3,766,153 3,345,261 3,672,217 +9.8% -2.5%
Other key metrics

(More metrics available in “– 1.2.17 ESG Data Board”) 2021 2022 2022 vs. 2021
Percentage of water withdrawal from all areas with high water stress(1) 34% 30% -4p.p.
Areas identified with high or extremely high water stress. Water stress level as defined per the
(1)
Metrics assumptions
Aqueduct Water Risk Atlas in medium scenario for 2030.
Additional resources Environmental Policy Statement , Sustainability on Airbus.com
II. Governance The Company’s water usage is mostly linked to sanitation and
general uses (around 85%), while the rest is used in production-
The Airbus Environmental Policy and overall governance, as
related processes. The underlying approach is to reduce the
described in “– 1.2.2 Climate Change” are applicable to water.
use of potable water for uses where it is not necessary, while
ensuring that the overall withdrawal does not increase. While all
III. Risk Management concerned sites are working towards these targets to ensure
Environmental risk and opportunities, including the ones related advanced water management practices are implemented, a
to water, are managed following the Company’s ERM system, as keen focus is put on areas with current or future high water
described in the section “– 1.2.2 Climate Change”. In addition, stress levels. For example, local water stress levels are used
water has been identified as relevant to climate change physical as a criterion for prioritising the funding of projects (OpEx and
risks: work is ongoing to update the above-mentioned risks in CapEx) and for selecting sites for the launch of pilot projects (e.g.
line with the TCFD. proof of concept launched in Illescas (Spain) on digitised and
automated water consumption real-time monitoring).
IV. Implementation/Activities
In order to better monitor its approach with regards to water
management, the Company has set the following 2030 targets
(vs. 2015 baseline):
–– -50% reduction in purchased water;
–– 0% increase in water withdrawal.

The strategy is based on the following eight pillars:
Key pillars Description and rationale Examples of projects

Measuring as a prerequisite to Installation of smart water metres with automated and digital data transfer,
Measure/Metre identify water flows and manage high frequency and increased granularity (e.g. commercial aircraft sites and
consumption. Airbus Defence and Space Division sites in Europe).
Track consumption, identify
Smart metering on site/building/asset level, connection to digital platforms,
Monitor biggest consumers to focus
creation of KPIs and regular reports, alert systems.
priorities; detect deviations.
Identify and fix leakages,
Avoid waste Leakage detection campaigns at Blagnac (France) and Mirabel (Canada) sites.
reconsider processes.
Implementation of latest technical solutions for cooling at Illescas site (Spain),
Increase efficiency; equipment air conditioning, boilers and sanitary equipment retrofit at Puerto Real site
Reduce
retrofit. (Spain), replacement of water chiller with air-cooled systems in Portsmouth
(UK), reduction of irrigation at Miami (US) and Tianjin (China) sites.
Create (closed) loops; use Reuse for non-drinking purposes (e.g. toilets, gardening), industrial process
Reuse
the same volume several times. water loops for surface treatment and air conditioning.
River/lake water treatment and reuse at Hamburg and Friedrichshafen sites
Use rainwater, surface water,
Replace (Germany), rainwater harvesting at Toulouse site (France), groundwater use at
groundwater.
Donauwörth site (Germany).
Ensure high water efficiency
New Building Design standards from the design Certified building standards, e.g. LEED (Silver certification, Mobile site, US).
phase.
Employee awareness campaigns (e.g. World Water Day communication on
Communication Inform and engage employees.
internal portal).
In 2022, water withdrawal volumes increased by about 10% water dropped by 13%. In 2022, leaks were identified and fixed
compared to 2021, mainly as a result of people returning to the in Blagnac (France) and Mirabel (Canada), with an estimated
workplace after the COVID-19 period. When compared to 2015 impact of less than 2% on total water withdrawal.
baseline, water withdrawal reduced by 2.5% while purchased
1.2.6 Biodiversity
I. Introduction II. Governance
The Company recognises the considerable pressure planet Earth The Airbus Environmental Policy and overall governance, as
is facing as a result of loss of biodiversity. The latest 2019 report described in “– 1.2.2 Climate Change” applies to the biodiversity
of the Intergovernmental Science-Policy Platform on Biodiversity topic.
and Ecosystem Services (“IPBES”) demonstrates that the health
of ecosystems is deteriorating more rapidly than ever and the III. Risk Management
2021 IPBES-IPCC co-sponsored workshop shows the clear
Environmental risk and opportunities are managed following the
interdependencies between climate action and biodiversity
Company’s ERM system, as described in the section “– 1.2.2
protection. In this context, the Company intends to improve
Climate Change”.
its understanding of the impacts its activities and biodiversity
may have on each other alongside the interdependencies of this
subject with the Company’s ongoing climate actions. IV. Implementation/Activities
In order to progress its understanding of the impact of its activities
Moreover, the Company aims to contribute to the updated and
on biodiversity, the Company has identified the IPBES report as
new goals and objectives for biodiversity. These include the ones
a relevant framework to follow. In 2022, the Company launched
for 2030 and 2050 agreed at the 15th Conference of the Parties
a project to compile an inventory of potential impacts across the
of the UN Convention on Biological Diversity in December 2022,
five drivers of biodiversity loss: changing use of sea and lands,
in Montreal, according to which all signatory countries should
direct exploitation of organisms, climate change, pollution and
update their National Biodiversity Strategies and Action Plans as
invasive non-native species. Meanwhile, the Company presumes
well as National Biodiversity Finance Strategies. Key goals are
that the most material biodiversity loss impact is linked to the
also ones set by the European Union in the EU Green Deal and
impact of its commercial aircraft activities on climate change and,
the EU Biodiversity Strategy of 2020 that place the European
as such, efforts are prioritised alongside the existing climate-
Union at the forefront of this transformation.
related initiatives. See “– 1.2.2 Climate Change”. In addition, a
number of mitigation actions have been started in relation to
the other drivers.
Pollution: see “– 1.2.3 Pollution”.

Changing Use of Land out, if required, the necessary biodiversity inventories and the
applicable deadlines in the timeline of each project.
01
01
Overall, the ground footprint of the aviation industry, as a global
means of transportation, is limited to local sites; mostly airports
Restoring Biodiversity
and related activities. As for the Company, its operations are
located at a number of industrial sites. When building a new site The Company’s space products, and more especially
or extending an existing one, the Company engages with local Earth-observation satellites, play an instrumental role in the
partners on conservation and remediation projects to preserve understanding of biodiversity evolution. See “– 1.2.2 Climate
flora and fauna that were impacted by the Company’s industrial Change” / Transition plan / Products and services supporting
activities. This is done in line with applicable legal requirements. climate monitoring and adaptation.
In France, for instance, during and after construction works, In addition, the Company through its corporate community work
the Company strives to apply the Avoid, Reduce, Compensate and its Airbus Foundation has supported a number of biodiversity
mitigation hierarchy, as well as establish a budget for projects that aim to help preserve wildlife and natural ecosystems
compensation measures that goes beyond the duration of the at a community level, such as contributing to the International
project (for maintenance for example). This requires identifying Union for Conservation of Nature (IUCN) forest restoration
areas rich in biodiversity (in particular protected species), project. See “– 1.2.16 Community Impact”.
identifying the potential impacts on biodiversity, and carrying
Build Our Business on the Foundation of Safety

and Quality
1.2.7 Aviation and Product Safety
I. Introduction
The Company believes that everyone in the aerospace industry requirements to also focus on safety enhancement activities in
has a role to play to further enhance the safety of the air products and services. This also extends to the products and
transport system. Flying today is safer than ever before, and services of the Company’s Defence and Space Division that
collective efforts continue to ensure that it will be even safer by offer communication, collaboration and intelligence knowledge
anticipating and responding to risks, threats and challenges. solutions to assist government authorities, emergency service
While the foundations of the air transport system are built on providers and healthcare providers. For further information, see
regulatory compliance, the safety culture at the Company goes “– Information on the Company’s Activities – 1.1.4 Defence and
beyond compliance with certification and continued airworthiness Space”.
Aviation / Product Safety GRI SASB SDGs Others

416 – Customer Health and Safety Product Safety 12
Highest governance body(ies) Product Safety Board (PSB), involving several Executive Committee members
involved Board of Directors
Related corporate policies Airbus Product Safety Company Policy (A67)
Corporate Safety Management System
SMS EASA regulation (Parts 21/145/147/M/ORA), EU 996/2010, EU 376/2014
Management system
Products (for Commercial Aircraft products), ECSS-Q ST-40-C (for Space Products)
Relevant certifications
Operations and Def-Stan 00-56 (for Defence Products)
EN9100, EN9001, EN9110, AQAP 2110, AQAP 2210 and AQAP 2310
KPIs Target Horizon 2021 2022

% SMS officers nominated 100% permanent 100% 100%
% SMS officers trained 100% permanent 100% 100%
Other key metrics 2021 2022

Fatal accident rate Industry wide (1)
0.03 (Gen4) 0.05 (Gen4)
Metrics assumptions (1)
10 year moving average fatal accident rate (per million flights) per aircraft generation
Additional resources Code of Conduct , Product Safety on Airbus.com , Safety in Operations on Airbus.com ,
Safety investigation on Airbus.com , Health Onboard , Accident Statistics website

II. Governance Commitment to Just and Fair Culture

A dedicated safety organisation within the Company acts as an This commitment ensures that the appropriate reporting
independent voice of safety. The Chief Product Safety Officer channels are available and known to all employees to report
for the commercial aircraft activities of the Company reports product safety and quality-related matters in an atmosphere of
directly to the CEO and is the Chairman of the Product Safety trust and empowerment. It is documented and endorsed with
Board (PSB). Several Executive Committee members and senior the signature of the CEO, Executive Committee members and
executives are part of the PSB. This ensures proactive safety top management.
decision-making is based on multidisciplinary assessments at
the highest decision level of the Company. The PSB makes III. Risk Management
decisions regarding technical aspects, safety governance and
Applying proactive risk management principles has contributed
strategy. Regular reviews with the Board of Directors are also
to significant improvements to the safety of flight in recent
performed.
decades. This risk management approach drives the Company’s
The Company’s Safety Management System corporate safety process, which has been in place for more
than 15 years. It supports the principles of the Company’s
Consistent with ICAO Annex 19, the Company’s Corporate Safety safety enhancement culture, going beyond compliance with
Management System (“SMS”) is based on the four ICAO pillars: certification and airworthiness duties.
safety policy and objectives, safety risk management, safety
assurance, and safety promotion. The Company’s Corporate
SMS principles also integrate the end-to-end approach to safety
with the Company’s suppliers and operators. This is facilitated Consistent with its end-to-end approach and as part of its safety
by an appointed corporate SMS Officer and SMS Officers strategy, the Company has several collaborative initiatives that
per function with support from a network of nominated SMS contribute to reinforcing resilience capabilities in the air transport
representatives throughout the Company. system and enhancing the safety level of its products with all
key actors.
The Company’s Safety Strategy
For example, the Company is working with its supply chain to
To support the Company vision for safety – “we constantly strive extend its safety enhancement principles with its suppliers.
to enhance safety together in our quest to reach zero accident” This includes specific SMS forums and initiatives with its
– the Company’s product safety strategy is to: suppliers, which reinforce the collaborative approach for
–– implement programmes to continuously enhance the optimising responses to in-service feedback and reports.
safety culture to ensure each employee has a personal To ensure the safety and quality of parts used in aircraft and
and collective engagement consistent with the Company’s spacecraft manufacturing guarantees that the final product will
safety values; meet safety and quality standards, the Company cascades
–– provide means so that any employee can report safety related requirements to all its direct suppliers through contractual
concerns; terms and the Supplier Code of Conduct. These go beyond ISO
–– ensure product safety is a priority in decision making; and EN9100 quality standards, with the requirement for suppliers
–– share lessons learned and best practices with internal and to continuously train their employees on quality assurance and
external stakeholders, and take action as appropriate also ensure they are appropriately skilled. The Company leads an
based on identified top safety threats or opportunities. annual audit campaign to verify all quality requirements are met,
including performance and compliance. Priorities are defined
Regulatory Compliance based on risk ranking criteria that consider parts criticality,
Product certifications are provided by the competent aviation operational maturity and production capacity.
authorities including the main civil aviation authorities and specific
Sharing safety information is a key contributor to increasing the
military authorities. Within each Division, and according to their
level of safety. There have been 26 flight safety conferences
respective functions, the Company works to ensure compliance
with the Company’s customers since the first was held in 1994.
through design and certification of products under EASA Part 21
Another means of sharing information is through “Safety first”, the
Design Organisation Approvals (DOA); ECSS-Q ST-40-C (for
Company’s safety magazine contributing to the enhancement
space products) and Def-Stan 00-56 (for defence products);
of safety for aircraft operations by increasing knowledge and
manufacturing under Production Organisation Approvals (POA);
communication on safety-related topics. It reaches over 1,500
monitoring of in-service safety through approved EASA Part-M
aviation professionals daily via the website safetyfirst.airbus.com
Continuing Airworthiness Management Organisations (CAMO);
and the Safety-first app. D10X (short for Air Transport Safety,
aircraft maintenance and retrofit operations conducted in line
Destination 10X Together) is another collaborative initiative with
with civil and military EASA Part 145 regulations; and training
airlines. The aim of D10X is to propose and share pragmatic
provided to flight crews, cabin crews and maintenance crews
solutions together with operators of Company’s aircraft for the
through EASA Part 147 Approved Training Organisations (ATO).
key safety issues identified within this network.
The certified organisations within the Company where specific
In addition to these external safety promotion initiatives,
approvals are granted by the aviation authorities, are audited
the Company invests in internal safety promotion with the
and monitored by these authorities to ensure compliance with
objective of continuously reinforcing the safety culture of all
regulatory requirements. Additional audits are conducted by
employees. This is supported by different means including
third parties as part of the quality certifications appropriate to
communication campaigns, training, safety awareness sessions,
each Division, including EN9100, EN9001, EN9110, AQAP 2110,
and development of a safety promotion centre. SMS officers
AQAP 2210 and AQAP 2310.
are nominated and trained in all key business functions to

ensure implementation, and operation of the SMS within the

Company, including safety promotion. Since February 2021,
The Company also continues to innovate to benefit from
technological evolutions to further enhance both operations
01
01
all SMS officers have been nominated and trained. The above- and safety. All these initiatives lead to continuous improvement of
mentioned commitment to a just and fair reporting culture is the safety record. This is illustrated in statistics (below) showing
another example of an initiative that promotes the Company’s that the latest fourth-generation jets are the safest. All Airbus'
safety culture. These elements are integrated in the Company’s fly‑by-wire family aircraft (including A320, A330/A340, A380,
SMS action plan. A350, A220 fleets) are the latest fourth-generation aircraft.
10 year moving average fatal accident rate (per million flights) per aircraft generation
Efficiency metric evolution (gCO2/km.pax)
1,2
1.11
1,0
0,8
0,6
0,4
0,2
0.14
0.05
0,0
2000 2005 2010 2015 2020 2022
Generation 2 Generation 3 Generation 4
Fig. 10 year moving average fatal accident rate (per million flights) per aircraft generation.
Source of data: official accident reports, ICAO, Cirium, and Company databases. Flight cycle data provided by Cirium.
1.2.8 Cyber Security

I. Introduction
Cyber security risks have the potential to impact all business to emerging cyber threats. The cyber security paradigm adopts
operations, employees, plus products and services if incorrectly a compliance, regulatory and risk-based approach embedded
managed – either in confidentiality, availability or integrity. As across four asset bodies: IM, industrial, products and services,
such, the Company undertakes a continual process of cyber and people and workplace domains.
security risk identification and remediation, supplemented
Developing cyber security as a function of the business, with the
with significant cyber security capabilities for the anticipation,
relevant capabilities and stakeholders, ensures an evolutionary
prevention, detection and response to cyber threats and events.
approach for continued protection against emerging threats
Cyber security risk management is a core element of modern
and to support the business in securely enabling its digital
organisations, thus the Company has developed state-of-the-
transformation.
art cyber capabilities for the defence, detection and response

Cyber Security GRI SASB SDGs Others

Data Security 9, 12
Highest governance
Corporate Security Council; Digital Security Team (Cyber Security Validation Body)
body(ies) involved
Airbus Company Security Policy
Security Requirements for Company Information & Data Classification and Protection
Security Requirements for Information Systems Management
Related corporate Security Requirements for Affiliates
policies and directives Security Requirements for Industrial Automation and Control Systems
Requirements for Product Security
Requirements on Information Security for Suppliers
Specific Requirements on Information Security for IT Service Providers
Manage Airbus Company Security – aligned to ISO 27001 standard
Management system Monitor, Identify & Report Company Asset vulnerabilities
Assess & Treat Company Asset Security Risk
Key metrics 2021 2022

Number of data breaches reported to data authorities 1 0
Percentage involving confidential information 100% N/A
Cyber security awareness training e-learning participation (started 1 Jan. 2020, reporting period 1 Oct.-30 Sep.) 67,475 107,808
Corporate and IM Cyber Security headcount 290 437
II. Governance III. Risk Management

The Company has undertaken a cyber security transformation Confidentiality, integrity and availability are known to define cyber
since 2019 with the establishment of a federated model security objectives when thinking about systems risks. Corporate
of digital security encompassing accountable leaders in Security is accountable for security risk management and is in
respective organisational structures such as IT, engineering charge of defining cyber security risks taxonomy and managing
and operations. A dedicated team for security governance was the lifecycle in ERM, including strategy, organisation, roadmap
established, reporting to the Company Chief Security Officer and initiatives at company-wide level.
(CSO), responsible for the definition and audit of cyber security
In terms of cyber security, risk management is the aggregation
directives and methods aligned to major industry standards such
of continual risk reporting, cyber security validation processes
as ISO 27001 or IEC62443. The Company Chief Information
embedded within security by design principles for projects,
Security Officer reports to the CSO with a direct reporting line to
applications and infrastructures – in addition to the implementation
the CEO. Such an approach ensures localised accountability and
of digital security controls aligned to the Company’s enterprise
reactivity to cyber risks with centralised governance, reporting,
security architecture standards.
technical standards, and processes. Cyber security governance
encompasses both Divisions and global operations plus affiliates. Risk mitigation measures follow the principle of people, process,
and technology controls to reduce the likelihood and/or impact
Corporate Security Council of cyber incidents. The Company incorporates mandatory
The Company has established a Corporate Security Council, cyber security training and awareness for all employees with
chaired by the Chief Security Officer, for the coordination of additional engagements for employees in higher risk categories
security governance and to ensure consolidated security risk or where additional regulatory stipulations apply. Security
reporting from each of the four asset clusters: IT, industrial, processes are fixed through security governance directives,
product and services, and people and workplace domains. business management processes (e.g. MC.AS.01 Vulnerability
Management), and operating models. Technical security controls
Security Governance Directives are implemented and measured in accordance with ISO 27001
Security directives are published and audited to ensure the and other industry standard information security management
Company business follows the same standards for data standards.
protection and systems security. Key cyber security directives The Company implements a number of key technical security
include the ones listed in the table above (Related Corporate controls in the reduction of cyber incident likelihood including the
Policies and Directives). rollout of endpoint protection and data loss prevention tools, the
implementation of multi-factor authentication, and the adoption
of enterprise security architecture approaches. To reduce impact
from cyber events, it operates in-house security operations
centres covering both commercial and national activities; plus
a Computer Emergency Response team (“CERT”) analysing
cyber security threat intelligence and rapidly investigating and
containing cyber security incidents.

Cyber security risk management is under regular internal and

external audit, confirming processes and implementation to both
–– conducting an in-house full red-team cyber exercise for
continual process improvement and controls maturity. In
01
01
the Company’s and industry standards. Technical audits are also addition to a crisis management anticipation exercise around
conducted regularly on applications, systems and infrastructures a ransomware scenario;
in the form of cyber security penetration testing. –– certified Airbus cyber security diploma launched in France,
in order to reinforce and future-proof existing cyber security
Technical red-team (offensive) cyber exercises are conducted
competency, in addition to building an appropriate pipeline
minimally once per year for the evaluation of detection and
for future skills and needs. This diploma was validated by
response planning. These are in addition to annual cyber
the French administration in charge of delivering professional
security crisis simulations for evaluation of business continuity
certifications;
and reactivity. See “– Risk Factors – Business-Related Risks –
–– such activities have continued to reduce the overall cyber
Cyber Security Risks'.”
security risk, specifically around the increasing threat from
ransomware.
Building upon the enhancements of 2021, a number of key V. Outlook
initiative were undertaken in 2022 to improve the cyber security
There are no signs globally that the threats of cyber attack will
position, reduce associated risks and decrease the likelihood of
decrease; therefore, the Company maintains an advanced cyber
successful cyber attacks, including:
security posture and anticipates future threats. Specific focus
–– maintaining full coverage of core divisional company-issued is placed on:
laptops deployed with Endpoint Detection & Response (EDR)
–– ensuring continued compliance to international, national, and
tools;
industry specific cyber security regulations;
–– further enhancing data encryption mechanisms, especially
–– company resilience; ensuring prevention and recovery from
for cloud based security;
cyber skirmishes, and destructive ransomware attacks;
–– maintaining compliance with existing and evolving cyber
–– extended enterprise and supply chain cyber security
security regulations, and anticipating future national,
collaborations.
international, and sector-specific cyber security laws;
1.2.9 Health and Safety

I. Introduction
The Company continues to pursue its zero-harm aspiration. The on-site contractors health and safety management. Associated
safety of its employees and others is its top priority. The Company mitigation plans are defined jointly by the health and safety and
aims to improve the health and well-being of its employees operational organisations.
and everyone else who works within the Company perimeter.
The Company is applying the principles of the ISO 45001 for
Health and safety primarily addresses risk identification, and
its management systems. The Company risk mitigation plans
its elimination or prevention, to promote safer and healthier
follow the recognised health and safety hierarchy of control,
conditions in the workplace.
which is hazards elimination, substitution, engineering control,
Aligned with its ERM process, the Company has identified the administrative controls and, as a final measure, personal
following priority topics to manage: mental health and wellbeing, protective equipment.
hazardous substances and materials, working environment, and

The Company shall comply with a wide range of local and international health and safety regulations. It measures its performance
using company-wide indicators, such as the lost time injuries frequency rate, as summarised in the table below:
Health and safety GRI SASB SDGs Others

Vigilance
403 Occupational Health and Safety 8, 12
Plan
Board of Directors / Ethics, Compliance and Sustainability Committee
Occupational Health and Safety Governance Board (new)
Related corporate policies Occupational Health and Safety Policy A41, Airbus Code of Conduct
Management system Formal Health and Safety Management Systems
Relevant certifications ISO 45001 certified sites cover ~25% of employees
Key metrics 2021 2021 2022

(More in “– 1.2.17 ESG Data Board”) Published Adjusted New Perimeter
Lost-Time Injury Frequency Rate(1)(2)(3) 3.21 2.28 1.60
Lost-Time Injury Frequency Rate – commercial aircraft business (2)(3)
4.31 3.26 2.25
Lost Time Injury Severity Rate – FISH perimeter(3) - - 0.046
Near-miss – commercial aircraft business(1) 19,305 - 28,925
Total health and safety training hours delivered 128,795 286,815
Number of employees who received health and safety training(4) 28,144 90,490
Number of employees having attended “EH&S Certificate” modules 1 & 2 (4)
1,309 2,214
Core entities with ISO 45001 or similar certification ~one third ~one third
% of the Company workforce covered 25% 25%
A proportion of variable pay for executives and “Level IV” managers is tied to the achievement of the Company
Remuneration Lost Time Injury Frequency rate target and Lost Time Injury Frequency rate performance also features in
calculation of success share payment made to employees.
1. The “2021 Published” company frequency rate includes Airbus commercial aircraft business, Airbus Helicopters
and Airbus Defence & Space before the creation of Airbus Atlantic and Airbus Aerostructures as separate
entities.
2. The 2021 Airbus commercial aircraft “Adjusted” figure excludes sites transferred to the newly created Airbus
KPI assumptions
Atlantic and Airbus Aerostructures entities (formerly Stelia and Premium Aerotec and part of Airbus commercial
aircraft sites).
3. T he FISH KPI perimeter was adjusted in 2022, see section IV. Implementation/activities below for more detail.
4. R eporting period for training-related metrics is from 1 October to 30 September.
Additional resources People Safety on Airbus.com , Code of Conduct – incl. Health and Safety commitment
NB: in 2022, the company rolling FR1 (excluding Airbus Atlantic and Airbus Aerostructures) decreased from 2.28 to 1.60 however
if this perimeter included Aerostructures and Airbus Atlantic, the FR1 decreased from 3.29 to 2.23.
II. Governance
In 2022 the Company strengthened its governance of health –– the application of the principles of the International Standard,
and safety by creating a Company Occupational Health and ISO 45001, for the Company management system; and
Safety (OHS) Governance Board. The first meeting in July 2022 –– the development of a culture in which employees take
was attended by executive representatives of the Company, its responsibility for their own health and safety and that of others.
Divisions and regions, and was chaired by the Company’s Chief
Approximately one third of the Company’s core entities in home
Human Resources and Workplace Officer. The mission of the
countries are certified to the ISO 45001 Standard for health and
Company OHS Governance Board is to stimulate continuous
safety management systems. The Airbus Defence and Space
improvement by reinforcing the compliance and performance
Division sites have renewed their ISO 45001 accreditation in
oversight required by ISO 45001, and driving the ambition to
2022. Company-wide, this means that about 25% of employees
improve strategic and operational safety, health and wellbeing,
work on sites where the health and safety management system
while considering the needs of interested parties and the
is certified to ISO 45001. Other sites operate to the standards
business´s sustainability.
required by the Company Policy and have formal management
A public Airbus Occupational Health and Safety Policy Statement systems, even though they may not yet be formally certified.
was signed by the Company’s CEO in 2021. It enhances and
reinforces the company-wide Occupational Health and Safety
Policy priorities, principles and key initiatives including:
–– the continued identification and management of risks to people
and the business that could arise from work activities;

III. Risk management Mental health and wellbeing are also topics of attention for
the Company, especially given the increasingly challenging
01
01
Occupational health and safety risks are managed using the
personal and environmental factors. A management strategy
framework provided in the Company methods for “Health and
and mitigation plan have been defined, which include a network
Safety Risk Management” and “Incident Management”. Those
of “Wellbeing Focal Points” and relevant training. Further related
risks that are considered to have a high potential impact, including
mitigating activities are detailed in section IV. Implementation/
in the Company’s affiliates, are reported in the Company’s ERM
activities below.
system.
The Company’s affiliates report on their health and safety
The method for risk assessment and control consists of a
management status through the ICSA exercise or similar system
sequence of logical steps to identify significant hazards,
in the Airbus Helicopters Division. Their annual report on key
evaluate the risks, and prevent, eliminate or mitigate them. This
health and safety management system requirements forms part
is done following the hierarchy of control principles: elimination,
of the ERM process.
substitution, engineering control, administrative controls and, as
a final measure, personal protective equipment.
The health and safety priority topics identified within the Company
The Company’s goal is to enable an environment that’s safe
and forming part of the Company Vigilance Plan are:
and healthy for all. Risk prevention and promotion of safer and
–– hazardous substances and materials; healthier conditions in the workplace are also key wellbeing
–– working environment; enablers.
–– on-site contractors health and safety management;
–– mental health and wellbeing. Safety
The Company has deployed prevention measures and mitigation Key risk mitigation activities were pursued in 2022 including the
plans around these topics. continued promotion of the health and safety culture:
–– campaigns to support a safe return to work after a long break
The mitigation of the risk of exposure to hazardous substances
such as summer holidays;
and materials requires the Company to adhere to risk control
–– “Safety Awards” at site level to motivate and engage employees;
measures when suitable alternatives are not available and subject
–– safety mobilisation days such as the “Winter Road” campaign,
to appropriate authorisations. The mitigation plan includes
the “Mental Health Day” and “Safety Weeks”, supported by
the application of relevant Company methods of substances
“Level IV” managers;
and materials management, the development of surveillance
–– widespread “Safety Lab” sessions that prompted proactive
programmes, and the recording and analysis of all prevention
discussions;
and protective activity. Late 2022 saw the closure of a five-year
–– “Safety Box” training held in dedicated spaces raising
project called REACH-IT, and similar initiatives in the Divisions,
awareness about risk prevention. For some years this has
aiming at ensuring the compliance of the Company sites with the
been a successful initiative, allowing employees to express
stringent environment, health and safety conditions described
and engage on relevant safety topics;
in the European Union´s REACH Chromates Authorisations.
–– transparent sharing of safety related information, such as
The project has given the means to local management for
frequency rates and “Flash Alerts”.
maintaining a high level of protection of employees and the
environment where chromates are concerned, covering the The Company also refreshed some existing activities and
whole Authorisation period. developed new initiatives, such as:
Working environment risks include slip, trip and fall, site roads and –– mandatory environment, health and safety training in particular
infrastructure, and work at height. These are key areas of focus at managers level;
for the Company: in particular, working at height considering –– extending the “Safety Ambassadors” network;
the potential outcomes. As part of its risk mitigation activities, –– deploying multi-functional safety workshops;
the Company focuses on immediate containment actions –– broadcasting videos to encourage employees to be actors
while defining permanent solutions and putting in place robust of their own safety and to declare safety situations using the
monitoring, including at top management level. FISH tool;
–– introducing new topics such as mental health and well-being
On-site health and safety contractor management is another in the refreshed version of the “Safety Boxes” for the sites
priority topic. Due to its activities, the Company has various where all employees have completed the original “Safety
contractors working on its sites for which the interaction and Box”.
coordination of activities may generate risks of worker injury or
damage to products or infrastructure. As part of the mitigation Projects such as “People Safety@Work” (PS@W) for the
activities, a company-wide method for supplier and contractor Company’s commercial aircraft activities, the “We Care” initiative
health and safety management (M1243) has been issued. This in the Airbus Defence and Space Division extended to non-
method sets a standardised health and safety framework for operational areas, and the “Safe Together” initiative in the Airbus
the selection, approval and management of suppliers and Helicopters Division, continue the pursuit of positive cultural and
contractors who perform work for the Company on its work behavioural change.
sites. This method is under deployment locally, considering
already existing procedures and in line with local regulatory
requirements.

New harmonised training courses have been, and are being, –– “Health and Safety Conscience of a Leader”, reinforcing the
developed to support culture change and risk prevention, accident prevention role of leaders and the importance of
including: developing a positive health and safety culture.
–– health and safety fundamentals – A digital course providing Finally, the occupational health teams have continued to robustly
a high-level overview of occupational health and safety, the support the fight against COVID-19 and its consequences, by
regulatory framework and the management system approach providing advice and support for individual employees and the
in securing a safer and healthier work environment; business as a whole.
–– induction training – to guide managers in how to deliver an
effective workplace health and safety induction for new team Reporting and Indicators
members, also demonstrating the Company’s commitment
The Company’s employees are required to report accidents,
to health, safety and wellbeing;
near misses and hazards to their manager, who is consequently
Over 286,815 hours of dedicated health and safety training were required to investigate. The incident and investigation details
delivered to 90,490 individual employees between October 2021 are recorded and this data is analysed to identify opportunities
and September 2022. for risk mitigation and overall performance reporting. Lost time
injuries are reviewed and assessed where appropriate by the
Since their creation, around 4,000 employees have attended
relevant bodies, including safety committees. The Frequency
modules 1 and 2 of the “Airbus Environment and Health &
rate performance is also periodically shared with relevant work
Safety (EHS) Leadership Certificate”. Between October 2021
councils, including the SE-WC.
and September 2022, 2,214 employees attended these modules.
Modules 3 and 4 have been made available from end 2022. Company-wide data collection and analysis is performed on
Successful completion of all four modules will result in an FISH (Federated Information for Environment, Safety and Health),
externally validated certificate in health and safety competence. a global environment, health and safety platform, including an
incident management module. Around 80% of the Company’s
Leadership involvement is key in stimulating continual
employees including the active workforce, apprentices and
improvement. More than 180 executives and “Level IV” managers
temporary employees, are estimated to be covered under the
completed the “Leadership Masterclass on Environment and
FISH platform. The FISH perimeter continues to be progressively
Health & Safety” between October 2021 to September 2022.
extended. The deployment of the incident management module
In addition, the majority of executives and “Level IV” managers
is ongoing at sites in North America and the Asia Pacific region.
have now attended the practical “Back to the Floor” health and
Complimentary data are monitored by the operational health and
safety training.
safety teams. The harmonisation of data management and thus
more powerful analysis remains a goal.
Occupational Health and Wellbeing
Psychological health and wellbeing are priorities for the Company. One of the indicators used by the Company to measure its
Whilst the causes of psychological issues tend to be multifactorial, performance is the lost time injury (LTI) frequency rate (the
this does not alleviate the ethical and commercial reasons for “FR1”). This indicator is a company-wide standard designed to
supporting employees in pursuit of a state of wellbeing – which enable geographical and organisational comparisons and it may
is more than just the absence of ill-health. differ from the formulae used by other companies. This indicator
considers the work-related lost time injuries in relation to the
Mental health consultations are offered to employees on site working hours, on a rolling year basis. In the company incident
and remotely, providing opportunities for them to anonymously management method, lost time injuries are defined as those that
express concerns about personal or professional aspects in their require medical attention and which cause the employee to be
life. In addition, health and wellbeing support material is made absent from their normal work activity for 24 hours or more, not
available on the Company’s intranet pages. counting the day of the accident but including weekends and
Initiatives such as “Wellbeing seminars”, “Mental Health days” and holidays. This produces a figure of the number of injuries per one
“Therapy dogs” visiting sites have helped to raise awareness and million (1,000,000) worked hours. The 2022 end-of-year figure of
open discussion on these sensitive topics. The role of “Wellbeing the rolling frequency rate amounts to 1.60 Company-wide and
Ambassador” has been created and will be deployed in 2023. 2.25 for the Company’s commercial aircraft perimeter.
In 2022, the mandatory training list for managers included:

–– “Mental Health Awareness”, exploring ways to recognise and
address mental health concerns and supporting managers in
promoting good mental health;

The Company rolling 12 months employee lost time injury frequency rate 01
01
4
3
2.18 2.06 2.01 1.92 1.85 1.78
2 1.73 1.72 1.64 1.62 1.60
1.58
0
J F M A M J J A S O N D
2022
AIRBUS
The Company perimeter of the FR1 covers: V. Outlook

–– all main sites in France, Germany and Spain for the Company’s As part of the health, safety and operational environment “2030
commercial aircraft perimeter and the Company Divisions; Flightpath” vision, the Company aims to reduce the risk of work-
–– all main sites in UK for the Company’s commercial aircraft related injury and ill-health even further, by continually improving
perimeter and the Airbus Defence and Space Division; management system elements, monitoring and data analysis.
–– the Company’s commercial aircraft plants in Mobile, US and To enhance this approach, a company-wide health and safety
in Tianjin, China; incident review panel is being put in place to provide oversight
–– the Airbus Defence and Space Division site in Poland; of incident management and data quality. This oversight will
–– in 2022 includes the consolidated data from the Airbus include the work of the current local level review panels,
Helicopter Division’s Asia Pacific and Latin America affiliates; which determine accident classification. For 2023 onwards
–– not included are the newly created Airbus Atlantic and Airbus the ambition is to also audit FR1 at divisional / business level.
Aerostructures entities (and the French and German sites The Company will also continue to pursue its geographical
transferred to such entities in 2022). deployment of the FISH platform and tools supporting the
In the case of the Airbus commercial aircraft business FR1 prevention and measurement of physical and ill-health risk.
perimeter, all main sites in France, Germany, Spain and UK, Leadership competence will be further enhanced by the
and the commercial aircraft plants in Mobile, USA and in Tianjin, deployment of the final modules of the “Airbus Environment
China are included (for the avoidance of doubt, the Airbus and Health & Safety (EHS) Leadership Certificate”, which will
Helicopters and Airbus Defence and Space Divisions, and the provide managers with an externally validated certificate in
French and German sites transferred to the newly created Airbus health and safety management.
Atlantic and Airbus Aerostructures entities are not included).
Company-wide, the Company experienced an improvement of
more than 29% in the adjusted perimeter in frequency rate in
2022. The frequency rate figures are reviewed monthly by the
CEO and the Executive Committee and the data shared with all
executives and senior leaders in a monthly webinar.
In addition for 2022, the Company is publishing an injury severity
rate indicator. This indicator measures severity of an injury by the
number of lost workdays caused by the injury, enabling another
view of key risk areas. The severity rate perimeter is limited to
the FISH coverage and amounts to 0.046.
A total of 28,925 near misses have been declared on FISH
in the commercial aircraft perimeter. The Company pursues
investigation of near misses to identify cause agents and
mitigation actions that support accident prevention measures.

Respect Human Rights and Foster Inclusion

1.2.10 Human Rights
I. Introduction
A Commitment to Respect Human Rights In addition, in reflection of the growing importance it places on
As a signatory to the United Nations Global Compact since 2003, this topic, the Company endorsed including “respect human
the Company is committed to upholding international human rights” as part of its 2023 Top Company Objectives in the “in
rights principles and standards, including the International Bill all we do, we” section which aims to anchor good governance
of Human Rights, the International Labour Organization’s (“ILO”) practices and values into the business.
Declaration on Fundamental Principles and Rights at Work and The Company’s actions to progress its ambition to “embed
its Core Labour Standards. In doing so, the Company aims to and advance respect for human rights throughout its business,
implement policies and processes that respect applicable law operations and supply chain related to activities under its full,
in the countries in which the Company operates and take into direct control” follow recommendations identified through a
account the UN Guiding Principles for Business and Human human rights impact and gap analysis conducted by a specialist
Rights, and the Organisation for Economic Co-operation and external human rights consultancy in 2019. This analysis
Development’s (“OECD”) Guidelines for Multinational Enterprises. considered current and upcoming regulatory requirements and
“Respect for human rights” was prioritised by the Company international best practice as well as international principles and
as one of the four sustainability commitments agreed by the standards, including the UN Guiding Principles for Business and
Executive Committee and the ECSC at Board level during 2020. Human Rights. Details of these actions follow.
Human Rights GRI SASB SDGs Others Others

3-3 Management of material topics
Vigilance
408 Child Labour 4,5,8,16
Plan
409 Forced or Compulsory Labour
involved Executive Committee
Related corporate policies and Code of Conduct; International Framework Agreement; Airbus Supplier Code of Conduct;
reference documents Airbus Human Rights Policy
International Bill of Human Rights, ILO’s Declaration on Fundamental Principles and Rights
Commitments to take into account
at Work and its Core Labour Standards, OECD Guidelines for Multinational Enterprises,
external standards and frameworks
United Nations Guiding Principles
Target 2022
KPIs Target year 2021 2022 vs. 2021
% of investigations completed or in progress(1) 100% Permanent 100% 100% -
% of sites having undertaken a social assessment(2) 100% 2026 10%(6) 29% +19pp
% of findings closed within 18-months(3) 100% Permanent 100%(7) 100%(7) -
2022
Other key metrics 2021 2022 vs. 2021
Number of participants to human rights trainings – cumulative, reporting period:
5789 6955 +1166
1 Oct.-30 Sep(4)
Number of alerts of human rights concerns (5)
4 28
KPI and metrics assumptions:
(1)
Following reports of concerns linked to forced and child labour and other labour rights.
(2)
% of the Company’s sites with over 100 employees, cumulative since 2020, undergoing a social assessment including human and
labour rights (based on number of in scope sites at 2020).
(3)
Following social assessments including human and labour rights, carried out on the Company’s sites.
(4)
Cumulative number of participants who have completed e-learning modules on human rights and modern slavery since 2018.
(5)
Including forced labour and labour rights (received via OpenLine and other means) through the Company’s supply chain.
(6)
Cumulative since 2020. Due to a change in calculation methodology, this number has been reduced based on the 2021 report.
(7)
Number of site findings closed within 18 months 100%. Closure of identified findings related to corporate management systems
pending release of the Company’s Sustainability Due Diligence and Human Rights Directive.
Code of Conduct , Supplier Code of Conduct , Modern Slavery Statement , Human Rights on
Additional resources Airbus.com ,
OECD Guidelines for Multinational Enterprises , Due Diligence Guidance for Responsible
Business Conduct , ILO Declaration on Fundamental Principles and Rights at Work

II. Governance 01
01
The Executive Vice-President Communication and Corporate Affairs has top level accountability for human rights at Executive
Committee level. During 2022, following formalisation of the Company’s governance arrangements for human rights in 2020, the
Company held a number of meetings and presentations to support and advance respect for human rights. These included:
Governance Number of meetings in 2022 Key responsibilities

Ensuring the development and delivery of the human
Human Rights Core Team, chaired
Target 6 rights roadmap, including actions against agreed
by the Head of Human Rights
(achieved) targets and support for awareness raising and capacity
Roadmap
building.
Human Rights Steering Committee, Providing strategic guidance to support decision
Target 3
chaired by the Head of Sustainability making and prioritisation, as well as providing guidance
(achieved)
and Environment and support on progress.
Agree and guide the strategic direction of the
Company’s human rights ambition, agree and guide
Presentation on human rights to Target 2
the prioritisation of initiatives and resource allocation for
the Executive Committee (achieved)
implementation and review the status and effectiveness
of actions in progress (including roadmap/targets/KPIs).
Make and support decisions on identified salient
Presentation on human rights Target 1 issues and emerging significant risks, make and
at the ECSC (achieved) support decisions on key trends/legislation and provide
feedback and steering as required.
During 2022, the Company reviewed its governance on human (see “– 1.2.12 Social Dialogue”). An external Human Rights
rights to reflect its transition from policy-setting into business Policy Statement by the Company’s CEO, Guillaume Faury, was
integration. Part of this review included a review of the role of published on the Company’s website and provides a top level
the Human Rights Multi-Functional Team (MFT) which has now summary of the Company’s Human Rights Policy commitments.
transitioned into a Human Rights Core Team. The Core Team is
The commitments contained within the Human Rights Policy
made up of multi-divisional and multi-functional representatives
will be integrated into the Company through the deployment
from within the Company with key actions aligned to delivery of
of a dedicated internal Directive. This Directive brings together
the Human Rights Roadmap. In addition, the mandate of key
external requirements such as legal requirements and
internal networks, including the Sustainability Ambassadors’
international standards and principles, as well as existing internal
network and the Ethics and Compliance network were extended
commitments relating to human rights including through the
to cover the topic of human rights. Work will continue to embed
Airbus Code of Conduct, Airbus Supplier Code of Conduct,
human rights into these networks and ensure they have the
the International Framework Agreement and the Airbus Human
right competencies to adequately support the Human Rights
Rights Policy. A key focus of 2022 included raising awareness of
Roadmap.
the Directive and respective requirements with a view to prepare
Human Rights Policy the integration of the requirements into the Company’s internal
management system and processes. This work will continue to
Building on the human rights commitments and expectations that be a focus during 2023.
have existed in various key documents for many years (including
within the Airbus International Framework Agreement signed in
2005, the Company’s Code of Conduct and Supplier Code of III. Risk Management
Conduct), a key focus for 2022 included efforts to consolidate The Company’s identified salient human rights issues are
commitments to human rights standards and principles as well embedded into the Company’s risk portfolio in the frame of
as expectations in this respect (aligned to international human the Company’s ERM system and associated response plans
rights standards and principles including the United Nations developed to address identified impacts. Actions are reviewed
Guiding Principles for Business and Human Rights, the ILO Core regularly by the Human Rights Core Team and any salient
Conventions on Labour Standards and the OECD Guidelines for human rights issues requiring particular focus are escalated to
Multinational Enterprises), into a specific internal Human Rights the Human Rights Steering Committee as well as the Executive
Policy which was formally approved in 2022 and endorsed by Committee and ECSC as required. An update of actions related
members of the Executive Committee. to the Company’s salient human rights issues follows, with further
actions progressing throughout 2023. Taking into account that
A number of internal and external stakeholders supported salient human rights issues may change over time due to internal
the creation of the policy including divisional and functional and external influences, the Company is committed to reviewing
representatives of the Human Rights Core Team and Steering them regularly and at least once per year.
Committee and members of the Legal & Compliance team.
Externally the policy was reviewed by representatives from Salient Human Rights Issues
specialist expert human rights organisations, academics and
The Company’s initial salient human rights issues were identified
civil society. The policy was also presented and discussed
through a human rights impact and gap analysis carried out
at the Airbus Global Forum which brings together social
in 2019. This identification was based on desktop research,
partner representatives from the Company’s sites around the
a benchmark of industry peers and companies in similar
world and the Societas Europaea Works Council (“SE-WC”)
industries and an analysis of stakeholder expectations, including
which represents the Company’s European social partners

consideration from a rightsholder perspective. These issues Review of salient human rights issues
were reviewed, updated and validated during 2020 through
the Human Rights MFT and engagement with a number of key Salient Human Rights Issues
external stakeholders, including human rights NGOs, academics/
researchers and industry groups. The identified salient human -- Impacts related to products and services
rights issues (with impacted rightsholders in parentheses) and (passengers and citizens)
actions undertaken during 2022 follows: -- Impacts related to diverse and inclusive workplaces
(own workforce)
–– impact of products and services (passengers and
citizens): Overseen by the Company’s Executive Committee, -- Risk of forced labour (workers in supply chain)
the Company continued to review how to integrate human -- Impacts related to sourcing of raw materials
rights due diligence through existing processes and tools with (workers in supply chain)
a view to mitigating the risk of misuse of its defence products.
For further details of actions related to this salient issue, please During 2022, the Company undertook a full review of its salient
see the Due Diligence section below; human rights issues. This review followed a similar process of
–– forced and child labour and other labour rights identification as that undertaken in 2019 (via comprehensive
(contractors and supply chain): Key activities to mitigate document review, interviews with key internal stakeholders and
the risk of forced and child labour and other labour rights verification including with internal and external stakeholders)
in the Company’s supply chain included the continued roll and prioritisation and weighting based on severity (assessed
out of the Company’s revised Supplier Code of Conduct, from scale, scope and remediability criteria) and likelihood.
with strengthened expectations on forced and child labour During this review, stakeholder feedback was taken into
as well as other human and labour rights and a requirement account which led to the identification and prioritisation of
for suppliers to formally confirm adherence to the Supplier “underlying issues” to support more effective action plans.
Code of Conduct and to cascade the principles throughout The review also included an analysis of the Company’s ability to
their supply chain. In addition, the Company took actions use its leverage to influence mitigation of the risk (e.g., whether
to include human rights in the supplier onboarding process it is directly linked to the risk), or whether the Company has
and to strengthen its supply chain due diligence including caused or contributed to the risk. Actions to progress response
updated risk mapping (country and activity) and a review of its plans will continue through 2023.
risk identification and alert management process. For further
information, see the Due Diligence section below and “– 1.2.15 In addition, in order to strengthen the management of the action
Responsible Supply Chain”; plans, a governance framework has been established such
–– inclusion and diversity: During 2022, actions to progress that the Company’s salient human rights issues (and identified
this salient issue included a continued focus on the “25 by 25” underlying issues) are sponsored by relevant members of the
gender diversity ambition to increase female representation Company’s Executive Committee who will provide oversight of
at executive levels of the Company, creating a robust pipeline the action plans within the frame of the Company’s risk portfolio.
including specific leadership programmes for women, such In addition, a process for the regular review of the Company’s
as “MyWay” where the Company increased the numbers salient human rights issues is currently being developed which
of cohorts by 100% versus 2021 and to support inclusive will include ensuring a risk review is performed at least once
leadership. Furthermore, a mandatory inclusion and diversity per year, with a more in-depth review every three years. For
training module was rolled out for all employees achieving full details of the Company’s priority risks, see “– 1.2.1 – VII.
more than 95% by the end of 2022. For further information, Airbus’ way forward: vigilance plan”.
see “– 1.2.11 Inclusion and Diversity”;
–– the transition to decarbonisation (supply chain): 2022 Due Diligence on Human Rights
was dedicated to identifying the key areas of risk that the During 2022, the Company continued to strengthen its risk-
Company’s transition to decarbonisation may create, affecting based human rights due diligence taking into account the OECD
in particular human rights. The identified areas include the Due Diligence Guidance for Responsible Business Conduct.
potential impact on communities due to the production of This focus, which will continue throughout 2023, included:
SAF, carbon offset initiatives and specific minerals required in –– due diligence within the Company’s own operations;
the development and manufacturing of new technology. The –– supply chain due diligence;
Company is already engaged in various coalitions (e.g. the –– product and service due diligence (focused on the Company's
Roundtable for Sustainable Biomaterials and the International defence portfolio).
Sustainability and Carbon Certification) to ensure that human
rights dimensions are considered in these areas. For further This due diligence is intended to support identification,
information see “– 1.2.2 Climate Change” and “– 1.2.15 prevention or mitigation and remediation of human rights risks
Responsible Supply Chain”; across the Company’s value chain, including risks related to
–– data privacy: During 2022, the data privacy team continued forced and child labour, working time and wages, freedom
to implement and improve the data privacy programme of association and discrimination and harassment in both
throughout the Company. For further information see Privacy the Company’s supply chain and own operations as well as
section in “– 1.2.14 Business Integrity”.

risks in relation to the Company’s products and services. Key

activities conducted during 2022 under each due diligence
Nineteen onsite social assessments (from a target of 18) were
conducted in 2022 in countries including: China, Finland,
01
01
workstream includes: France, Germany, Malaysia, Morocco, Romania, Saudi Arabia,
Singapore, the UAE and the UK. The sites were selected based
Supply Chain Due Diligence on an analysis of country risk using publicly available indices
Through the Sustainable Supply Chain Roadmap, the Company (including child labour, forced labour and labour rights), the
undertook a full review of the way it conducts due diligence, type of activity (prioritising production facilities) and the number
including related to human rights, within its supply chain. For full of employees. In addition, any alerts relating to human rights
details, see “– 1.2.15 Responsible Supply Chain”. coming from other sources, including the ICSA process. Relevant
legislation was also taken into account.
Due Diligence Related to Own Operations
Through the HR team, the Company started to develop due During these assessments, findings were identified across
diligence in order to identify ways to manage risk related to 11 sites, including through in situ subcontractors. The Company
human rights within its own operations. This included: aims to close all site findings without undue delay and within a
maximum of 18 months.
–– development of a due diligence framework taking into account
the OECD Due Diligence Guidance for Responsible Business In order to strengthen its due diligence process, the Company
Conduct; has set a target to ensure that 100% of its sites with over
–– formalisation of governance for progressing actions related 100 employees are assessed for human and labour rights risks
to this framework, including the nomination of a project lead by the end of 2026. Since 2020, 29% of the Company’s sites
to support and progress actions; with 100+ employees have been assessed.
–– prioritisation of actions linked to the Company’s salient human
rights issues, which includes plans to conduct a risk-based Grievance and Remediation
impact and gap analysis to understand the potential risk of During 2022, the Company continued to promote its SpeakUp
forced labour on the Company’s sites as well as review of and ListenUp culture related to human rights concerns, including
relevant policies and processes. reinforcement of the use of its OpenLine confidential reporting
Further actions will continue during 2023. system, within its revised Supplier Code of Conduct (see “– 1.2.15
Responsible Supply Chain”).
Product and Service Due Diligence In 2022, the Company undertook a gap analysis of its OpenLine
(Focused on the Company’s defence portfolio)
policies and processes against upcoming legal requirements and
Overseen by the Company’s Executive Committee, the Company international standards and principles related to human rights,
continued to review how to integrate human rights due diligence in particular the UN Guiding Principles. Overall, the Company's
through existing processes and tools with a view to mitigating existing policies and procedures align with benchmark
the risk of misuse of its defence products. Analysis to date recommendations. Recommended additional actions included
has focused on the Company’s products with plans to review a review of the languages OpenLine is available in, and having
integration of the provision of services to follow. Actions during the link to OpenLine available on the Contact Us' page of the
2022 follow: Company’s website. These and other identified actions will be
–– recognising that human rights considerations already exist reviewed and progressively rolled out during 2023.
in the stringent export compliance process, an assessment
of the potential integration of actions, upstream of the export If an allegation of human rights breach received from within the
control process, to assess the level of risk of potential misuse. Company or through its supply chain or other third-party business
This assessment will support a decision to progress to the relationships is found to be substantiated, remedy would be
export control stage; sought through a variety of mechanisms. If an alert is received
–– the current proposal includes a due diligence process that via its OpenLine reporting system, the Company commits to
takes into account the potential risk of Company products acknowledge receipt of the report as soon as possible. The
being used in violation of human rights using criteria including Company has a global network of internal investigators, tasked
country risk and intended product use; with investigating allegations, including those relating to human
–– this draft process received approval to move to a pilot phase rights such as forced or child labour, or labour rights and working
during 2023 before further evaluation. conditions.
Further actions will continue during 2023. During 2022, 28 alerts of concern were raised related to human
rights or labour rights from within the Company’s supply
Social Assessments (Focused on Human and chain. This increase (from four disclosed in 2021) reflects the
Labour Rights) Conducted on the Company’s progressing maturity of the Company’s due diligence efforts
Own Sites as well as increasing awareness on human rights topics.
During 2022, the Company continued to conduct on-site social The alerts were raised through either the supplier screening
assessments focused on human and labour rights covering process, external reports (media/NGO reports) or the Company’s
its own sites. These assessments were carried out using an OpenLine. Following analysis, 24 of the alerts were closed with
independent third-party social assurance provider consistent no required actions; four remain open pending completion of
with the assessments carried out in the Company’s supply required actions. The Company will continue to investigate any
chain. new alerts during 2023.

IV. Implementation/Activities The Company is also a member of a number of industry trade

associations which during 2022 held focused discussions on
Awareness Raising and Training progressing human rights within the aerospace and defence
During 2022, the Company continued to raise awareness of industry. These include ASD (the Aerospace and Defence
human rights, including through the promotion of its dedicated Industries Association of Europe), GIFAS (French Aerospace
training on human rights and modern slavery, which is available Industries Association), BDSV (German Industry Association
to all employees in four languages. This training was updated for Security and Defence), ADS (UK Industry Association for
during 2022 to take into account the publication of the Human Aerospace, Defence, Security and Space) and TechUK (the UK’s
Rights Policy. During the period 1 October to 31 September technology trade association).
2022, 1,166 participants undertook this training (6,955 in total
The Company also engaged with a number of external
since its launch), which included information on how to identify
stakeholders on human rights in order to advance the topic
the signs of human rights abuse and what to do if anybody has
through external collaboration. These included academics,
concerns. This training will be part of the compulsory training
researchers, civil society organisations, officials and peers. A
for all employees of the Company during 2023.
number of discussions with the Company’s investors on the
Also during 2022, the Company created a dedicated eLearning topic of human rights also took place during 2022, including on
module on human rights targeting “Level IV” managers, the topic human rights due diligence related to defence sales.
including the heads of its subsidiaries and controlled affiliates.
In addition, an update of the Human Rights Roadmap was also
This eLearning formed part of the compulsory training for the
presented to key internal stakeholder groups including the SE-WC
Company’s Executives during 2022 and will remain on the list
comprising social partners from across the Company’s European
during 2023. Since its launch up to 31 September 2022, 489
sites.
participants have completed this training.
Furthermore, during 2022 the Company introduced a pilot Regulatory Compliance
programme of in-depth training aimed at buyers and supply During 2022, the Company undertook an analysis of current
chain quality managers focused on human rights and in and upcoming legislation related to human rights including
particular identifying forced labour. This programme aims to Germany's new Supply Chain Due Diligence Act. Actions to fill
provide interactive small group virtual training to ensure deeper any identified gaps will be undertaken throughout 2023.
understanding and engagement. The aim is that this training
will be rolled out further during 2023. During 2022, in accordance with the UK Modern Slavery Act
and the Australian Commonwealth Modern Slavery Act, the
Additional topic-based training relating to human rights is also Company published a Modern Slavery Statement outlining the
available to all employees of the Company, a number of which actions it had undertaken to mitigate modern slavery risks in its
are mandatory, including inclusion and diversity topics such as global business, operations or supply chain. This Statement was
unconscious bias. published on the UK Government and Australian Government
The Company also published a number of articles on human websites as well as the Company’s website. In addition the
rights internally via its Hub Portal and Airbus TV during 2022. Company completed the UK Ministry of Defence (MoD) Modern
This communication was aimed at demystifying human rights Slavery Assessment Tool.
as well as focusing on topics such as forced labour and
wellbeing, and included interviews as well as opportunities to V. Outlook
provide comments and feedback. Communication will continue During 2023, the Company will continue its focus on embedding
throughout 2023. and advancing its commitment to respect human rights
throughout its business, operations and supply chain. Specific
Stakeholder Engagement and Collaboration ongoing actions include:
During 2022, the Company continued its membership of the –– progressing actions identified as part of the Company’s human
Global Business Initiative on Business and Human Rights rights roadmap;
(GBI), a specialist peer learning group focused on advancing –– progressing response plans related to its identified salient
respect for human rights throughout the world. As part of its human rights issues;
membership, the Company also took part in three dedicated –– progressing social assessments focused on human and labour
workstreams: downstream due diligence, environment and rights throughout the Company’s sites;
human rights and tracking and measurement, the progress of –– capacity building with key teams including development of
which were shared with other GBI members. training, communication and awareness raising;
–– ensuring alignment of actions with current and upcoming
legislation.


01
I. Introduction
“Respect human rights and foster inclusion” is one policies and hiring practices. The I&D strategy aims to ensure
of the four sustainability commitments. This priority reflects the that the Company:
focus the Company puts on inclusion & diversity (“I&D”) and –– creates a safe environment and inclusive culture where
is illustrated by the 147 nations that its employees represent. collaboration, empowerment, continuous learning and
An I&D position statement outlines the Company’s commitments accountability are promoted and valued. The Company has
to creating a safe and inclusive culture, including zero tolerance zero tolerance for harassment or discrimination of any kind;
to discrimination and harassment, while the Company’s –– attracts, recruits, develops and retains a large and diverse pool
Code of Conduct and Supplier Code of Conduct express the of talents. This talent is a reflection of the Company’s customer
expectations towards both employees and suppliers in this and supplier base as well as the communities around;
respect. –– develops a thriving work environment supported by its values
system, leadership model as well as a Code of Conduct
In line with the Company’s values, a comprehensive I&D strategy
understood and lived by all;
drives the Company’s approach to embedding I&D focusing on
–– is committed to have a positive long-term sustainable impact
intergenerational, ethnic, social and cultural diversity as well as
not only in the aviation sector but also in the communities the
gender equality, LGBTQ+, neurodiversity and disability-friendly
Company works in by being signatories to the SDGs.
Inclusion & Diversity GRI SDGs Others

405 Diversity and Equal Opportunity,
4, 5, 8, 16 Vigilance Plan
406 Non-discrimination
Highest governance body(ies) Board of Directors / ECSC; Executive Committee
involved Inclusion & Diversity Board
Human Resources Airbus Company Policy
Related corporate policies
Airbus Code of Conduct
and documents
Airbus Supplier Code of Conduct
External standards or Universal Declaration of Human Rights
frameworks taken into OECD Guidelines for Multinational Enterprises
account ILO Conventions
2022
KPIs Target Target horizon 2021 2022 vs. 2021
% of external hires to be 33% Yearly 22% 27% +5p.p.
female (active workforce)
% women in Board of
33% 2022 25% 33% +8p.p.
Directors
% women in senior
18% 2022 14% 16% +2p.p.
management – Executives
Number of men in senior
821
Number of women in senior
157
Other key metrics 2022

2021 2022
(More in “– 1.2.17 ESG Data Board”) vs. 2021
% women in active workforce 19% 20% +1p.p.
% women in Executive
25% 25% +0p.p.
Committee
% women in “Level IV”
16% 17% +1p.p.
managers
Code of Conduct – incl. non-discrimination commitment ,

Inclusion and diversity on Airbus.com ,
Airbus International Framework Agreement – incl. Equal Opportunities commitment
UN Women’s Empowerment Principles – CEO statement, AD CEO statement,
Additional resources LGBT+ Charter with L’Autre Cercle Association for an inclusive work environment,
France Gender Pay Gap Statement 2021, UK Gender Pay Gap Report,
Airbus UK I&D Agreement, Women in Aviation and Aerospace Charter ,
Women in Defence Charter ,
Partnerships supporting people with disabilities: Atouts pour tous , Handisup ,
Handi Proconseil

II. Governance Gender Diversity in Senior Management –

The I&D team is part of the “DEVELOP Centre of Expertise” Executives
within the Human Resources function and represents Airbus The Company strives to accelerate female representation in
and its Divisions, with regional I&D focal points supporting the leadership roles. Accordingly, it has set targets for gender
implementation of the I&D strategy globally. diversity in Executives management positions, associated with
a dedicated action plan. It includes slots in dedicated leadership
An I&D Advisory Board, chaired by the Chief Human Resource programmes, aimed at development of leaders selected from
Officer with representatives from the Executive Committee and across various geographies and functions. In 2022, performance
other Divisional and regional executives, meets quarterly and stood at 16% against a 18% target, which is a 2p.p. increase
provides top level oversight and input into the I&D strategy, as year-on-year. The company is committed to pursuing efforts,
well as reviews risks or issues raised, providing support on new focusing on leadership programmes, mentorship, sponsorship,
initiatives, processes or changes to policy and makes appropriate targeted recruitment and strengthening promotions pipeline to
recommendations to the Executive Committee. enhance female representation on executives positions.
In addition, local I&D steering committees, championed by
“Level IV” managers and executives in the regions, provide Other Diversity Dimensions
additional support to embed and advance the I&D strategy, The Company is also accelerating change through its employee-
locally and provide valuable input to the I&D team and advisory led Employee Resource Group “Balance for Business”
board. The steering committees are supported by a network of network, which has around 10,000 volunteer members
diversity business champions embedded in the business, who worldwide. Initiatives run through this network include roadshows
advocate for an inclusive working environment. promoting employee-led initiatives such as peer-to-peer
mentoring, confidence building and encouraging employees to
III. Risk Management challenge stereotypes and build their careers. The network also
supports some outreach initiatives.
Any identified risks related to I&D are recorded in the Company’s
ERM and appropriate action plans agreed. Progress is reviewed Other employee-led networks such as WIN Together, the Airbus
quarterly. In addition, any alerts related to I&D raised via the Africa Network, Spectrum (Racial diversity and inclusion), Pride@
Company’s SpeakUp culture, including its OpenLine reporting Airbus (LGBTQ+), Generation-A (Millennials), Seniors Talent and
system, are investigated in accordance with the Company’s (Dis)Ability ambassadors networks are key to raising awareness
investigation process. of I&D, promoting inclusion, equal rights and increasing
visibility. Initiatives include mentoring, leadership development
IV. Implementation/Activities of under-represented groups as well as conferences and
discussions open to all employees.
Gender Diversity
The annual Ability Weeks campaign aims to raise awareness
The Company supports various national and international
on disability across the Company and worldwide. This includes
initiatives such as International Women’s Day, and since 2018
a series of workshops and awareness sessions on topics such
the Company has committed to the UN Women’s Empowerment
as: digital accessibility, workplace adaptations, mental health
Principles aimed at empowering women to participate fully
care. During 2022’s campaign, more than 3000 employees
in economic life. The Company has also led the “Women in
participated in live workshops, and over 30 events were
Aviation and Aerospace Charter” and has been instrumental
organised worldwide. These events are also an opportunity for
in the development of the “Women in Defence Charter”
the Company to share some of the initiatives set up internally,
which demonstrates the commitment of a growing number of
such as Airbus Humanity Lab showcasing prosthetic blades
organisations across the industry to build a more balanced and
made from recycled carbon from a production line.
fairer industry for women.
Highlighting that being unique is valued and that difference is
In order to actively follow the four sustainability commitments,
welcome, the Company ran an awareness campaign during 2022
dedicated training courses on I&D related matters are
to promote awareness of the importance of digital accessibility
permanently available to all employees and promoted within the
for employees with disabilities as a means for inclusion.
learning catalogue and are as well included in the compulsory
learning plan. With a special focus on leaders, the Company During 2022, the Company also engaged in various social
launched a “Management Basics & Leadership Foundations diversity programmes in partnership with a number of different
Programme” to ensure that inclusive leadership becomes the associations to promote quality education and mentorship for
norm at all levels in 2020. In 2022, the MyWay Women leadership young people from underprivileged areas. For example, the
programme, dedicated to women leaders of tomorrow, registered Company participated in the French government’s initiative “La
100 women, twice as many as the previous year. To date, this France, une chance. Les entreprises s’engagent!” to encourage
programme has trained over 220 women, including the current companies to help everyone find their place in society by taking
cohort. The Company’s leadership development programme actions such as recruiting from underprivileged areas, promoting
attendances are balanced in terms of gender representation. education learning and committing to responsible purchasing
(inclusive supply chain).
Further dedicated role model sessions called Women@Airbus,
digital recruitment events to encourage more women to apply
for jobs, have been carried out online with over 400 women V. Outlook
participating. During 2022, the Company disclosed its gender In 2023, the Company will pursue its I&D ambition, aiming
pay gap as required by both French and UK legislation, and at embedding I&D in everything it does. Priorities for 2023
continues to put measures in place to ensure gender pay parity include continuing the Company’s focus on gender parity,
worldwide. while simultaneously strengthening focus on other aspects of

the I&D strategy such as disability, internationality and cognitive

diversity. Upcoming actions on I&D include:
–– increasing awareness and training on inclusive leadership and
unconscious bias;
01
01
–– eliminating systemic barriers during talent recruitment, –– leveraging and reinforcing business ownership and
development and management; accountability through the Company’s network of diversity
–– agreeing on targets for external recruitment of women, external champions;
recruitment from non-EU countries and external recruitment –– continued support to encourage STEM studies for young
of people with disabilities; women in schools and universities through mentorship,
–– extending leadership development programmes to include a tutorship, directly or through the associations sponsored by
focus on I&D and in particular on gender diversity; the Company.
1.2.12 Social Dialogue

I. Introduction These various transformations were carried out in line with the
common principles and standards of the ILO convention, the
In 2022, the Company continued its numerous discussions,
OECD Guidelines for Multinational Enterprises and the principles
consultations and negotiations with its social partners, sometimes
laid down by the UN Global Compact.
on a daily basis in order to discuss Company transformation
projects, the evolution of Company agreements, measures to Employee relations are underpinned by the Company
support production ramp-up, or cope with the evolution of the commitments made in the Company’s Code of Conduct and
economic environment. the Airbus International Framework Agreement, signed in 2005.
Labour Relations GRI SASB SDGs Others

402 L
abor / Management Relations 8, 16, 17
Highest governance body(ies)
Executive Committee
involved
Related corporate ref
Airbus Code of Conduct, International Framework Agreement, SE-WC agreement (updated 2018)
documents
Airbus commitments to
ILO’s Declaration on Fundamental Principles and Rights at Work and its Core Labour Standards, OECD
take into account external
Guidelines for Multinational Enterprises
standards and frameworks

Number of meetings with SE-WC
12 7
(agreement says four per year)
% workforce covered by collective bargaining agreements ca 80% ca 80%
Code of Conduct , Airbus International Framework Agreement ,

Additional resources ILO’s Declaration on Fundamental Principles and Rights ,
OECD Guidelines for Multinational Enterprises , the Global Deal Initiative
II. Governance The head of each business is responsible for ensuring

compliance with these principles. The provisions of the IFA
In the International Framework Agreement (“IFA”), the
define the Company’s standards to be applied wherever the
Company reaffirms it strives to respect the regulation regarding
Company operates provided they are not in contravention of
fundamental human rights, equal opportunities, free choice of
local law, insofar as more favourable conditions do not exist
employment, as well as prohibition of child labour and respect
already. Dedicated processes ensure that the provisions of this
and ensuring the conditions for social dialogue.
agreement are not breached wherever the Company operates.
The Company intends, via its agreements, to respect the
Labour relations and social dialogue are fully part of the
disposition of the following ILO conventions: numbers 111
Company’s DNA and, therefore, their continuous evolution
(discrimination – employee and occupation), 100 (equal
and improvement are embedded in the Company’s Human
remuneration), 135 (workers’ representatives), 29 (forced
Resources strategy supporting the Company’s business
labour), 105 (abolition of forced labour), 182 (child labour), 138
challenges and the sustainability roadmap. It includes
(minimum age), 87 (freedom of association and protection of
discussions about the identification and mitigation of risks
the right to organise) and 98 (right to organise and collective
inherent to Company’s activities and those of its suppliers
bargaining).

with regards to human rights, environment and health & IV. Implementation/Activities
safety. In cases of restructuring, the Company strives to limit
During 2022, the Company continued activities aimed at
as much as possible the negative impacts on its workforce
strengthening collaborative and partnership approaches
and considers employment as a priority. As an illustration, the
with unions in various countries. The main focus has been
last restructuring plan implying significant workforce reduction
on preserving global social dialogue, addressing Company
was completed in 2021: the COVID-19 adaptation plan resulted
transformation projects as well as informing and consulting about
in the signature of various collective agreements by the main
employment, working conditions and sustainability.
unions and provided for a range of social measures including:
trainings, internal mobilities, working time adaptations, voluntary Preserving a Global Social Dialogue
departure schemes, early retirement and the opportunity to
In Europe, seven European committees have taken place at
pursue personal or professional opportunities outside of the
Company level in 2022, including discussions about the Company’s
Company, such as business creation as well as dedicated partial
commercial aircraft activities. The composition of the SE-WC
unemployment schemes.
was renewed in accordance with the Company agreement and
Regular social dialogue is ensured at global, European and local its rules of procedure. At the Company’s Airbus Helicopters
levels as per ILO requirements, local legislation and Company Division, four European committees have taken place. The main
agreements about social dialogue, for instance thanks to the topics have been the follow up of the Division’s performance and
Company’s European SE-WC agreement which was updated in strategy, the deployment of the site specialisation strategy and
2018. Sites outside Europe are also covered by the Company’s more globally the Company transformation, focusing in particular
IFA framing the social dialogue and social culture in line with on competitiveness, digitalisation and environmental roadmap.
local labour legislation, culture and practices of respective At the Company’s Airbus Defence and Space Division, eight
countries. European committees have taken place. The main topics have
been the strategy and performance of the Division with a focus
In line with the Company´s global social dialogue strategy and
on sustainable transformation, including the AD 4.1 and the AD
since 2019, the discussions with the social partners have not
Digital reorganisations.
only been assured at local or European level but have also
happened at global level with the creation of the Airbus Global With a global reach, the third AGF took place early July 2022 in a
Forum (“AGF”). In line with the Company’s commitments in digital format and has proven again to be an effective exchange
terms of Sustainability, the AGF is a clear illustration of the platform between the Company’s top leaders in the regions
Company’s engagement for a responsible social dialogue. The and its employee representatives from the Company’s home
seat allocation for employee representatives is based upon countries as well as Poland, Romania, Morocco, Tunisia, Brazil,
Company’s headcount distribution across the globe and New Zealand, Australia, North America and China. The AGF
conditional to existing legal employee representation as per agenda triggered insightful discussions around business and
applicable regulations and practices in the relevant countries. human resources including actions about sustainability, human
rights, safety and wellbeing. It also served as an opportunity
In addition, the Company is an active member of the Global Deal
to enhance the perspective of the Company’s social partners
for Decent Work and Inclusive Growth initiative (“Global Deal”)
on local and regional practices with regards to social matters,
that was developed in cooperation with the ILO and OECD.
especially out of the European home countries.
The Global Deal is a multi-stakeholder partnership between
governments, business and employers’ organisations, trade Supporting Company Transformation
unions, civil society and other organisations that seeks to
make economic growth work for all against a backdrop of rapid Numerous discussions with the Company’s social partners have
changes in the world of work. Furthermore, the Company has taken place to support the creation of global business services
regular discussions with some national and international trade in Portugal, Airbus Protect in France, Germany and the UK as
union federations. well as the creation of Airbus Aerostructures GmbH in Germany,
on top of the social impacts in relation to the ramp-up. In Spain,
the discussions started in 2021 about the consolidation of the
III. Risk management industrial activities and the maintenance of workload in the
The European labour relations’ management of the four home Province of Cádiz in the CBC work centre were continued and
countries of the Company (France, Germany, UK, Spain) is also concluded successfully. Also, during 2022, the space activities
part of the Company risk management processes and these in Getafe were successfully integrated.
risks are reviewed internally on a quarterly basis. For example,
during 2022, employee relations continued to focus on ensuring Supporting Employees
legal compliance regarding national labour laws and investing In 2022, the Company carried out constructive dialogue with
in training the Company’s HR professionals about labour law. its social partners to negotiate salary increase policies where
The Company’s approach to risk management is also reinforced relevant with its employee representatives committees or in the
by the OpenLine reporting system, which allows employees to frame of collective bargaining negotiations. After having listened
report concerns anonymously (where legally permitted). to the members of the SE-WC on 15 September 2022, and
then having discussed further with the employee representatives
who signed wage agreements, the Company decided to pay an
exceptional premium to its employees (see “– 1.2.13 People”),
independently of current or future salary negotiations.

Furthermore, the Company is committed to preparing for the

future of employment and working conditions together with
employers´ associations of the metal and electrical industry in
which the Company is a member.
01
01
social partners:
In the UK, the Company reached an agreement with Unite for
In Spain, the Company continued with the social dialogue in collective bargaining rights for employees in the “Advanced
order to carry out the commitments included in the VI CBA Professional” and “Level V” grades for the Company’s
(Spanish Collective Bargaining Agreement) and to put in place commercial aircraft activities. This was supported in a ballot of
relevant agreements, such us a new remote working policy or all employees in these grades.
in order to share with social partners the strategic direction set
out in the 2030 vision. Enabling for Sustainability Plans
In 2022, in line with its sustainability ambition, the Company
In France, thanks to a fruitful and established long-term
reached an agreement with its social partners about the inclusion
social dialogue with employee representatives, the Company
of the accident frequency rate and CO2 in the remuneration of
continued the major transformation project called Reload
“Level IV” managers from the year 2022.
which started in 2021, aiming at simplifying, modernising and
harmonising Company agreements related to compensation,
benefits, grading, working time duration, health, safety and V. Outlook
working conditions to make them more readable for its people In 2023, the Company aims to continue its dialogue with social
and adapted to the Company’s challenges. This project also partners, sharing its strategy, its organisational changes and
aims at integrating the evolution of the Metallurgic Branch preparing for its evolving ways of working, as was done in
Agreement which was signed in 2022. In particular an agreement 2022. Other key areas will be the continued ramp-up of its
about healthcare, death and disability was concluded with the activities and the transformation projects which will be essential
signature of all unions. to the Company’s future success. Furthermore, it aims to
continue discussions and cooperation with some national and
In Germany, social dialogue mainly focussed on supporting the
international trade union federations.
ramp-up activities, the works council elections and concluding
the collective bargaining round, which was conducted by the
1.2.13 People
I. Introduction Program. The faster-than-expected recovery of commercial
aircraft activity and strategic programmes development in the
The Company’s people draw on each other’s expertise and
two Divisions, resulted in the Company’s workforce increasing
experience and put all their passion and determination to
by more than 6% (8% commercial perimeter, 5% in Airbus
pioneering sustainable aerospace. Human Resources is at the
Defense and Space Division and 3% in Airbus Helicopters
heart of the Company.
Division). Following the workforce adaptations carried out in
The current priorities of the Company’s Human Resources (“HR”) 2020/2021, the number of leavers seen in 2022 is returning to
function within its People Strategy are: pre COVID-19 levels, with an attrition rate of 5.0%.
–– engaging, inclusive and high performing leadership; The Company’s workforce is 88.6% based in Europe, across
–– skilled workforce and an agile learning organisation; more than 100 sites. Concerning the nationality of its employees,
–– inclusive workplace and simplified ways of working. 35.0% are from France, 30.7% from Germany, 7.4% from the UK
As of 31 December 2022, the Company’s workforce amounted and 10.7% from Spain. The evolution of the Company’s global
to 134,267 employees (compared to 126,495 employees in 2021), presence is seen in the increase of the workforce located outside
96% of which consisted of full-time employees. These statistics Europe (11.4% in 2022 vs. 10.9% in 2021) and the increase of
take into account consolidation effects and perimeter changes nationals from outside the Company’s home country nationals
throughout 2022. Depending on country and hierarchy level, to 16.2% (vs. 15.1% in 2021), coming from 143 other countries.
the average contractual working time is between 35 and 40
hours per week. Workforce by Business Segment,
Geographical Areas
2022 confirmed the strong aerospace industry recovery,
The breakdown of the Company’s employees by business
enabling the Company to accomplish its recruitment plan with a
segment and geographical areas, including the percentage of
particular focus on new skills, diversity and generational renewal.
part-time employees, is available in “– 1.2.17 ESG Data Board”.
As part of this, the Company launched a new programme to
welcome university graduates, the Airbus Global Graduate

People GRI SASB SDGs Others

401 Employment
404 Training and 4, 5, 8, 12
Education
Executive Committee
involved
Related corporate policies Human Resources Airbus Company Policy
Key metrics (More in “– 1.2.17

ESG Data Board”) 2021 2022
Total number of employees(1) 126,495 134,267
Number of Classroom Training(2) 78,984 116,363

Number of Digital Training (2)
967,495 1,645,816 Breakdown applies to Total
Number of Employees
Total training hours (2)
1,164,243 1,786,274
Average training hours per
10.8 15
employee(2)
(1)
he Company’s headcount reporting includes all consolidated companies worldwide. Figures are based on the active workforce,
T
i.e. the number of permanent and short-term employees, irrespective of their individual working times, and having worked in the last
30 days. The headcount is calculated according to the consolidation quota of the respective companies. The scope for HR structure
reporting covers 100% of the Company’s total active workforce from consolidated companies.
(2)
Reporting period: from 1 Oct. to 30 Sep.
Code of Conduct , Airbus Global Workforce Forecast Book , Working at Airbus

Additional resources Airbus International Framework Agreement , European Commission – Pact for Skills ,
Employer awards 2022 : Universum , Glassdoor , Top Employer Institute , Forbes
II. Governance IV. Implementation/Activities

The Company’s workforce is managed by the HR function, Strategic Workforce Planning
guided by a set of HR policies and a strong labour structure.
The Company’s strategic workforce planning, a multi-year
HR policies are discussed and agreed with social partners
workforce outlook, is performed annually within the various
through continuous and regular meetings at global and local
business functions in order to manage workforce related risks
levels. The overarching HR policy is applicable to all employees
and opportunities in the context of the execution of the business
and provides them with the description of the core values,
strategy. There are two steps that enable strategic workforce
mission, vision and top level initiatives for HR management,
planning:
in accordance with Company’s Mid-Term Strategic Plan, and
external requirements and is also aligned with the Company’s –– a quantitative 2-5 year outlook based on workload scenarios;
commitment to the IFA. –– qualitative business discussions performed as part of the
resource review.
The Chief Human Resource Officer is a member of the Executive
Committee. HR teams work together across Divisions and The qualitative part of the strategic workforce planning generates
geographical boundaries to support regional activities and adapt a set of actions related to the business strategy, competence
to business needs. strategy, demographic changes, employment strategy,
knowledge management and global footprint. In addition to the
management of workforce risks and opportunities, the strategic
III. Risk Management workforce planning results support discussions with social
Any identified risks related to the workforce and its skills partners and external workforce suppliers.
and development are recorded in the Company’s ERM and
appropriate action plans agreed. People Development and Competence
Assessment
In addition, every two years the Company measures the
perception of its employees on where the Company stands in The development of all employees is essential to deliver business
terms of company culture and engagement through the “My success. The Company strives to provide an environment that
Working Environment” survey. The participation rate for the last offers opportunities and the means for continuous growth and
two surveys has been above 60%; the last survey was conducted development in line with its strategy.
in September 2021. Employees’ feedback provides valuable A yearly process derives a short, mid- and long-term competence
input to define an action plan on Company level, leveraging the strategy out of the Company’s business strategy by:
Company’s cultural strengths to build on and directly address
–– anticipating the supply and demand of competencies;
the concrete pain points to be improved. The company culture
–– identifying, securing and developing key competencies;
and engagement are regularly measured to keep track of the
–– creating added value through synergies, networking and best
progress and adjust actions.
practices.

Investments in training and learning are prioritised in relation to

this competence strategy.
the Company’s approach to leadership, offering opportunities
for all managers to drive their development, while accelerating
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01
the culture evolution and human transformation of the Company.
In addition, emerging long-term competence needs are analysed
It offers a range of leadership programmes which focus on
in order to identify any measures to be taken. For example, some
developing self-awareness, leadership mindset, purposeful
non-existing competencies today might require the Company
leadership and people leadership capabilities. One such
to partner with universities to ensure the supply of these in the
programme that is currently offered is “Management Basics &
future. In that respect, the Company currently collaborates
Leadership Foundations (MBLF)” which is a refresher training
with more than 200 universities and 15 strategic partners. In
available to all managers, allowing them to revisit and explore
addition, the Company is actively participating in external forums
the most essential elements of managing and leading people
on competence evolution, such as the World Economic Forum
in challenging times. As one of the main objectives is to drive
and European Commission (Pact for Skills – see section “Training
collaboration and engagement in the context of a properly
and Mobility”).
managed performance cycle, the aim is to increase team
In order to ensure quality time is dedicated to discuss employees’ efficiency and effectiveness. Between 1 October 2021 and
development, the Company has, as part of its annual talent 30 September 2022, 1,819 managers completed the MBLF
management cycle, implemented the systematic development training.
talk for all employees (with their line managers). This talk is an
In addition to learning solutions and managerial opportunities
exchange between the manager and employee that can take
for development, the Company has established career and
place as often as needed and at least once a year, with the
development paths enabling employees to develop specific skills,
intention to discuss the individual development plan of the
competence and jobs, such as project & programme manager,
employee and to align personal aspirations with the Company
architects & integrator and expert career paths.
needs and expectations.
The Company is also involved in the “Pact for Skills” initiative
The Company provides employees with a portfolio of self-
launched by the European Commission to address the up-skilling
awareness solutions and feedback tools that can be used to
and reskilling challenge in Europe. It is working together with
prepare for such a development talk and development plan.
aerospace and defence industrial companies, public authorities,
All agreed development items are formalised in the annual
and education and training providers, to build common upskilling
development plan by the employee which is then validated by
and reskilling programmes and explore ways of working together
the manager. These actions may consist of:
in skills partnerships.
–– learning experiences – projects, missions or career mobility;
–– social learning – peer-to-peer development, coaching and Mobility of employees within the Company provides overall
mentoring; benefit and value. Mobility helps employees develop new skills
–– formal training – courses, certifications and diplomas. and competences and serves the business by bringing new
ideas and broader perspectives to teams, while ensuring the
The competency assessment is a means to identify potential Company has the right skills in the right place to secure the
gaps in the expected skills and knowledge of employees linked to future. In 2022, more than 11,400 employees have changed
their current position, and can be used to identify the employee’s jobs through internal mobility.
development needs. The assessment can be performed
whenever necessary. It must be completed at least once every Remuneration
two years, or within the first month after a career mobility or a
The Company’s overall remuneration policy is in line with local
significant change to an existing job.
practices and provides employees with a competitive overall
compensation package. It is also an enabler to attract new talents
Training and Mobility
and retain talented employees contributing to the Company’s
Accelerated during COVID-19 crisis, the digital learning strategy business success. The Company strives to compensate its own
has allowed employees to remain active in their development employees with, at a minimum, a living wage covering their basic
during periods of remote working throughout 2022. needs calculated in-line with best practice. A dedicated action
In addition, in 2022, to support the skills foundations and Top was launched in 2022 to assess current alignment status.
Company Objectives, the Company has defined and assigned For employees below manager level, collective labour
compulsory learning plans directly to its employees, covering agreements are applied in the Company’s home countries
Ethics & Compliance, Export Control, Health and Safety, Product (France, Germany, UK and Spain). This includes wage levels
Safety, Cyber Security, Internal Controls, Diversity and Inclusion, and increases, supplementary grants and gratifications (e.g., end
Quality and Customer Centricity, Sustainability Awareness. of year gratification). Starting at manager level, compensation
This approach allows the Company to ensure that employees of employees can contain a variable part. The percentage of
are well informed, trained and aware about those key topics such variable pay in total compensation increases at higher
related to major Company priorities. In 2022, 103,482 employees hierarchical levels.
completed this compulsory learning plan.
In order to help face the energy crisis and inflation, the Company
From October 2021 to September 2022, the Company provided has decided to pay in 2022 an exceptional premium to its
more than 1.7 million training hours to employees. In addition employees, including apprentices and temporary workers.
to the physical classroom and digital training, more than Around 150,000 workers received this exceptional premium at
53,600 employees benefited from other leadership development the end of 2022.
and transformation solutions proposed by the Airbus Leadership
University. The Leadership University continues to strengthen

Support for health care, unemployment insurance, national V. Outlook

and Company pension systems as well as social security
The Company created the People Strategy in 2020 to ensure
contributions are implemented, at least in compliance with
“Our People,” the Company’s most valuable asset, are prepared
national regulations.
to carry out the business strategy.
Some benefits or specific worldwide schemes are implemented
The three pillars of the People Strategy – Engaging Leadership,
such as sharing the financial and operational success of the
Agile Upskilling of our Workforce and an Inclusive Workplace –
Company with the employees (international success sharing
have guided the Company people-related activities over the
scheme deployed for around 115,000 employees in 2022) or
course of 2022 and will remain paramount as the Company
developing the Company share ownership culture (Employee
continues to attract, recruit and retain the key competencies and
Share Ownership Plan – “ESOP”).
skills needed to support business ramp up and key programme
launches.
Employee Share Ownership Plan
The ESOP allows employees to participate in the success of the Over the next two years the Company expects to pursue
Company and to become shareholders of the Company every significant external hiring. Several thousand positions shall
year. This plan is an investment opportunity to acquire a certain be filled in different functional and geographical areas of the
number of Company’ shares, which is open to the employees in Company to support the ramp up in commercial aviation
more than 40 countries. Introduced in 2011, the ESOP scheme and to prepare for the development of future programmes. A
is a “share matching plan” in which the Company matches the fifth of these recruitments will target the skills needed for the
number of shares bought by the employee according to set development of new programmes and new technologies.
criteria. An eligible employee in the frame of ESOP 2022 is part of In the meantime, the Company will continuously focus on people
an entity which is at least 50% owned by the Company, and has development to close the gap on critical skills needed and will
been an employee between 31 December 2021 and 17 March invest into emerging skills development. The Company continues
2022. In 2022, more than 61,000 eligible employees seized the its journey towards becoming an agile learning organisation.
opportunity to subscribe. 2.12 million shares were distributed Reskilling is a major part of the learning culture aimed at
to employees through the plan ESOP 2022. supporting critical ramp-up projects in the short term, and in
the long term sustaining the acceleration of skills shift.
Other Benefits
Employees in the vast majority of countries all over Airbus can The employee experience is brought back to the centre of the
benefit from several measures allowing a better work-life balance, Company priorities. For the coming years, the Better Workplace
such as remote or hybrid (from home or else) working when this programme is empowering the Company's employees to address
is compatible with the job position. and act upon the changes they aspire in every dimension of their
workplace. In uncertain times and with tremendous challenges
The Company has also set up “family friendly” measures such ahead, the Company aims at remaining one of the best places to
as childcare facilities accessible to employees in some sites or work. Through its Better Workplace programme, the Company
alternative subventioned kindergartens, in countries like France, is working toward giving every employee the workplace they
Spain, Germany, Canada, Brazil, Chile and India. Parental need, the tools they deserve and a culture they can celebrate.
leaves are granted at least in line with regulatory requirements.
More than 60% of Company employees located in more than In the challenging employment market, the Company will continue
20 countries can benefit from maternity or paternity leaves that to invest in global attraction campaigns and to strengthen
exceed local applicable regulations, in terms of period of leave collaboration with the business to deliver on staffing needs.
and/or in terms of level of salary compensation during such leave.

Exemplify Business Integrity 01

01
1.2.14 Business Integrity

I. Introduction
The Company’s Ethics & Compliance programme seeks to ensure Compliance, Export Compliance and Privacy. Each of these
that the Company’s business practices conform to applicable areas is, in turn, supported by dedicated compliance policies
laws, regulations and ethical business principles, as well as and a team responsible for their implementation, together with
reinforcing a culture of integrity and speak-up. In 2022, Ethics the identification and proposal of new measures to adapt to a
& Compliance continued to be a top priority for the Company. constantly evolving regulatory landscape.
In its list of priorities for the year, the Company set the objective
Improving the Ethics & Compliance programme remains a
to Speak Up, Listen Up and act with integrity and respect.
constant and ongoing process, in cooperation with other
The Company has worked over the past several years to develop functions within the Company, in order to sustain and capitalise
an Ethics & Compliance programme that is structured around on its values.
the following key risk areas: Business Ethics / Anti‑Corruption
Business Integrity GRI SASB SDGs Others

205 Anti Corruption Business Ethics 16
involved Executive Committee
Anti Corruption Policy, Responsible Lobbying Charter
Related corporate policies
Directives: see below, section III. Risk Management
and reference documents
Code of conduct, Supplier Code of Conduct
External standards taken
IFBEC’s Global Principles of Business Ethics, FX Global Code
into account

Number of employees per appointed Ethics & Compliance Representatives 372 360
Number of employees per appointed Export Control Point of Contact 236
% of employees who completed the E&C training objective (Reporting period: from 1 Jan. to 31 Dec.) 90% 96%
Number of E&C e-learning sessions taken by employees (Reporting period: from 1 Oct. to 30 Sep.) 284,774 290,178
Of which Export Control e-learning sessions delivered to employees (Reporting period: from 1 Oct. to 30 Sep.) 149,426
Number of privacy e-learning sessions delivered to employees (Reporting period: from 1 Oct. to 30 Sep.) 9,327 3,181
Airbus Ethics & Compliance webpage, including CEO statement , Airbus Values Anti Corruption Policy‌ ,
Additional resources Responsible Lobbying Charter , Airbus’ commitment on the protection of Personal Data ,
Code of Conduct , Supplier Code of Conduct , OpenLine , Compliance at Airbus
IFBEC website , Global Foreign Exchange Committee website
II. Governance
The Ethics & Compliance organisation is part of the Legal allegations, implementing tools and controls and delivering
Department under the ultimate responsibility of the Company’s compliance training.
General Counsel. The aim is to provide strong governance
The ECSC also plays a key role in the oversight and continued
throughout the Company with the global presence of qualified
development of the Company’s Ethics & Compliance programme,
Compliance officers who ensure the Ethics & Compliance
organisation and framework for the effective governance of
programme is implemented consistently in the different functional
Ethics & Compliance.
and operational areas.
In addition to the dedicated Compliance professionals,
The Company’s Chief Ethics & Compliance Officer, who reports
the Company is coordinating a network of part-time Ethics &
to both the General Counsel and the ECSC of the Board of
Compliance Representatives (“ECRs”), spanning all Divisions,
Directors, leads a dedicated team of Compliance professionals
functions, and regions. The number of ECRs slightly increased in
who are responsible for supporting and advising across the
2022, with a total of 373 ECRs at the end of 2022 (compared to
Company on compliance related topics, supporting the day-to-
340 at the end of 2021). Although the ECR network members are
day business, performing risk assessments, drafting policies,
not compliance experts, they play an important role in promoting
conducting third party due diligence, investigating compliance

the Ethics & Compliance programme and culture and serve as Specific directives have been adopted to address the Company’s
points of contact for any employee who has questions about the key compliance risk areas. These include among others:
Ethics & Compliance programme or wishes to raise an Ethics –– Requirements for the Prevention of Corruption in the
& Compliance concern, including but not limited to bribery or Engagement of Sales Intermediaries;
corruption. The Ethics & Compliance team animates the ECR –– Requirements for the Prevention of Corruption in the
network, providing continuous training and information to the Engagement of Lobbyists & Special Advisors;
ECRs. –– Requirements for Gifts & Hospitality;
–– Requirements for Sponsorships, Donations and Corporate
In February 2022, the Company launched the Export Control
Memberships;
Points of Contact (“EPoCs”) network, spanning all Divisions,
–– Requirements for Supplier Compliance Review;
functions, and regions. Similar to ECRs, EPoCs are not
–– Requirements for Preventing and Declaring Conflicts of
export control experts but serve as “first line of defence”
Interest;
and the “go-to” individuals for export control matters. On
–– Requirements for the Prevention of Corruption related to
the occasion of the launch, the Chief Ethics & Compliance
Mergers & Acquisitions, Joint Ventures, Partnerships and
Officer stated that “by raising awareness among employees
similar Transactions;
and acting as local focal points for queries on Export Control-
–– Method for the Prevention of Corruption in the Context of
related topics in their respective functions, EPoCs will be key
International Cooperation & Offset Activities;
contributors to the Company’s common objective: embed an
–– Requirements for Anti-Money Laundering / Know your
export control compliance system and culture throughout
Customer;
Company’s businesses.” By the end of 2022, the network
–– Guidelines for Competitive Intelligence Gathering Activities
was established and active within the business, with a total
–– Requirements for Export Control Sanctions, Embargoes and
of 570 EPOCs.
Screening;
Likewise, the Personal Data Protection Officer (“DPO”) relies on –– Requirements for Export Control Framework;
a team of privacy experts to guide, train and advise the business –– Requirements for Export Control Escalation and Voluntary
with respect to privacy requirements, and a network of Privacy Disclosure;
Focal Points in the business functions and affiliates, to support –– Requirements for Export Control Brokering;
the Airbus privacy programme. –– Requirements for Export Control Classification;
–– Requirements for Export Control Licences and Agreements;
III. Risk Management –– Requirements for ITAR Part 130 Reporting;
–– Personal Data Protection Directive, Method and Binding
The Company is required to comply with numerous laws and
Corporate Rules.
regulations in jurisdictions around the world where it conducts
business. This includes countries perceived as presenting an The Ethics & Compliance organisation is charged with oversight
increased risk of corruption. and monitoring of these directives to ensure that they are being
implemented effectively. Periodic controls on key processes are
Accordingly, the Company conducts a thorough bribery and
performed and reports provided to the Company’s Executive
corruption risk assessment across its two Divisions and different
Committee and the ECSC, including recommendations to
businesses annually. The results of this risk assessment
strengthen the Ethics & Compliance programme where
are embedded and monitored within the Company’s ERM
necessary.
framework and highlight, among others, the risk of improper
payments being made to or via third parties such as sales In addition, the Corporate Audit & Forensic Department conducts
intermediaries, lobbyists and special advisors, suppliers, periodic, independent audits of the Company’s compliance
distributors and joint venture or offset partners. Further processes to assess the effectiveness of internal controls and
corruption risks include the use of sponsorships, donations, or procedures and allow the Company to develop action plans for
political contributions to improperly benefit decision-makers, or strengthening such controls.
the provision of excessive or overly frequent gifts and hospitality
by Company employees. IV. Implementation/Activities
In order to ensure its compliance with Export Control regulations Awareness and Training
and laws in the European Union, US and internationally,
the Company continues to strengthen its Export Control As part of their annual goals & objectives, all Company
compliance programme to ensure it is fit for purpose. Where employees are required to undergo a minimum amount of
risks are identified, they are embedded and monitored in the compliance training via e-learning. Additionally, depending on
Company’s ERM. Identified risks include potential unauthorised the function, the country and the level of risk implied by their
access to export-controlled data and hardware by third parties role, certain employees are selected to attend live classroom
and non-compliance with the ITAR. training as well, including on Anti Bribery & Corruption and Export
Control. Attendance in such cases is mandatory, and managers
Regarding privacy, the Company undertakes privacy impact have a responsibility to ensure that their team members do so.
assessments depending on the nature of the personal data Exposed employees are also required to complete regular
processed or scale of the processing. In addition, risks relating to training refreshers.
the protection of personal data are also assessed in the context
of the ERM and kept updated. From 1 October 2021 to 30 September 2022, the Company’s
employees followed 290,178 Ethics & Compliance e-learning
sessions, including on bribery, corruption and export control.
Furthermore, 4,699 employees attended live classroom training

on different Ethics & Compliance topics over the period, the

majority of which were delivered in virtual classroom settings
In addition, the [email protected] mailbox is
systematically published in the Company’s privacy policies
01
01
due to the pandemic. and information notices specific to the various applications, to
ensure that data subjects can exercise their rights and/or lodge
Likewise, the Company also delivered anti-bribery and corruption
complaints.
training towards higher risk third parties, including sales
intermediaries, lobbyists and special advisors. In 2022, 100% To further increase awareness about Speak-Up, in 2022, the
of higher risk third parties were trained on Ethics & Compliance Ethics & Compliance team conducted an analysis of the results
requirements and expectations. from the Company’s internal survey “My Working Environment”
to identify opportunities to continuously foster a Speak Up
The Company continued the roll out of the privacy e-learning as
culture. This analysis led to the launch of additional initiatives
part of the Ethics & Compliance compulsory training catalogue.
throughout the Company to promote Speak-Up culture, including
3,181 privacy training sessions were performed in 2022 (reporting
the development of a Speak-Up team talk in January 2022,
period from 1 October 2021 to 30 September 2022).
which was shared with all managers to help them raise the
importance of speaking-up with their teams. A simplified version
Speak-Up Channel: OpenLine
of this “team talk” was designed and deployed within the shop
The Company recognises that the Code of Conduct cannot floor community.
address every challenging situations that may arise, and
therefore encourages its employees to speak-up through various In 2022, the Company received a total of 847 investigative requests
channels, including through OpenLine (available at https://www. of which 524 were HR related. Cases requiring investigation are
airbusopenline.com). The OpenLine enables users to submit managed by dedicated members of the Ethics & Compliance
an alert securely and confidentially, and also to ask questions team in accordance with an internal method for the conduct
related to Ethics & Compliance. of Investigations. The Ethics & Compliance team provides
regular updates to the pool of internal investigators, on internal
The Company protects those who speak up and raise concerns policies, recent developments in the regulatory framework, and
appropriately and in good faith. The Company does not retaliate recurring reminders on investigation best practices to ensure
against anyone who raises a concern, or against those who the consistent deployment of compliance investigations across
assist in investigations of suspected violations. the entire Company.
847 investigative requests received in 2022
Compliance-related
323 investigative requests
HR-related 524
investigative
requests
In some instances, the Company may engage outside counsel is delivered to employees who are particularly exposed to the
for support, depending on the nature of the investigation. underlying risks as described above.
The Ethics, Compliance & Sustainability Committee and other On the Export Control side, the Company has cascaded its
relevant stakeholders (including relevant authorities, if applicable, Export Control requirements through nine Directives and
and Company’s local management teams) are briefed regarding Methods throughout the Company. The cascading triggered an
the progress and outcome of internal investigations on a regular update of the relevant business processes and was completed
basis. in Summer 2022.
Policies and Procedures In 2021 and 2022, as required under the Consent Agreement,
two audits of the Company’s ITAR compliance programme were
In 2022, the Company continued to improve its policies and
undertaken by external counsels. Please refer to “Notes to the
procedures framework, by issuing a guidance on third parties
IFRS Consolidated Financial Statements – Note 39: Litigation
categorisation, for example, and translating the Code of Conduct
and Claims” (Investigation by the SFO, PNF, DoJ, DoS, Related
into seven additional languages to maximise the reach of this
Commercial Litigation).
foundational document. All policies and guidelines are made
available to employees on the Intranet, and classroom training

Responsible Lobbying Charter V. Outlook

The Company is committed to ensuring that any lobbying An effective Ethics & Compliance programme is one that, by
activity is undertaken in compliance with all applicable laws definition, continuously adapts to changes and improves over
and its anti-corruption programme. In 2021, the Company time. Going forward, the Company will continue to assess its
launched a Responsible Lobbying Charter aimed at anybody risks and monitor and test the implementation of mitigation
who engages with public officials in any capacity, including third measures at all levels: corporate level, Divisions, regions and
party representatives retained by the Company. The Charter local entities.
outlines the Company’s core principles for responsible lobbying
and brings together the Company’s key codes and directives When misconduct reveals a gap in compliance policies,
relevant to this topic. The principles are also reinforced by a procedures or tools, the Company undertakes revisions to
training module available to all employees. its Ethics & Compliance programme commensurate with the
wrongdoing and in light of lessons learned. While compliance
at the Company will therefore always be a work in progress, the
Company is committed to this endeavour, as it aims to make its
Ethics & Compliance programme sustainable over time.
1.2.15 Responsible Supply Chain

I. Introduction
At the end of 2022, approximately 18,000 suppliers from more than 90 countries supply parts, components, systems and services
to the Company.
Defence and Space

€6bn
14%
Est. 9%
Helicopters
€4bn
Commercial
€44bn
Aircraft total 2022
€34bn
spent
77%
In 2022, the Company’s external sourcing volume was estimated Of note, these figures may marginally change, as the data
around € 44 billion and shared between Divisions with 77% for consolidation process was not finalised at the date of publication.
the Company’s commercial aircraft business, 14% for the Airbus
Defence and Space Division and 9% for the Airbus Helicopters
Division.

RESPONSIBLE 01
01
SUPPLY CHAIN GRI SASB SDGs Others
102-9 Supply Chain
204 Procurement Practices
308 Supplier Environmental Assessment 4, 5, 8, 9, 12,
Materials Sourcing Vigilance plan
408 Child Labor 13, 16, 17
409 Forced or Compulsory Labor
414 Supplier Social Assessment

involved Sustainable Supply Chain Roadmap Steering Committee
Related corporate policies Responsible Mineral Policy, Environmental Policy, Health and Safety Policy
As Company’s commercial aircraft business and its two Divisions are certified,
Certifications ISO 14001
control and influence of the supply chain is concerned.
Company’s commitments
Reference to certain international organisations standards or principles, in particular ILO have been
to external standards and
included into the Airbus Supplier Code of Conduct
frameworks
2022
KPIs Target 2021 2022 2022 vs 2021
Percentage of sourcing volume of suppliers invited to CDP 75% 68%(1) 78%(6) +9p.p.
who have responded
Percentage of identified high risk suppliers(2), who have undergone
100%(5) 95% 99.5% +4.5p.p.
a sustainability assessment
Percentage of sourcing volume covered by supplier commitment
85% 79%(3) 86%(6) +7p.p.
to the Supplier Code of Conduct(4)
Digitalisation of supplier substance data collection – supplier sites 290(7) - 298 -
Other key metrics 2021 2022

Sustainability assessment: percentage of assessed suppliers
13% 16%
not meeting the Company’s sustainability expectations (=red flags)
Percentage of action plans defined for suppliers not meeting the
15% 31%
Company’s sustainability expectations
Percentage of responding suppliers to the CDP scoring A or B 53%(8) 66%(6)
Number of sustainability alerts 12 44
(1) Based on 2019 turnover.
(2) Based on 2019 risky suppliers (see details further in § Risk Management/1. Supply base risk
mapping).19 suppliers have since 2019 been removed from the scope (see details below).
(3)Based on 2020 turnover.
Assumptions
(4) Subsidiaries excluded from the scope.
(5) 2021 target.
(6) Based on 2021 turnover for the Divisions and the entity in Canada
(7) Target defined for the Company’s commercial aircraft business. (8) Based on number of suppliers.
Supplier Code of Conduct , Environmental Policy Statement , Responsible Mineral Policy statement ,
Additional resources Be an Airbus supplier on Airbus.com, Human Rights Policy, IFBEC , Responsible Minerals initiative ,
OECD Due Diligence Guidelines for Responsible Business Conduct

In 2022, the Company sourced 89% of its total purchased volume from countries in which it has significant operations, including
France 34%, USA 23%, Germany 16%, United Kingdom 9%, Spain 4%, Canada 2% and China 1%.
in North in Europe
America in Asia
69%
24% 6%
<1%
<1%
<1%
<1%
in South in in Middle in
America Africa East Oceania
Company’s 2022 total spent regional split
While the Company’s products and services are sold all over the commitment, supplier assessment, supplier engagement &
world, the majority of its supply chain is based in Europe and development.
OECD countries. However, in the past few years, the supply chain
The Company strives to make environmental and social
has become concentrated and more international. In addition,
responsibility a core element of its procurement strategy. This
and due to increasing consolidation within the aerospace and
includes managing the relationships with suppliers throughout
defence sector, larger work packages are being placed with a
the sourcing strategy, supplier selection, contract management
smaller number of lead suppliers.
and supplier monitoring and development. The Company’s
The Company’s global sourcing footprint is represented as suppliers must comply with all applicable laws and regulations.
follows based on Tier one suppliers only. In addition, all business shall be conducted by suppliers in
compliance with the principles of the Company’s Supplier
To promote further globalisation of its sourcing footprint, the
Code of Conduct, which is the document of reference for the
Company has established regional procurement offices in North
Company’s responsible supplier management. This Supplier
America (Herndon, VA), India (Bangalore), Asia Pacific (Singapore)
Code of Conduct integrates the group-wide values and principles
and China (Beijing). The regional procurement offices represent
in line with internationally recognised standards and conventions
the Procurement function in the respective regions. They are
(such as OECD and ILO).
responsible for strategic sourcing, general procurement and
supplier development (procurement operations) while supporting In order to drive the Sustainable Supply Chain Roadmap
the application of the Company’s procurement process and (“SSCR”), a monthly Steering Committee chaired by the Head
policy and digital solutions. As the Company’s commercial of Sustainability & Environment, and the Head of Procurement
aircraft business and its two Divisions are certified ISO 14001, Governance & Strategy and the representative of the Chief
the Procurement function acts in adherence with ISO 14001 Procurement Officer of the Company is implemented. The
requirements. Steering Committee includes Chief Procurement Officers of
Airbus Helicopters and of Airbus Defence and Space, as well as
II. Governance the Head of Health & Safety, the Head of Product Safety and the
Head of Ethics & Compliance, or their nominated representatives.
The Company’s sustainable supply chain ambition is built on
The EVP Communication and Corporate Affairs and the Chief
four pillars: “lead the journey towards clean aerospace, respect
Procurement Officer of the Company act as sponsors of the
human rights and foster inclusion, build our business on the
SSCR. In addition, the Head of Procurement Governance and
foundation of safety and quality, exemplify business integrity”.
Strategy is part of the Procurement Leadership Team and is
Derived from this ambition, the Company’s Sustainable Supply responsible for facilitating the communication on sustainability
Chain Roadmap is based on a three-step approach; supplier activities between the SSCR and the Procurement Leadership
Team on a regular basis.

In 2022 the SSCR Steering Committee validated the annual

planning and quarterly reviewed the progress of its SSCR
3. Business Disruption Risk 01
01
In the event of a supplier failing to comply with environmental,
implementation notably regarding the assessment of suppliers’ human/labour rights, health and safety laws and regulations,
sustainability practices as well as the reinforcement of the even if caused by factors beyond its control, that failure may
engagement with suppliers. On top of those forums, the Chief result in the levying of civil or criminal penalties and fines
Procurement Officer of the Company also reports to the ECSC against the supplier. Regulatory authorities may require them
on the progress of the Company’s responsible sourcing strategy to conduct investigations and undertake remedial activities,
implementation. curtail operations or close installations or facilities temporarily
Concrete sustainability targets have been included in the 2022 to prevent imminent risks.
objectives of the Company’s Chief Procurement Officer (“CPO”)
and are directly linked to the CPO’s variable pay and cascaded 4. Risk of Product Non-Compliance
through the Company’s Procurement organisations: The various products manufactured and sold by suppliers must
–– commitment by suppliers to Airbus Supplier Code of Conduct comply with applicable environmental, human/labour rights,
for 85% of the 2021 sourcing volume; health and safety laws and regulations, for example those covering
–– supplier sustainability assessments completed for 50% of the substances and product composition. Even if a supplier seeks
2021 sourcing volume; to ensure that its products meet the highest quality standards,
–– response of suppliers to CDP assessment for 75% of the 2021 increasingly stringent and complex laws and regulations, new
sourcing volume. scientific discoveries, delivery of defective products or the
obligation to notify or provide regulatory authorities or others with
All sustainability activities in the supply chain are based on the required information (such as under the REACH regulation) may
following key elements and principles of due diligence following force it to adapt, redesign, redevelop, recertify and/or remove its
the OECD Due Diligence Guidance for Responsible Business products from the market. Seizures of defective products may
Conduct: be pronounced and could prevent delivery to the Company. In
–– supply base risk mapping; response, a Procurement Task Force has been established to
–– supplier engagement and contractual requirements; ensure group-wide governance for supplier management and
–– supplier assessment/audits and development plans; assessment of chemical regulations and obsolescence impact.
–– policies, tools and reporting. This task force also coordinates communication to suppliers
on substance issues and on substitution solutions qualified by
For any anti-corruption topics in the supply chain, the
the Company.
Procurement function cooperates closely with the Legal &
Compliance department. The Company has also engaged into In this frame, the Company provided to its supply chain
a plan to further develop its due diligence mechanisms (see IV. a dedicated Tool Kit on “REACH Substances – Certain
Due Diligence in the supply chain). Requirements & Substitution programmes”. This tool kit reminds
the main principles of the REACH regulation as Authorisation,
Those priorities are consistent with the most material topics
Restrictions and Substitutions programmes in order to raise the
identified in the Company’s supply chain.
attention of the supply chain on these challenges.
III. Risk Management In response to the above 1. to 4., the Company deploys
responsible sourcing activities and specific supplier due diligence
The Company’s procurement-related risks and opportunities
actions in the frame of the SSCR.
are embedded into the Company’s ERM process. Risks and
opportunities related to the deployment of the sustainability
roadmap in the supply chain are managed according to the IV. Supply Chain Vigilance Plan
Procurement ERM plan and detailed hereafter. 1. Due Diligence in the Supply Chain
1. Impact on the Company’s Reputation In 2022 the Company launched a project aimed at reinforcing
due diligence in its supply chain. The outcomes of the project
Any industrial accident or other serious incident in the supply
will be rolled out in 2023. Activities under this project cover
chain, or any problems of the supplier to fulfil its operational or
primarily the Company’s own suppliers; nonetheless, if an alert
product compliance may have a significant adverse effect on
raised is linked to an upstream supplier, the Company will act
the reputation of the Company and its products and services.
on it as appropriate.
The Company’s reputation may also be affected by the public
perception of social and/or environmental impacts of its supply Alert and Grievance Mechanism
chain’s industrial operations on local environments, communities,
From 2019, the Company’s OpenLine has been accessible to
biodiversity and the general public’s health.
external stakeholders, such as suppliers and their employees.
2. Impact on the Local Environment For further information on OpenLine, see “– 1.2.14 Business
Integrity”. Access to OpenLine has been reiterated in the revised
From the extraction of raw materials to the manufacturing of Supplier Code of Conduct.
parts delivered to the Company, a supplier’s industrial operations
may have significant adverse environmental impacts on the local In addition to OpenLine, the Company’s sustainable supply chain
environment where the activity is performed, with possible team may receive alerts from other sources including through the
impacts on air, water, soil, biodiversity, workers’ occupational supplier onboarding process, media or directly from employees.
health and safety, on the health of the general public, on the land During 2022, the sustainable supply chain roadmap received
rights of the local or indigenous communities and on forced and alerts on 44 potential allegations relating to environmental and
child labour (see salient risks in section “– 1.2.10 Human Rights”). human rights concerns in its supply chain. The number of alerts

increased in 2022, following the inclusion in a more systematic In addition to suppliers identified as high risk, the Company
manner of sustainability criteria into the screening (including extended the coverage of the assessment to additional suppliers
human rights, environment, health and safety). Analysis and/ in order to progressively cover a more representative portion
or investigations of those alerts are either complete or still in of its supply chain. At the end of the year 2022, 73% of the
progress, according to best practice developed by the Legal sourcing volume was covered. Out of the suppliers completing
and Compliance team as detailed below: an assessment, 16% (118) have at least one red flag (mainly
–– initial review to determine if an investigation is needed; linked to the environmental criteria). Those red flags are mainly
–– detailed analysis of the allegation including collection of linked to the environmental category for which the Company
evidence; is requesting details on processes in place at the suppliers
–– assessment of information and documentation collected for capturing and satisfying regulatory changes, as well as for
during the investigation, preparation of an investigation a certified environmental management systems addressing,
report which summarises the findings and proposes remedial notably, management of chemicals and GHG emissions.
actions necessary to reasonably respond to and prevent the Since 2020, the Company has engaged in the supply chain
recurrence of the conduct, if any; programme of the CDP in order to promote transparency about
–– closing the investigation and reporting; climate actions in the Company’s supply chain. See section 5.
–– monitoring of the implementation of remedial actions. “CO2 emissions”.
Supplier Risk Mapping Assessment – On-site Assessments
The supplier risk mapping is based on the alerts and grievance
A particular situation triggered by a result of an evidence based
mechanisms detailed above, as well as the inherent risk
desktop assessment, or by any sustainability alert, may lead
mapping described below. It covers primarily tier-one suppliers;
the Company to request an on-site assessment at a particular
nonetheless if an alert raised is linked to a sub-tier supplier,
supplier site. In 2022, the Company performed seven on-site
the Company will include it in its risk mapping and act on it as
assessments. The Company engaged with suppliers on findings
appropriate.
in order to improve the situation, when relevant.
Since 2018, the Procurement team has carried out annual
proactive sustainability inherent risk mapping in line with Engagement & Mitigation Measures
international guidance, internal commodity expertise and The Company engages directly with suppliers in a number of
externally available country indices. In 2021 and 2022, with different circumstances:
the support of external advisors, the Company upgraded its –– if sustainability alerts have been reported linked to those
inherent risk mapping methodology building on risk indexes suppliers;
considering the location and the type of activity performed by the –– if a supplier has been identified as risky in the frame of the
suppliers. This allowed the delivery of an up-to-date suppliers’ risk mapping methodology;
sustainability risk assessment and to identify suppliers most at –– if a supplier’s assessment results have raised concerns on
risk regarding human rights, environment and health and safety one or more sustainability aspects.
(e.g. association freedom, decent wages, pollution).
The results of the completed assessments (including a
In 2022, the Company updated its inherent risk mapping to sustainability or CDP assessment) are communicated during
rank its active suppliers according to this methodology. The events with suppliers and engagement takes place with all
riskiest suppliers will be invited to undertake an evidence-based suppliers presenting findings. In addition, the Company reviews
desktop sustainability assessment according to the programme its relationship with suppliers who refuse to participate in its
developed in 2022 with IAEG (see the section Engagement and assessment programme.
awareness hereafter). Based on this assessment, a supplier
On top of the above-described engagement linked to due
not satisfying the Company’s sustainability expectations, which
diligence and findings, the Company is also engaging with
means not meeting a defined level of maturity for each category,
its supply chain as described in section 3. “Engagement and
will be classified as “red flag”, and will be requested to develop
awareness” below.
an improvement action plan.
Assessment – Evidence-based Desktop Assessments 2. Traceability

The Company conducts two types of evidence-based desktop Substances
assessments: sustainability and carbon maturity. Since 2019, See section III. “Risk management”.
the Company has worked with external expert companies to
conduct evidence-based desktop sustainability assessments End of 2021, the Company launched a project to digitise the way
and specific on-site assessments covering human rights, labour for the suppliers to provide substance in products information.
practices, health and safety and environment. At the end of The main objective is to improve traceability and transparency on
2022, 99.5% of the suppliers identified as high risk according substances in products from the supply chain related to regulatory
to the Company’s 2019 risk mapping methodology (in 2022, requirements. It also aims at replacing the current process and
19 suppliers were removed from the list for reasons such as allowing an automated way of sharing this information. The
not doing business with the Company anymore, or being a solution for supplier substance data collection project started
distributor) completed an evidence-based desktop assessment in 2022, with a target for the Company’s commercial aircraft
compared to a target of 100%. business of 290 suppliers’ sites to be deployed in the digital
solution by year-end. At the end of 2022 this target was achieved.

Responsible Mineral Sourcing –– implement an Environmental Management System based on

ISO 14001 or equivalent;
01
01
The Company places great importance on the responsible
sourcing of materials used in manufacturing. Some minerals –– comply with the Company’s anti-corruption and bribery
including 3TG (tin, tungsten, tantalum and gold) are necessary requirements;
for the proper functioning of components within its products. –– commit to apply and cascade in its supply chain the principles
The Company largely does not directly import minerals, but of the Company’s Supplier Code of Conduct, including with
these minerals are found in certain products the Company regard to environment, human rights, labour practices,
procures. In that context, the Company requires all suppliers responsible sourcing of minerals and anti-corruption;
to comply with applicable laws and regulations on conflict –– comply with the Company’s sustainability requirements such
minerals, including any 3TG conflict minerals. In 2019, the as maturity assessment by an external expert company and
Company released a Responsible Mineral Policy, which details completion of a questionnaire during the call-for-tender phase.
its engagement to improve safety and human rights conditions in The Company’s contractual requirements enable assessment
the mineral supply chains. As described in the section Work with of levels of suppliers’ compliance.
External Stakeholders hereafter, the Company benefits from the
Responsible Mineral Initiative (“RMI”) experience and available Processes
audits, tools and standardised ways of working. In 2021, the SSCR Steering Committee agreed to anchor
For the small portion of direct procurement of parts containing sustainability requirements into procurement processes of the
minerals in the Company’s Defence and Space Division, a Company. In 2022, the Company introduced sustainability in
dedicated Conflict Mineral Management System has been its supplier selection process. Sustainability is now one of the
established. For this small portion of direct import, the Defence selection criteria in a call for tender. Suppliers are requested to
and Space Division is proactively asking suppliers to disclose fill in a sustainability questionnaire based on their governance
proof of responsible sourcing and is cross-checking this and on the specific performance of the product or service
data with third parties’ audits available through the RMI trade the Company intends to source. The questionnaire notably
association. In 2022, the Company’s Defence and Space Division requests information on certifications (e.g. environment, health
imported articles made of tungsten of the relevant Taric code and safety) and processes, as well as on resources used and
above regulatory binding threshold; those articles are used as on the impact of processes related to product manufacturing
counterweight for aircraft. The Company’s Defence and Space or service delivery.
Division forecasted this import and performed relevant due This also includes the agreement from suppliers to regularly fulfil
diligence for the unique supplier supplying the material involved. the evidence-based assessment on sustainability (see section
The supplier was informed that the Company’s Defence and Assessment above) and for the most important suppliers – based
Space Division is expecting responsible sourcing for the tungsten in part on annual spend with the Company – to be transparent on
purchased under this contract. The supplier demonstrated their climate change strategies (see section 5. “CO2 emissions”
that this material was exclusively originating from responsible below). This will ultimately require suppliers to cooperate when
sources. a sustainability risk is identified, including with further analysis
This claim of responsible sourcing is based on third party audits into the supplier’s supply chain (see paragraph Contractual
of the smelters involved to deliver the products. The Company requirements above).
reviewed this claim and recognised that the audits were part of
the RMI scheme and that smelters involved in the supply chain Supplier Award and Dialogue
of the tungsten concerned metals conformed to RMI standards. The Company is fostering suppliers’ engagement through direct
dialogue and values the commitment, contribution and efforts of
The Company is also monitoring developments from the its supply chain to improve on sustainability topics.
European Commission on critical raw materials (CRM) and
is investigating the possibilities to take a deeper look at its In 2022, the Company launched the first Airbus Supplier
related supply chain, through direct involvement and/or trade Sustainability Council establishing a framework to step-up
associations. The Supplier Code of Conduct formally requires collaboration within its supply chain on sustainability and fostering
suppliers to establish a policy and a management system to a new model of engagement with suppliers. The target is to
ensure that critical raw materials are sourced responsibly. launch concrete improvement initiatives co-led by representatives
of the Company and of members of the council. The council
3. Engagement and Awareness will focus on areas such as decarbonisation, transparency
and engagement acting as key enablers to accelerate specific
Contractual Requirements initiatives from industry bodies such as IAEG and to share best
The Company’s standard procurement contract templates have practices across the full supply base.
evolved over the last few years to reinforce clauses relating to
sustainability and environment which require suppliers to: Sustainability is a standard agenda item in regular reviews
–– comply with all applicable laws and regulations dealing with or conferences with suppliers, including the Annual Supplier
labour and employment, health and safety, environment, anti- Conference for the Company’s commercial aircraft business,
corruption and bribery and personal data protection in relation the Defence and Space Division supplier conference or the
to production, products and services; Suppliers’ councils. During these events, workshops take place
–– provide information on substances used in manufacturing to enable exchange on best practices and future collaboration.
processes and contained in the product itself (covering both The Company continues to give awards to its suppliers
hazardous substances and conflict minerals); contributing positively to sustainability. In 2022, SABCA was
–– provide information on environmental, health and safety awarded by the Company’s commercial aircraft business for
matters such as safe usage and management of products its 5-year plan to cut CO 2 emissions at its site by installing
across its lifecycle (including waste management); wind turbines, solar panels and optimising transportation of

its employees and logistic flows. For the second time, Hexcel –– different additional communication means are being used
Composite was also presented with an award for its sustainability such as: posters, kakemonos, a dedicated intranet website,
efforts and its innovation in composite recycling during the participation in internal events promoting sustainability
Defence and Space Division Supplier Awards. initiatives.
Training & Awareness Gemba walk

Trainings & Competences In 2019, the Company introduced Supplier Factory Visits called
The Company’s Procurement Academy defines jobs, “the Gemba Walk” pocketbook, applicable to commercial
competences, skills, and associated training to ensure aircraft activities, which is a practical and visual guide for
procurement employees in all Divisions are ready to face current the Company’s employees when visiting the shop floor of a
and future challenges. In 2022: supplier, supporting the identification and reporting of risks or
improvement opportunities observed during factory visits.
–– the Sustainability Fundamentals competence was added
to all procurement jobs to ensure generic understanding of Work With External Stakeholders
sustainability principles;
The Company is a founding member of IAEG, which is working
–– a new job “Procurement Sustainability Officer” was created for
on common aerospace industry standards and tools to manage
people in the organisation who are dedicated to sustainability
environmental obligations. More specifically, for the supply chain,
in the supply chain;
IAEG has developed:
–– a new competence “Sustainability Concern Management”
–– a supply chain environmental survey, which the Company
was defined to develop the ability to identify situations where
implemented in 2019 and which will be used as environmental
sustainability is at stake in all its dimensions (e.g. Human Rights,
assessment module, as mentioned in the section “Assessment”
Environment, Health & Safety), as well as to define measures
above;
to comply with Company’s Supplier Code of Conduct. This
–– an EMS implementation guideline to encourage a wider uptake
competence is part of the Procurement Sustainability Officer
of EMSs as appropriate for each supplier in a phased approach
job and will be added to buyer and Supply Chain Quality
and cost effective, consistent and supportive manner;
Management (SCQM) jobs when relevant.
–– the definition of an Environmental Qualification Program to
To support people upskilling, on top of existing Company assess and develop the environmental maturity of suppliers.
training courses on sustainability, the Company’s Procurement
Under Company’s leadership, the IAEG (initially focused on
organisation developed an awareness of the contractual
environment) extended its scope of actions to environmental,
environmental clause with pilots in 2022, as well as a specific
social and governance topics. In 2022, and co-led by the
training on human rights with pilots in 2022. This awareness and
Company, a contract has been established between IAEG and
human rights training will be deployed from 2023, giving priority
the selected service provider to build a sectoral approach for
to buyers and quality and supply chain managers in charge of
supplier engagement and 2023 will be the year of deployment.
risky suppliers.
As a co-founder of the International Forum on Business Ethical
Additionally, sustainability modules are embedded in
Conduct (“IFBEC”), the Company is supporting the application
Procurement’s newcomer induction path and Procurement
of global standards for business ethics and compliance. IFBEC
Manager Development Programme (development programme
members have established a Model Supplier Code of Conduct
for future leaders in the Procurement function).
which expresses the minimum ethical standards to be applied
Communication by suppliers throughout the aerospace and defence industries.
During 2022, the Company has continued to implement its It also encourages suppliers to go beyond legal compliance,
communication plan to raise awareness on the different pillars drawing upon internationally recognised standards in order to
of its sustainability ambition amongst its employees, suppliers, advance in social and environmental responsibility and business
and customers. In particular: ethics.
–– awareness sessions have been carried out in relation to All suppliers are now being asked to sign a confirmation of
the initiatives of the supply chain roadmap: for instance compliance with the principles of the latest version of the Supplier
accompanying the deployment of the new sustainability Code of Conduct (or to confirm their own practices are aligned
questionnaire in calls for tender, or developing the ability of with the principles set out in this Code), and to cascade these
procurement operation teams to identify sustainability issues principles throughout their own supply chains. The Company is
when visiting suppliers on-site; committed to support suppliers, where necessary, to improve
–– communication activities in 2022 spread the key messages their own human rights due diligence.
about the importance of sustainability. Internally, for instance,
In 2019, the Company joined the Responsible Business Alliance’s
there was a presentation of the SSCR progress during the
RMI, in order to further enforce activities of responsible sourcing
procurement annual roadshow, and a SSCR “marketplace”
while applying industry standards for supplier due diligence and
during the annual sustainability town hall. Externally, the
data management in accordance with the OECD framework.
Company’s CPO participated in the IAEG sponsor meeting
In 2022, it decided to extend its membership to the whole
about supplier assessment and development, as well as the
Responsible Business Alliance (“RBA”) initiative.
Bundesverband für Materialwirtschaft, Einkaufe & Logistik
(“BME”) conference in Berlin;
–– the toolkit presenting sustainability in the supply chain,
deployed in 2021, targeting internal and external population,
is regularly updated;

4. Other Initiatives and in the Division’s contractual Environmental Annex, and an

increased awareness on plastic consumption and waste among
01
01
Promoting Disability-Friendly Companies employees. The target is to progressively move to a more circular
Since 2011, the Company has been promoting employment of approach to the use of plastic.
disabled people by its suppliers starting with a particular focus
on France. Disability-friendly companies often take part in the 5. CO2 emissions –see “– 1.2.2 Climate Change” / IV. Transition
call for tender process either through direct offer or partnership. plan / Supplier engagement, “– 1.2.17 ESG Data Board”.
The procurement volume with disability-friendly companies has
been multiplied by five over the decade going along with the V. Outlook
development of the disability-friendly companies’ ecosystem. The SSCR is constantly evolving to actively endeavour to mitigate
In 2020 and 2021, the Company’s global volume of business sustainability risks in the supply chain, adapt to progressing
was drastically reduced by the pandemic impacts. It has also sustainability requirements and support the Company’s ambition
resulted in a significant reduction of the volume with disability- to be more sustainable.
friendly companies. In 2022, the volume with disability-friendly The SSCR is building up on its installed initiatives to deploy them.
companies is back to pre-pandemic levels: more than € 50 million The SSCR is as well continuously enlarging its impact. In 2023,
of annual turnover which represents a 20% increase compared notably this includes:
to 2021. Around 60 disability-friendly companies are working
–– reinforcing the risk identification and risk assessment of the
with the Company to date.
Company’s supply chain due diligence plan with enlarged
The Company’s ambition is now to reach € 100 million annual targets;
turnover with disability-friendly companies in 2025. The –– continuing to ensure the adherence of the Company’s Supplier
Company will continue to develop business with the disability- Code of Conduct principles throughout the Company’s supply
friendly companies through direct contracting or partnerships, base;
primarily in France and also in Spain and Germany. In addition, –– extending the scope of supplier sustainability assessments
the Company is actively developing inclusion awareness. For by requesting new suppliers to perform such an assessment
instance, in October 2022, the Company organised a (Dis) and by extending to existing contracts in order to reach 80%
Ability forum in Toulouse with 45 disability friendly companies of the spend volume in 2025;
and 250 participants. The Company also decided in 2021 to –– engaging with suppliers based on the assessment outcomes
be the sponsor of the Digital Consortium, created by the UNEA and developing action plans when required;
(Union Nationale des Entreprises Adaptées) and composed of 80 –– becoming a member of the RBA;
French disability-friendly companies. The first contracts with this –– for the calculation of the Scope 3 Purchased goods and
consortium were about to be signed at the time of publication services category, the Company has engaged in some work
of this report. to launch a transition from a spend based methodology to a
hybrid (i.e. spend based mixed with mass based) methodology.
Plastic-Free Supply Chain The target is to be able to start reporting on hybrid approach
Based on the UN SDGs, specifically SDG 12 (responsible in 2024 on 2023 data; and
consumption and production), a plastic-free supply chain project –– developing the collaboration within the supply chain in
was launched in 2019 within the Company’s Defence and Space the frame of the Airbus Supplier Sustainability Council
Division with the aim of reducing, reusing and recycling single- through concrete activities notably on decarbonisation and
use plastic waste and packaging in the Division’s scope of transparency ambitions and roadmaps.
involvement by 2025. The Division achieved a single-use plastic
To support people upskilling, on top of existing Company trainings
reduction of 24.5% in the logistics area at all sites in 2022 versus
on sustainability, the Company’s Procurement is developing an
a 2020 baseline. This achievement has been possible through
awareness on the contractual Environmental Clause with pilots
different actions: implementation of plastic-free packaging
in 2022 for a 2023 deployment, and a specific training on Human
alternatives, improved plastic-reduced processes, introduction
Rights with pilots in 2022 for a 2023 deployment.
of the packaging clause in the Airbus Supplier Code of Conduct

1.2.16 Community Impact

I. Introduction
The Company takes global collective action to support communities with a focus on the most vulnerable, the environment, and
young people throughout the world where the Company operates. Products, services and employees are mobilised with focus on
equitable and measurable solutions, in line with the Company Purpose.
Community Impact GRI SDGs

413 Local communities All 17 SDGs with a focus on 1,2,3,4,5,13, 14, 15 and 17
Airbus Foundation Board of Directors
involved
Airbus Foundation Endowment Fund Board of Directors
A42 Community Impact Policy
Related Corporate Reference
A1133 Directive on Sponsorships, Corporate Donations & Corporate Membership
Documents
The bylaws of the Airbus Corporate Foundation and the Airbus Foundation Endowment Fund

Number of Sustainability Ambassadors 207 448
% of employees onboarded to the +impact platform 0 4%
Additional resources Community impact on Airbus.com , Airbus Foundation on Airbus.com, including its annual reports
II. Governance to support the deployment across the business. Having a

consolidated, focused strategy proved vital during a year which
The Sustainability – Develop & Engage department manages
saw a compound of societal challenges – communities continued
the global strategy and framework for community impact in the
to cope with or recover from the COVID-19 pandemic; climate
Company and supports the operations of the Airbus Foundation.
related disasters; and conflict. All of which not only generated an
A global network of community impact focal points representing
immediate emergency response need, but also the longer-term
the major markets where the Company operates has been
impact on the global economy.
established, as welI as a committee of specific topic experts who
provide guidance, assessment and recommendations according During 2022, as part of the development of the Airbus Community
to the Community impact priority themes. Impact policy, the Community Impact network implemented
22 pilot projects across 15 countries to test the new strategy
Community Impact has been integrated into the business
and inform the future impact measurement methodology.
at policy, directive and operational levels with a formalised
In November, the Company in cooperation with the Airbus
assessment and decision process now in place for corporate
Foundation, also launched the +impact digital platform globally
donation requests submitted by business lines. Awareness
across the Company, providing employees with a dedicated
and adoption of the policy is supported by the Sustainability
online space to learn about the new policy and partnerships,
Networks, including the Sustainability Ambassador network
create and coordinate volunteering opportunities, fundraise,
which grew by 116% in 2022. In addition, there are standard
donate and take positive action on sustainability topics.
reporting lines to the Sustainability & Environment organisation
with top level oversight provided by the ECSC at the Company’s
Supporting Vulnerable Communities
Board of Director level.
During 2022, the Company continued to focus on supporting
The Airbus Foundation and Airbus Foundation Endowment vulnerable communities through disaster response, innovation or
Funds are registered as non-profit entities of general interest fundraising to tackle topics such as poverty, hunger and access
under French law, with specific Articles of Association that to essential services.
define their respective mission and remit. Their strategy and
operations are led by the managing director and each entity has In addition to the COVID-19 and Ukraine response, partnerships
formal governance with its own board of directors comprised were developed in several regions to support vulnerable
of membership from across the founding companies, employee community needs. In Asia Pacific, the Company partnered with
representatives and external experts. The Airbus Foundation the Manila Water Foundation to install a clean water station in
and Airbus Foundation Endowment Fund annual reports and a school located in a remote province in the Philippines that
accounts are submitted annually to the French authorities. previously lacked access to a safe water supply. In Latin America,
the Company partnered with TECHO, a non-profit organisation
that mobilises youth volunteers to fight extreme poverty, to
III. Implementation/Activities construct transitional housing and implement social inclusion
2022 focused on strengthening the Company’s collective programmes. This partnership resulted in the construction of
approach to community impact, bringing together the various four homes for four vulnerable families in Santiago de Chile,
business, non-profit, and employee engagement channels Mexico City and Sao Paulo, with the participation of Company
under a collective mission with integrated processes and tools employees. These homes were built following full consultation

with the families and wider communities as well as assessment

of the broader ecosystem to ensure that a network of support
example, in Indonesia, the Company worked with the Ministry
of Education to reach 120 students from rural schools to run
01
01
exists for the longer term. workshops with Company volunteers on STEM and STEM
careers. In the Philippines, the Company partnered with
Company employees also worked together to show their
MoveEd, an organisation which provides early childhood care
support for vulnerable communities. In the US, employees from
and development programmes for children aged 3-6 years, to
all divisions participated in the Make a Difference fundraising
increase access to formal and informal education opportunities,
initiative in aid of World Central Kitchen. In Spain, a group of
also working with the families to raise awareness about the
volunteers prepared humanitarian kits for the Spanish Red
long-term value of education. In China, the FUTURE by the
Cross; and across our sites, employees rallied to fundraise and
Company project partnered with the Civil Aviation Museum in
collect goods for organisations supporting the immediate needs
Beijing to boost quality education access. Following a series of
of Ukrainian refugees. For the second year running, the Airbus
workshops hosted by Company’s volunteers, the Company and
Foundation also participated in the Action Against Hunger global
the museum established an education base in the museum for
wellbeing challenge, Connected Against Hunger, with nearly
future cooperation.
1,800 Company employees participants.
The Airbus Foundation enriched its Airbus Foundation Discovery
The Airbus Foundation continued to support its partners in
Space content with 19 new videos and booklets to practice
disaster response by coordinating relief and goodwill flights
experiments at home or in the classroom. The content explains
carrying more than 138 tons of aid to Madagascar, Moldova,
some of the science behind aerospace, including sustainability
Poland, Pakistan, and Ethiopia. Aid transported included
and girls in science topics. The Foundation’s partnerships for
emergency shelter, medical and hygiene supplies, food and
its youth programmes span 17 locations in Europe, Africa,
kitchen equipment. Additionally, 209 helicopter flight hours were
the Middle East, Asia, and the Americas. Working with local
chartered to Kenya, Madagascar, Philippines and the Democratic
partners, each programme was built on specific local needs.
Republic of Congo to respond to flooding, malnutrition and
During 2022, over 250 Company volunteers participated, and the
displacement of populations. The Foundation also responded
programmes directly reached around 9,000 young students, with
to 75 satellite imagery requests from partners representing
a specific attention given to gender balance and underserved
around 21,700km2 for disaster assessment and response plans,
communities, also including a pilot project for children living in a
to monitor displacement and flooding, and plan medical activities refugee camp. The fourth edition of the Moon Camp Challenge
in Yemen, Chad, Iraq and Sudan amongst others. built on the success of prior years with 2,597 projects submitted
In Kenya, the ongoing project to install innovative water units in from 53 countries by over 5,600 students supported by nearly
under-served locations reached a new level of maturity with the 600 teachers.
upgrade of four existing units and installation of three new units.
To date, 8,350 students have been given access to safe water Protecting the Future of Our Planet
and educated on good hygiene practices. The communities During 2022, the community impact pilot projects focused
around these seven schools in Mukuru are also benefiting from primarily on employee awareness and action to preserve and
the safe drinking water. restore local biodiversity. For example, in the UK and India,
the Company partnered with local non-profit organisations to
In addition, bespoke satellite imagery training was provided
restore three water bodies which had fallen into disrepair and
to several humanitarian partners to increase their capacity in
neglect. In India, educational sessions were also carried out
satellite imagery analysis and interpretation, as well as leadership
with surrounding communities to increase awareness about
training via the Airbus Leadership University. Via its partner, the
the ecological importance of the water bodies, avoiding using
French Foundation of the Academy of Medicine, the Foundation
them to dispose of waste, and engaging the communities in the
helped deliver Helicopter Emergency Medical Services (HEMS).
longer-term maintenance and protection.
A total of 300 medical personnel in Thailand and Mexico were
upskilled in emergency and disaster medicine techniques. Through an innovation project driven by employee volunteers,
the Company cooperated with two universities (Toulouse and
Supporting the Future Generation Colombia) and a local non-profit organisation to bring renewable
It is crucial that the Company inspires and engages young people, energy to off-grid households in Peru and Colombia. Situated
particularly by playing an active role in fostering inclusion, diversity in the highlands of Peru, one of the affected communities
and community values at an early age. Across its Community includes 40 households, nine of which lack access to electricity.
Impact channels, the Company collectively reached over 23,000 The Company supported the placement of two students
young people directly through mentorship, education initiatives who dedicated their first month to build two domestic wind
and workshops during 2022. turbines and install them for two households plus complete the
associated knowledge transfer to enable the families to maintain
Corporate partnerships and STEM outreach programmes them. One of the families makes and sells bread to surrounding
focused on using the expertise and knowledge of Company communities – thanks to the wind turbine, they are able to
employees to inspire interest in science, technology, engineering increase their production as well as reduce their expenditure on
and mathematics (STEM) and engaged more than 8,700 expensive batteries and generator fuel. In Colombia, a third wind
young people from underserved communities to develop their turbine was installed for a rural school with around 30 children.
awareness and confidence to make decisions about their future The school now has a stable and clean source of electricity and
education and career choices. has been connected to the internet which is enabling access
In the Asia Pacific region, five youth projects were developed in to quality education materials as well as refrigeration to store
collaboration with partners including local and national ministries, food for the children.
non-profit organisations, and public sector structures. For

The Airbus Foundation continued to develop its environment IV. Outlook

partnerships, focusing on climate change mitigation and
In addition to enhancing the methods to capture and measure
monitoring, climate change adaptation and disaster prevention
impact, the Company intends to study and progress on
and protecting biodiversity. This included continuing the
opportunities for integrating community impact into business
collaboration with Connected Conservation Foundation to
operations. One example is social procurement where companies
support the preservation of wildlife and natural ecosystems in
can use their purchasing power to create sustainable social value
South Africa and Kenya through the use of satellite imagery. The
through procuring from social benefit suppliers.
Airbus Foundation also completed the first phase of its three-year
project with IUCN, providing technical data, satellite images and The Airbus Foundation is currently reviewing its global portfolio
project management to contribute to the validation of IUCN’s of activities for improvement and development. Near-term plans
forest restoration barometer. Project objectives are to assess involve developing the product portfolio to be offered to partners,
tree canopy changes over a temporal range, characterisation initiating Youth programmes in 10 additional locations, including
of tree canopy changes and assessment of the sufficiency of Tunisia and Morocco, and formalising a new environmental
restoration activity. partnership.
1.2.17 ESG Data Board
Environmental Performance
GRI KPI Unit 2022 2021 2020 2019 2018
Total energy consumption (excl. electricity
GWh 3,717 3,762 3,815 4,624 4,679
generated by CHP on site for own use)
Energy intensity (per Total Revenues) GWh/bEUR 62.4 71.2 75.8 64.3 -
Energy consumption from stationary sources
GWh 2,594 2,717 2,672 2,987 3,062
and electricity
Energy consumption from stationary
GWh 1,190 1,351 1,274 1,391 1,403
sources
natural gas GWh 1,108 1,307 1,235 1,347 1,366
of which bio-methane GWh 23 11 0 0 0
heat generated from biomass GWh 37 25 24 27 17
other fuels GWh 44 19 16 17 20
Energy consumption from electricity,
GWh 1,404 1,366 1,397 1,595 1,659
heat and steam
purchased electricity (incl. renewable
GWh 1,280 1,232 1,274 1,460 1,472
or low carbon sources from grid)
of which purchased electricity
EN3 GWh 534 416 251 163 0
with REC/GoO*
Energy purchased electricity from renewable
EN4 GWh 0.1 0.0 0.0 0.0 0.0
sources PPA*
self-generated electricity from renewable
GWh 1.2 0.8 0.9 0.2 0.2
sources
percentage renewable electricity % 41.8% 33.8% 19.8% 11.2% 0.0%
heat and steam GWh 123 133 123 135 187
Energy consumption from mobile
GWh 1,123 1,045 1,144 1,638 1,617
sources
kerosene GWh 711 681 711 1,061 1,068
of which sustainable aviation fuel GWh 22 4 1 0 0
of which used in Beluga Transport GWh 330 298 290 421 413
of which used in flight test GWh 381 382 421 640 654
road & maritime fuel used in Oversize
GWh 365 335 405 540 509
Surface Transportation
Energy consumption from renewable
GWh 619 456 277 191 18
or low-carbon sources
Percentage energy from renewable
% 16.6% 12.1% 7.3% 4.1% 0.4%
or low-carbon sources
: 2022 data verified by EY®, based on limited assurance.

GRI KPI Unit 2022 2021 2020 2019 2018 01

01
Air Total Scope 1 + Scope 2 CO2 emissions
ktons CO2e 857 889 935 1,139 1,163
emissions (location based)
Total Scope 1 + Scope 2 CO2 emissions
ktons CO2e 762 809 880 1,104 1,162
“market-based” (location based net of REC)*
Scope 1&2 GHG intensity
EN15 gCO2e/EUR 14.4 16.8 18.6 15.8 -
(per Total Revenues)
Scope 1 & 2 EN16 Total Scope 1 GHG emissions ktons CO2e 555 570 585 744 739
EN18 of which from flight test ktons CO2e 98 99 108 165 169
Total Scope 2 GHG emissions – location
ktons CO2e 302 319 350 395 424
based
Total Scope 2 GHG emissions – “market-
ktons CO2e 207 240 295 360 424
based” (location based net of REC)
Indirect GHG emissions – Category 11 –
Use of Sold Products:*
Commercial aircraft IEA-SDS SAF
ktons CO2e 425,454 400,611 383,266 650,366 623,215
uptake*
GHG efficiency for delivered commercial gCO2/pax.
64.4 66.3 67.7 72.2 75.9
aircraft (as per SBTi-validated target)* km
Commercial aircraft –
Scope 3 EN17 ktons CO2e 494,893 458,738 432,245 723,110 683,774
(“no SAF” scenario)*
GHG efficiency for delivered commercial gCO2/pax.
EN18 74.9 75.9 76.4 80.3 83.3
aircraft (“no SAF” scenario)* km
Other products* ktons CO2e 10,703 9,343 NA NA NA
ktons CO2e NA 8,439 9,940 NA NA
Purchased Goods and Services*
ktons CO2e 47 17 22 109 112
Business Travel*
VOC EN20 Total VOC emissions* tons 1,120 1,042 1,048 1,462 1,518
SOx Total SOx emissions tons 16 14 13 14 15
NOx Total NOx emissions tons 207 226 210 234 217
Internal Carbon Pricing EUR/ton 150 150 30 30 -
Other
Information CDP Rating (based on previous year
Score A- A- A- B -
disclosure)
Total water withdrawal (note: formerly reported
m3 3,672,217 3,345,261 3,681,009 4,529,665 4,186,553
as “consumption”)
of which percentage purchased % 79% 79% 78% 80% 79%
of which percentage from surface water
EN8 % 4% 5% 5% 4% 5%
sources and collected rainwater
Water
of which percentage from ground water
% 16% 16% 17% 15% 16%
sources
of which percentage from all areas
% 30% 34% 34% 35% 33%
with high water stress*
EN22 Total water discharge m3 2,956,333 2,887,442 3,097,733 3,728,505 3,335,213
Total waste production, excluding exceptional
tons 73,751 71,152 74,898 99,042 100,389
waste
EN23 of which percentage hazardous waste* % 25% 26% 29% 27% 28%
Waste Material recovery rate* % 60% 55% 51% 54% 57%
Energy recovery rate % 16% 20% 21% 21% 20%
Landfill and incineration without energy
% 23% 25% 28% 25% 23%
recovery rate
Percentage of operations with ISO 14001 /
% 88% 88% 88% 87%
EMS EMAS certification (in % workforce)
certification Percentage of operations covered by reporting
% 92% 92% 92% 92%
(in % workforce)

Scope of reporting: Reported data covers 84 sites. Company’s Additional methodology information:
environmental reporting guidelines include sites worldwide with –– the Company’s emission calculation methodology was
a workforce on-site higher or equal to 100 employees. Note that developed by a team consisting of key personnel from
only 100% consolidated entities are taken into account with the the engineering and environment departments and is aligned
exception of ATR and Tianjin operations. 2018-2021 figures were with the guidance provided by the Greenhouse Gas Protocol.
refined to rectify actuals for some entities. The external auditor performed a review of the calculation
methodology applied by the Company and assessed the
2021 restatements: some 2021 figures were restated to reflect
reasonableness of the supporting assumptions;
changes in reporting perimeter and to integrate information
–– the Company has used a number of assumptions based on
received post-closing 2021.
internal and external information including assumptions based
Methodology and assumptions: on publicly-available data.
–– For all products:
Energy – Purchased electricity from renewable sources:
——the estimation includes CO2 emissions only. Emissions
Power Purchase Agreements (“PPA”) – it is a contract under
related to CH4 and N2O were excluded given the very low
which a legal entity agrees to purchase renewable electricity
levels produced by modern aircraft engines. Emissions
directly from an electricity producer. For the Company this means
related to NOx were estimated and excluded given the
purchase of electricity from predefined renewable production
uncertainty related to the NOx emission factors and the
facilities and/or purchase of electricity from renewable electricity
relatively low contribution of this emission stream,
generation facilities that can be built near to a Company site and
——CO 2 emission factors for kerosene are the ICAO
that is connected to the site via and the direct wire.
internationally recognised lifecycle emission factor to be
Energy – Purchased electricity from renewable sources REC/ used for baseline fossil jet fuels (3.846kg CO2e per kg of
GoO: Renewable Electricity Certificates (“REC”) or Guarantees fuel for fossil Jet-A / Jet-A1). This factor represents a “well
of Origin (“GoO”) – is an energy certificate representing 1MWh to wake” life cycle analysis to assess the overall GHG
which has the sole function of providing evidence to a final impacts of a fuel including each stage of its production
customer that a given share or quantity of energy was produced and use.
from renewable sources. For the Company, this represents –– For commercial aircraft: assumptions include the aircraft
the electricity bought from the grid with energy certificates load factor, aircraft operational usage and average in-service
evidencing that a given share or quantity of energy was produced lifetime. Primary data collected within the Company was
from renewable sources. also used, such as aircraft performance and configuration
parameters. Emissions related to commercial aircraft engine
Air Emissions – Scope 1 & 2 – SAF emissions were computed start and taxing have been included, however, emissions
according to the formula set by the ICAO. from the APU and ground handling equipment have been
Air Emissions – Scope 1 & 2 – “market-based” (location excluded. For the purpose of this calculation, the Company
based net of REC): location based with purchased guarantees integrated into commercial aircraft Scope 3 the likely
of origin deduced. The Company is working towards improving usage of SAF over the product lifetime, as per the IEA-
data collection and market-based methodology implementation. SDS assumptions. Other operating conditions of the aircraft
Meanwhile, this metric is used by the Company to measure its were considered to be static over the whole service life. In
progress towards its 2030 target, in order to be able to take into addition, the Company reports for reference an indicative
account the contribution of its electricity sourcing on its industrial figure based on a zero SAF usage. A330-200 deliveries
decarbonisation target. However, this refining of methodology is destined to A330-MRTT conversion were excluded from the
expected to trigger restatements in the coming years, including commercial aircraft perimeter and included in the military
of the 2015 baseline. aircraft perimeter as part of the “other products” category.
–– For other products:
Air Emissions – Scope 3 – Use of sold products. The main ——Helicopters: assumptions include activity data from
contribution of the Company’s value chain on climate change Company’s customer services of helicopter operations
comes from the use of sold products, especially related to its such as flight hours per year and region where the helicopter
commercial aircraft activities. In order to provide the level of is operated. Direct emissions and indirect emissions from
transparency, the Company reports in-use emissions of the jet fuel production are included over the product’s entire
products it delivers (Scope 3 – Use of sold products). This started service life. Impact of SAF is not considered,
in 2020 with the disclosure of emissions from commercial aircraft ——Military aircraft: flight hours and mission profiles vary
products, and was extended to other products in 2021, namely significantly depending on conflicts and humanitarian
civil helicopters initially and further complemented by military crises. The estimation assumes the largest number of flight
aircraft and helicopters in 2022. The Company will continue to hours each aircraft has been designed for in its lifetime.
progressively extend the scope of reporting to other families Impact of SAF is not considered.
of products, for which the calculation methodologies are still
under development. Nevertheless, current results and advanced Air Emissions – Scope 3 GHG efficiency for delivered
estimations have shown that the vast majority (over 90%) of commercial aircraft (as per SBTi-validated target). In 2022,
the Scope 3 – Use of Sold Product impact of the Company’s the Company updated the definition and methodology of its
products is due to the commercial aircraft family of products, efficiency metrics in order to align with the SBTi methodology
and that this situation is unlikely to change once all the product and leading to a restatement of past years. Namely, the evolution
families will have been assessed. can be explained by changes in the following two assumptions:
the integration in the emissions related to the upstream fuel
production and the consideration of the likely usage of SAF over
the product lifetime, as per the IEA-SDS assumption.

Air Emissions – Scope 3 Purchased Goods and Services.

This evaluation was performed using a dedicated tool developed
Air Emissions – VOC: 2022 VOC emissions data is estimated.
2022 actuals will be consolidated in April 2023.
01
01
by the International Aerospace Environmental Group (IAEG)
Water – Areas with high water stress: areas identified with
offering a choice between two approaches: a “spend based”
high or extremely high water stress. Water stress level as defined
approach, allocating emissions to each amount spent in specific
per the Aqueduct Water
commodities and a “mass based” approach, allocating emissions
to quantities of materials purchased. For this first evaluation, the Risk Atlas (medium scenario for 2030).
Company has used the “spend based” approach. While this
method embeds a certain degree of uncertainty, considered Waste – Hazardous waste: waste displays one or more of
high by the IAEG on a certain number of emissions factors used the hazardous properties listed: “Explosive”; “Oxidising”;
in the methodology, it provides a relevant view of the sources “Highly flammable”; “Flammable”; “Irritant”; “Harmful”; “Toxic”;
of GHG emissions in the Company’s supply chain and enables “Carcinogenic”; “Corrosive”; “Infectious”; “Toxic for reproduction”;
comparison of the various Company’s scopes throughout its “Mutagenic”; “Sensitizing”; “Ecotoxic”, “Pressurised gas”.
value chain. The calculation will be refined in future years as Waste – Material recovery: any operation wherein products,
better quality data becomes available. In 2022, the Company components of products, or materials that have become waste
improved the accuracy of some spent-based assumptions are prepared to fulfil a purpose in place of new products,
leading to a restatement of 2020 figures. In addition, the use components, or materials that would otherwise have been used
average emission factors decreased from 6% of spent in 2020 for that purpose. 2022 material and energy recovery rates will
to 2.5% in 2021 thanks to refined data allocation. Adjustments be refined when final waste treatment information of year-end
can be expected in future disclosures as the Company intends to waste – representing about 9.5% of total – will be provided by
further refine its computation, especially integrating mass-based waste collector companies. Meanwhile, unavailable information
information as data becomes available. was estimated using 2022 actual breakdown ratios of the 90.5%
Air Emissions – Scope 3 Indirect GHG emissions Business available data.
Travel: Worldwide air travels of Europe-based employees.

Social Performance
WORKFORCE
2022 2021 2020 2019

Total number of employees 134,267 126,495 131,349 134,931
By business segment
Commercial aircraft activities 79,134 73,560 78,487 80,985
Airbus Helicopters 20,803 20,126 20,026 20,024
Airbus Defence and Space 34,330 32,809 32,836 33,922
% Part time employees 3.99% 4.34 4.36 4.43
By contract type
Unlimited 131,307 122,950 128,151 130,591
Limited contract > 3 months 2,960 3,156 3,198 4,340
By geographic area
France 48,238 45,931 48,231 49,143
Germany 44,898 42,972 45,568 45,638
Spain 12,899 11,881 11,828 12,637
UK 9,858 9,368 9,846 11,109
US 3,751 3,150 2,980 3,151
Canada 4,287 3,788 3,634 3,668
China 762 698 613 653
Other countries 9,574 8,707 8,649 8,932
% of active workforce employees located in Europe 88.6% 89.1
By nationality in %
French 35.0% 35.4
German 30.7% 31.5
Spanish 10.7% 10.3
British 7.4% 7.7
From other countries 16.2% 15.1
Total number of nationalities 147 138
By age
< 30 years old 13,171 11,120 12,135 13,862
30-50 years old 83,964 79,985 81,709 82,552
> 50 years old 37,132 35,390 37,505 38,517
Newcomers 13,946 5,655 5,463 11,270
Core Divisions 8,231 2,817 2,413 6,643
Subsidiaries 5,715 2,838 3,050 4,627
Leavers (incl. partial retirement) 6,428 9,394 7,796 5,842
Core Divisions 3,365 5,632 4,675 2,902
Subsidiaries 3,063 3,762 3,121 2,940
Attrition Rate
Core Divisions 3.8% 5.9% 4.6% 2.9%
Subsidiaries 7.8% 12.2% 9.4% 8.4%
Total 5.0% 7.4% 5.8% 4.3%

GENDER DIVERSITY 01
01
2022 2021 2020
% Women in total active workforce 20% 19% 18%
Per category
Board of Directors 33% 25% 25%
Executive Committee 25% 25% 16%
Senior mgmt – Executives 16% 14% 13%
“Level IV” managers 17% 16% 14%
Newcomers 27% 22% 26%
By geographic area
France 21.4% 21.2% 20.5%
Germany 16.2% 16.4% 15.3%
Spain 24.0% 22.7% 22.3%
UK 14.0% 12.9% 13.5%
US 22.5% 22.4% 22.4%
Other countries 22.4% 21.0% 20.9%
PEOPLE DEVELOPMENT
2022 2021 2020

Number of classroom training 116,363 78,984 78,443
Number of digital training 1645816 967,495 752,702
Total training hours 1.7mn 1.2mn 1million
Average training hours per employee 15 11 11
for women 14 9 8
for men 16 11 10
for production employees 19 15 14
for non-production employees 14 10 8
Internal mobilities 11,460 >10,400 >7,000
LABOUR RELATIONS
2022 2021 2020

Number of meetings with SE-WC 7 12 8
Workforce covered by collective
bargaining agreements ~80% ~ 80%
Note: figures are based on the active workforce, i.e. the number of permanent and short-term employees, irrespective of their individual working times, and having worked in the last
30 days. The headcount is calculated according to the consolidation quota of the respective companies. The scope for HR structure reporting covers 100% of the Company’s
total active workforce from consolidated companies. Workforce and breakdowns metrics are figures at year-end. Other metrics cover civil year periods, except for training
related metrics with reporting periods going from 1 October to 30 September.

PRODUCT SAFETY
2022 2021 2020 2019

Fatal accident rate industry-wide Gen4 0.05 0.03 0.04 0.05
% SMS officers nominated 100% 100% 100% -
% SMS officers trained 100% 100% 92% -
CYBER SECURITY
2022 2021 2020 2019

Number of data breaches reported to data authorities 0 1 1 -
Percentage involving confidential information - 100% 100% -
Cyber security awareness training e-learning participation 107,808 67,475 10,328 -
Corporate & IM Cyber Security headcount 437 290 216.5 -
HEALTH & SAFETY
2022 2021 2020 2019

Lost Time Injury Frequency Rate – excl. Airbus Atlantic and Airbus
1.60 3.21 3.81 5.58
Aerostructures entities
Lost Time Injury Frequency Rate – incl. Airbus Atlantic and Airbus
2.23
Aerostructures entities 3.29
Lost Time Injury Frequency Rate – commercial aircraft business 2.25 4.31 5.12 -
Near-miss – commercial aircraft business 28,925 19,305 - -
Severity rate (FISH scope) 0.046 - - -
Health & Safety training hours delivered 286,815 128,795 103,070 148,000
Number of employees who received Health & Safety training 90,490 28,144 37,599 20,900
Number of employees having attended “EH&S Certificate” modules 1 & 2 2,214 1,309 418 -
Core entities with ISO 45001 or similar certification ~one third ~one third - -
% of the company-wide workforce covered 25% 25% - -
For definitions, see “– 1.2.9 Health and safety”.

HUMAN RIGHTS
2022 2021 2020 2019

% of investigations completed or in progress – following reports of concerns
100% 100% 100% -
linked to human rights, including forced and child labour and other labour rights.
% of sites having undertaken a social assessment – % of the Company’s
with over 100 employees, cumulative since 2020, undergoing a social 29
assessment including human and labour rights. 10 6 -
% of findings closed within 18-months (following social assessments including
100%
human and labour rights, carried out on the Company’s sites) 100% 100% -
Number of participants to human rights trainings (Cumulative number
of participants who have completed e-learning modules on human rights 6,955
and modern slavery; reporting period: 1 Oct.-30 Sep.) 5,789 4,943 -
Number of alerts of human rights concerns (including forced labour and labour
rights (received via OpenLine and other means) from internal sources 28
or through the Company’s supply chain) 4 5 -
: 2022 data verified by EY , based on limited assurance.

®

BUSINESS INTEGRITY 01
01
2022 2021 2020 2019
Number of employees per appointed Ethics & Compliance Representatives 360 372 390 -
Number of employees per appointed Export Control Point of Contact 236 - - -
% of employees (non-Exec) who have completed the E&C training objective 96% 90% 80% -
Number of E&C e-learning sessions delivered to employees 290,178 284,774 309,682 -
Number of privacy e-learning sessions delivered to employees
3,181
(Reporting period: from 1 Oct. to 30 Sep.) 9,327 35,073 -
Investigative requests received during the year 847 - - -
of which Compliance-related investigative requests 323 - - -
of which HR-related investigative requests 524 - - -
SUPPLY CHAIN
2022 2021 2020 2019

Sourcing volume (in € million) ~44,000 37,906 40,712 53,400
Number of suppliers 18,000 18,000 21,000 23,000
Split by Division (in %)
Commercial aircraft activities 77% 77% 76% 84%
Airbus Helicopters 9% 8% 8% 6%
Airbus Defence and Space 14% 15% 15% 10%
Split by region
European Union 69% 74% 74% 59%
North America 24% 19% 19% 27%
Asia pacific 6% 6% 6% 8%
Other regions <1% <1% <1% 6%
Number of countries 90 90 88 >100
Percentage of sourcing volume covered by supplier commitment to the Supplier
86%
Code of Conduct 79% NA -
Percentage of sourcing volume of suppliers invited to CDP who have responded 78% 68% 56% -
Percentage of responding suppliers to the CDP scoring A or B 66% 53% 56% -
Percentage of identified high risk suppliers, who have undergone a sustainability
99.5%
assessment 95% 63% -
Percentage of assessed suppliers not meeting Company’s sustainability
16%
expectations 13% 12% -
Percentage of action plans defined for suppliers not meeting Company’s
31%
sustainability expectations 15% NA -
Number of sustainability alerts 44 12 5 -
Number of suppliers registered into Digitalisation of Supplier Substance data
collection tool 298 - - -
Note: Metrics cover civil year periods, except for training related metrics with reporting periods going from 1 October to 30 September.
COMMUNITY IMPACT
2022 2021 2020

Number of Sustainability Ambassadors 448 207 -
% of employees onboarded to the +impact platform 4%

Governance
BOARD OF DIRECTORS
2022 2021 2020 2019

Number of independent directors 11 11 11 11
Number of Executive Directors 1 1 1 1
Number of women 4 3 3 3
Number of men 8 9 9 9
Average age 60 60 59 59
Number of nationalities 7 7 7 7
Average tenure 4.9 4.5 3.5 4
Number of Board meetings 13 7 13 11
% average attendance 96% 98% 97% 91%
Number of Audit Committee 5 5 5 7
Number of RNGC 5 5 4 7
Number of ECC/ECSC 4 6 4 6
EXECUTIVE COMMITTEE
2022 2021 2020 2019

Number of women 3 3 2 2
Number of men 9 - - -
Executive Committee meetings 4 4 4 4
SHAREHOLDING
2022 2021 2020 2019

Free Float 74.06% 74.01% 73.97% 73.94%
GZBV (German State) 10.87% 10.90% 10.93% 10.94%
SEPI (Spanish State) 4.10% 4.11% 4.12% 4.13%
SOGEPA (French State) 10.89% 10.92% 10.95% 10.96%
SUSTAINABILITY-LINKED REMUNERATION
2022 2021 2020

CEO and Executives variable remuneration – common collective component, paid following the end of financial year
R&S KPI 1 LTIFR1 LTIFR1 LTIFR1
Weight 10% 10% 20%
R&S KPI 2 CO2 CO2 -
Weight 10% 10% -


01
See Company’s See CDP Climate Change
report sections Questionnaire(1) items
Governance
Describe the board’s oversight of climate-related risks and
opportunities. – 1.2.1 the Company’s C1.1a, C1.1b
approach to sustainability
Describe management’s role in assessing and managing – 1.2.2 Climate change
climate-related risks and opportunities C1.2, C1.2a
Strategy
Describe the climate-related risks and opportunities
the organisation has identified over the short, medium,
– Risk Factors –
and long term C2.3, C2.3a, C2.4, C2.4a
Environment, Human Rights,
Describe the impact of climate-related risks and opportunities Health & Safety Risks
on the organisation’s businesses, strategy, and financial – 1.2.2 Climate Change C2.3a, C2.4a, C3.1, C3.3,
planning. – see the “Notes to the C3.4
IFRS Consolidated Financial
Describe the resilience of the organisation’s strategy,
Statements” (Note 7: Climate
taking
impacts)
into consideration different climate-related scenarios, including
a 2°C or lower scenario C3.2, C3.2a, C3.2b
Risk management
Describe the organisation’s processes for identifying C2.1, C2.1a, C2.1b, C2.2,
and assessing climate-related risks. C2.2a
– 4.1.3 Enterprise Risk
Describe the organisation’s processes for managing Management System
climate-related risks. – 1.2.1 the Company’s C2.1, C2.2
approach to sustainability
Describe how processes for identifying, assessing,
– 1.2.2 Climate change
and managing climate-related risks are integrated
into the organisation’s overall risk management. C2.1, C2; 1b, C2.2
Metrics & targets
Disclosure of the metrics used by the organisation to assess
climate-related risks and opportunities in line with its strategy
and risk management process. C1.3, C1.3a, C4.2, C9.1
C5, C5.1, C5.1a, C5.1b,
– 1.2.2 Climate change C5.1c, C5.2, C5.3, C6.1,
Disclose Scope 1, Scope 2, and if appropriate, Scope 3 GHG – 1.2.17 ESG data board, C6.2, C6.3, C6.4, C6.5,
emissions, and the related risks. section Environmental C6.5a, C6.10, C7.1, C7.1a,
performance / Emissions C7.2, C7.3, C7.3a, C7.5,
C7.6, C7.6a
Describe the targets used by the organisation to manage
climate-related risks and opportunities and performance
against targets. C4.1, C4.1a, C4.1b, C4.2a
(1) CDP Climate Change Questionnaire is available on Airbus website and CDP website .

1.2.19 EU Taxonomy
The EU Taxonomy is a classification system establishing a list transition activity in the EU Taxonomy, which acknowledges
of environmentally sustainable economic activities defined by its potential transition to a climate-neutral economy consistent
the EU Taxonomy Regulation (1). The EU Taxonomy Regulation with a pathway to limit the temperature increase to 1.5°C above
focuses on six environmental objectives and defines overarching pre-industrial level.
conditions that an economic activity must meet to be considered
For the reporting period FY 2021, only qualitative information
environmentally sustainable. The EU Taxonomy aims to direct
and information on the proportion of Taxonomy-eligible activities
investments towards sustainable projects and activities in order
in relation to total activities set out in the Delegated Act had to
to meet the EU’s climate and energy targets for 2030 and reach
be disclosed. For the reporting over FY 2022, the Delegated
the objectives of the European Green Deal.
Act applies fully, meaning that the Company has to disclose its
As the Company is obligated to report on non-financial information alignment to the EU Taxonomy as well. In order to be aligned
pursuant to the Non-Financial Reporting Directive, the EU with the EU Taxonomy, an eligible activity has to i) comply with
Taxonomy Regulation is also applicable to the Company, and the Technical Screening criteria (TSC); ii) the Do No Significant
therefore we must disclose information on the extent to which Harm (DNSH) criteria; and the company has to fulfil Minimum
our activities can be considered environmentally sustainable Safeguards.
economic activities within the meaning of the EU Taxonomy.
Technical screening criteria for two of the six environmental EU Taxonomy Assessment Over FY 2022
objectives have been laid down in the Climate Delegated
Act (2) which entered into force on 1 January 2022 and the The Company performed an analysis of its exposure to
Complementary Climate Delegated Act (3) which entered taxonomy-eligible activities referenced in the Climate Delegated
into force on 1 January 2023. Recommended criteria for the Act and the Complementary Climate Delegated Act and has
four remaining environmental objectives were published in conducted an assessment of compliance with the relevant TSC,
March 2022 (Annex to the Platform on Sustainable Finance’s the DNSH-criteria and the Minimum Safeguards. The results of
report with recommendations on technical screening criteria for this assessment have been included in the following sections
the four remaining environmental objectives of the EU Taxonomy) (EU Taxonomy KPIs and EU Taxonomy KPIs accompanying
and complemented with additional criteria in November 2022 information). The Company has performed these calculations
(Platform on Sustainable Finance’s report with supplementary based on consolidated information while it is still working on
advice on methodology and technical screening criteria for further improving financial data tagging to enable improved
the climate and environmental objectives of the EU Taxonomy) reporting in upcoming disclosures. The Company’s assessment
(“Draft Recommendations”). Aviation related activities have will be refined as additional official guidance on EU taxonomy
not been included in the Climate Delegated Act and the implementation and interpretation becomes available. The main
Complementary Climate Delegated Act, but, based on the Draft activities carried out by the Company are not yet covered by the
Recommendations, aviation is proposed to be included as a EU Taxonomy delegated acts.
(1) Regulation (EU) 2020/852 of the European Parliament and of the council of 18 June 2020 on the establishment of a framework to facilitate sustainable investment
and amending Regulation (EU) 2019/2088.
(2) Commission Delegated Regulation (EU) 2021/2139 of 4 June 2021 supplementing Regulation (EU) 2020/852 of the European Parliament and of the Council by
establishing the technical screening criteria for determining the conditions under which an economic activity qualifies as contributing substantially to climate change
mitigation or climate change adaptation and for determining whether that economic activity causes no significant harm to any of the other environmental objectives.
(3) Commission Delegated Regulation (EU) 2022/1214 of 9 March 2022 amending Delegated Regulation (EU) 2021/2139 as regards economic activities in certain energy
sectors and Delegated Regulation (EU) 2021/2178 as regards specific public disclosures for those economic activities.

EU TAXONOMY KPIs PROPORTION OF TURNOVER FROM PRODUCTS OR SERVICES ASSOCIATED WITH TAXONOMY-ALIGNED
ECONOMIC ACTIVITIES – DISCLOSURE COVERING YEAR 2022
01
01
DNSH criteria
Substantial contribution (“Does Not Significantly
criteria Harm”)
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) (15) (16) (17) (18) (19) (20) (21)
%Aligned
Absolute Proportion SC5 SC6 SC7 SC8 SC9 SC10 DN11 DN12 DN13 DN14 DN15 DN16 MS17 %Aligned prev. year Cat20 Cat21
turnover of turnover 18 19
Economic
activities Code(s) In m€ % % % % % % % Y/N Y/N Y/N Y/N Y/N Y/N Y/N Percent Percent E T
A. TAXONOMY-ELIGIBLE ACTIVITIES %
A.1.
Environmentally
sustainable
N/A
activities
(Taxonomy-
aligned)
Turnover of
environmentally
sustainable
0 0% 0% N/A
activities
(Taxonomy-
aligned) (A.1)
A.2 Taxonomy-
Eligible but not
environmentally
sustainable N/A
activities (not
Taxonomy-aligned
activities)
Turnover of
Taxonomy-
eligible but not
environmentally
0 0% N/A
sustainable
activities (not
Taxonomy-aligned
activities) (A.2)
Total (A.1 + A.2) 0 0% 0% N/A
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES SC5 – C
limate change DN11 – Climate change MS17 – Minimum safeguards
mitigation mitigation %Aligned18 – Taxonomy-aligned
Turnover of
Taxonomy-non- SC6 – C
limate change DN12 – C
limate change proportion of turnover
58,763 100% adaptation adaptation
eligible %Aligned prev. year 19 – Taxonomy-
activities (B) SC7 – W
ater and marine DN13 – W
ater and marine aligned proportion of turnover,
resources resources previous year
Total (A + B) 58,763 100%
SC8 – Circular economy DN14 – Circular economy Cat20 – Category (enabling activity or)
SC9 – Pollution DN15 – Pollution Cat21 – Category
SC10 – Biodiversity DN16 – B
iodiversity and “(transitional activity)”
and ecosystems ecosystems
Column 21 should be filled in for transitional activities contributing to the climate change mitigation.
For activities listed under A2, columns 5 to 17 May be filled in on a voluntary basis by non-financial
undertakings

EU TAXONOMY KPIs PROPORTION OF CAPEX FROM PRODUCTS OR SERVICES ASSOCIATED WITH TAXONOMY-ALIGNED
DNSH criteria
Substantial contribution (“Does Not Significantly
criteria Harm”)
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) (15) (16) (17) (18) (19) (20) (21)
%Aligned
CapEx of CapEx 18 19
Economic
activities Code(s) In m€ % % % % % % % Y/N Y/N Y/N Y/N Y/N Y/N Y/N Percent Percent E T
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1. Environmentally
sustainable activities N/A
(Taxonomy-aligned)
CapEx of
environmentally
sustainable activities 0 0% 0% N/A
(Taxonomy-aligned)
(A.1)
A.2 Taxonomy-
Eligible but not
environmentally
N/A
sustainable activities
(not Taxonomy-
aligned activities)
4.24 Production
of heat/cool from D35.30 14 0.6%
bioenergy
7.3 Installation, F42,
maintenance and repair F43,
of energy efficiency M71,
equipment C16,
C17,
C22,
C23, 17 0.7%
C25,
C27,
C28,
S95.21,
S95.22,
C33.12
8.1 Data processing,
hosting and related J63.11 21 0.8%
activities
CapEx of Taxonomy-
eligible but not
environmentally
52 2.1% N/A
sustainable activities
(not Taxonomy-aligned
activities) (A.2)
Total (A.1 + A.2) 52 2.1% 0% N/A
CapEx of Taxonomy-
non-eligible activities 2412 97.9% SC6 – C
limate change proportion of Capex
(B) adaptation adaptation %Aligned prev. year 19 – Taxonomy-
SC7 – W
ater and marine aligned proportion of CapEx, previous
Total (A + B) 2464 100% resources resources year
SC10 – B
iodiversity and DN16 – B
ecosystems ecosystems
For activities listed under A2, columns 5 to 17 May be filled in on a voluntary basis by non-financial
undertakings.

EU TAXONOMY KPIs PROPORTION OF OPEX FROM PRODUCTS OR SERVICES ASSOCIATED WITH TAXONOMY-ALIGNED
01
01
Substantial contribution DNSH criteria (“Does Not
criteria Significantly Harm”)
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) (15) (16) (17) (18) (19) (20) (21)
%Aligned
OpEx of OpEx 18 19
Economic Code
activities (s) In m€ % % % % % % % Y/N Y/N Y/N Y/N Y/N Y/N Y/N Percent Percent E T
A. TAXONOMY-
ELIGIBLE
ACTIVITIES
A.1.
Environmentally
sustainable
N/A
activities
(Taxonomy-
aligned)
OpEx of
environmentally
sustainable
0 0% 0% N/A
activities
(Taxonomy-
aligned) (A.1)
A.2 Taxonomy-
Eligible but not
environmentally
sustainable N/A
activities (not
Taxonomy-aligned
activities)
OpEx of
Taxonomy-
eligible but not
environmentally
0 0% N/A
sustainable
activities (not
Taxonomy-aligned
activities) (A.2)
Total (A.1 + A.2) 0 0% 0% N/A
OpEx of
Taxonomy-non- SC6 – C
limate change proportion of Opex
3,079 100% adaptation adaptation
eligible %Aligned prev. year 19 – Taxonomy-
activities (B) SC7 – W
ater and marine aligned proportion of OpEx,
resources resources previous year
Total (A + B) 3,079 100%
SC10 – B
iodiversity and DN16 – B
ecosystems ecosystems
(1) Activity 1 is Taxonomy-eligible in its entirety. However, only a proportion of it is Taxonomy-aligned. Therefore, Activity 1 May be reported under both A1 and A2. However, only
the proportion reported under A1 May be counted as Taxonomy-aligned in the OpEx KPI of the non-financial undertaking. For activities listed under A2, columns 5 to 17 May
be filled in on a voluntary basis by non-financial undertakings.

EU Taxonomy KPIs Accompanying This exercise has been conducted by a dedicated team involving
experts from different functions and Divisions through a number
Information of interviews and working sessions during the year.
1. Accounting Policy In 2022, Taxonomy eligible activities related to “4.24 Production of

heat/cool from bioenergy” and “7.3 Installation, maintenance and
The Company’s EU Taxonomy disclosure covers the following
repair of energy efficiency equipment”, were related to projects
scope: EU Taxonomy-compliant share of turnover, capital
aiming to improve energy efficiency and reduce CO2 emissions
expenditure (“CapEx”) aligned with the EU Taxonomy and
that could make a substantial contribution to the climate change
operational expenditure (“OpEx”) aligned with the EU Taxonomy
mitigation objective while eligible activities related to “8.1 Data
of the Company consolidated that, for the purpose of EU
processing, hosting and related activities” also met activity
Taxonomy disclosure, are split per economic activity according
description. They have been allocated to one taxonomy activity
to the Climate Delegated Act and the Complementary Climate
and one environmental objective, avoiding the risk of double
Delegated Act of the EU Taxonomy. Please refer to the “Notes to
counting.
the IFRS Consolidated Financial Statements – Note 4: Significant
Accounting Policies”. In 2022, the results of the self-assessment of Minimum
Safeguards criteria was positive taking into account the non-
In the context of EU Taxonomy disclosure, the Company
compliance criteria recommended in the Final Report on
assessed any economic activity that in aggregate exceeds 1%
Minimum Safeguards.
of the total turnover, CapEx or OpEx. The materiality threshold
has been set at 1%, as the Company expects economic activities Contribution to Multiple Objectives
that in aggregate do not exceed 1% of the total turnover, CapEx
or OpEx to have no material influence on the reporting. However, Due to the nature of the projects linked to Taxonomy eligible
should there be availability of data, the Company may choose activities in 2022, substantial contribution has been assessed
to disclose such activities. against the climate change mitigation objective only and its
relevant criteria.
Turnover, CapEx and OpEx were determined and allocated to
the numerator by performing a mapping between the description Disaggregation of KPIs
of activities in the EU Taxonomy and the Company’s portfolio of In 2022, the preparation and disclosure of figures as per
sources of revenues, investments and expenses. Taxonomy requirements did not require any disaggregation.
As the EU Taxonomy KPIs are published for the first time in the
reporting over FY 2022, prior-year figures are not provided. No 3. Contextual Information
material changes to the CapEx plan have occurred in FY 2022. Contextual Information About Turnover KPI
The capital expenditures disclosed under the CapEx KPI are not
part of a CapEx Plan meeting the conditions specified under the Turnover KPI has been assessed as not material and therefore
EU taxonomy regulation. reported as 0%.
Contextual Information About CapEx KPI

2. Assessment of Compliance with EU
All CapEx identified as eligible were added to property, plant
Taxonomy Regulation and equipment during the year 2022. In 2022, Taxonomy
Information on Assessment of Compliance with eligible activities were related to projects aiming to improve
the EU Taxonomy Regulation energy efficiency and reduce CO2 emissions that could make
The assessment of compliance with the EU Taxonomy Regulation a substantial contribution to the climate change mitigation
has been carried out in four steps: objective, while data processing related CapEx (e.g. data centres)
met activity description.
–– Determination of EU Taxonomy eligibility: screening of the
Company’s turnover, CapEx and OpEx versus the activities In light of the complexity and granularity of the applicable
described in the currently adopted Climate Delegated Act criteria, the investments could not be assessed as aligned by
and Complementary Climate Delegated Act and allocation the Company in 2022. The Company took a cautious approach
on the basis of the activity description, resulting in a list of to assessing Appendix C criteria and compliance could not be
eligible activities. confirmed in 2022.
–– Determination of EU Taxonomy alignment with technical
screening criteria: for the eligible activities which exceed the In addition, some of the CapEx contributing to the Company’s
materiality threshold of 1%, applicable substantial contribution decarbonisation plan as presented in section “– 1.2.2 Climate
and do no significant harm criteria have been identified and Change” could not be assessed as eligible.
analysed, gathering the available and relevant information The capital expenditures disclosed under the CapEx KPI are not
and evidence. part of a CapEx Plan meeting the conditions specified under the
–– Determination of EU Taxonomy alignment with the minimum EU taxonomy Regulation.
safeguards: following the guidance provided by the Platform
on Sustainable Finance in its “Final Report on Minimum
Safeguards” published in October 2022 (1), and more specifically
by analysing the non-compliance criteria proposed in the
aforementioned report concerning human rights, taxation, fair
competition and corruption & bribery areas at Company level.
(1) Platform on Sustainable Finance – Final report on Minimum Safeguards, October 2022.

Contextual Information About the OpEx KPI means of delegated act(s) to be adopted in 2023. The Company’s
commercial aircraft activity corresponding to NACE code 30.3 is
01
01
The Company’s OpEx definition differs from the EU Taxonomy
OpEx definition. For the purpose of the EU Taxonomy disclosure, described under section 7.2 Manufacturing of aircraft of the Draft
only research and development costs are considered. Recommendations (1). According to the Draft Recommendations,
a majority of the Company’s 2022 turnover would be eligible,
Future Developments mainly including the turnover generated by sales of commercial
In the coming years, the Company will continue to report under aircraft. Based on the same information, the Company estimates
the EU Taxonomy with regard to its Taxonomy-eligible economic that a significant portion of this eligible turnover could be
activities as well as its Taxonomy-aligned economic activities. Taxonomy-aligned, subject to Do-No-Significant-Harm criteria
This entails a further and continuous review of our economic and minimum safeguards criteria assessment. As per the technical
activities. Future guidance on the EU Taxonomy could result screening criteria of section 7.2 of the Draft Recommendations,
in updated definitions and other decision-making in meeting the alignment would correspond to the proportion of new aircraft
reporting obligations that may come into force. The Company sold that will replace less efficient older generation aircraft, and
expects that its reporting will evolve over time as more insights therefore contributing to reducing the overall carbon footprint of
will be gained on how best to comply with the EU Taxonomy. If the aviation – as described in section “– 1.2.2 Climate change” / IV.
delegated act related to the manufacturing of aircraft is adopted Transition plan / 2. Product stewardship. Activities from the
under the EU Taxonomy Regulation, the turnover generated by Company’s two Divisions may be covered to some extent in
sales of commercial aircraft may then become eligible. future developments of the EU Taxonomy, while current level of
information available does not enable the Company to provide an
Estimated eligibility and alignment if aviation-related estimate. Accordingly, “best-in-class” aircraft programme related
technical screening criteria were to be adopted as per draft CapEx, and R&D (Operating Expenses) should be respectively
recommendation: Pursuant to the Draft Recommendations, eligible and aligned at least in proportions similar to turnover
aviation-related activities are included in the EU Taxonomy by ones.
(1) Platform on Sustainable Finance: Technical Working Group / Part B – Annex: Full list of Technical Screening Criteria March 2022.

1.2.20 GRI Index

This table, whose aspects are material for the Company and its stakeholders, follows the GRI Standards Guidelines, in accordance
with the “core” option. When links target a Non-Financial Statement section, additional resource links can be found in the table
displayed in the sub-section I. Introduction.
GRI Disclosure Related content

GRI 2: General Disclosures
GRI 3: Material Topics
The Organisation and its reporting practices

2-1 Orgaisational details
Name of the organisation Airbus SE
Location of headquarters Leiden, the Netherlands
Location of operations Airbus global presence , Airbus Helicopters global presence
Ownership and legal form See – 3.1.2 Legal Form
Entities included in the consolidated financial
2-2 See Consolidation Scope 2022
statements
2-3 Reporting period, frequency and contact point
Reporting period From 1st of January to 31 of December
Reporting cycle Annual
Contact point for questions regarding the report See sustainability on airbus.com
See data per sustainability topics in the respective sub
sections of 1.2 Non-Financial Information, – 1.2.17 ESG Data
2-4 Restatements of information Board
Please refer to the IFRS Consolidated Financial Statements,
notes 24, 37.7
2-5 External assurance Find the full independent Assurance Report from Ernst&Young
Activities and workers

Activities, value chain and other business
2-6
relationships
Get to know Airbus
Activities, brands, products, and services
See – 1.1 Presentation of the Company
See what-we-do on airbus.com

Markets served
See – 1.1 Presentation of the Company
See – 1.2.13 People, – 1.2.17 ESG Data Board (Social

Performance)
Scale of the organisation – 2.1 Operating and Financial Review
Commercial orders & deliveries , Helicopters orders &
deliveries
See – 1.2.15 Responsible supply chain, 1.2.17 ESG Data
Supply chain
Board (Social Performance)
See – 1.1.2 Airbus (Commercial Aircraft) sections “Airbus
Significant changes to the organisation Atlantic” and “Premium AEROTEC”, – 1.2.12 Social dialogue,
and its supply chain – 1.2.15 Responsible supply chain, – 2.1.5 Changes in Total
Equity
See – 1.2.13 People, – 1.2.10 Human rights, – 1.2.17 ESG Data
2-7 Employees
Board (Social Performance)
See – 1.2.13 People, – 1.2.10 Human rights,
2-8 Workers who are not employees – 1.2.15 Responsible supply chain, – 1.2.17 ESG Data Board
(Social Performance)

GRI Disclosure Related content 01

01
Governance
See – 4 Corporate Governance
2-9 Governance structure and composition
Airbus´ Corporate Governance on airbus.com
Strategy, policies and practices

See Airbus engagement for sustainability on airbus.com ,
2-22 Statement on sustainable development strategy see CEO statement on airbus.com , see CEO’s commitment
to sustainability in the UNGC engagement letter 2022
See – 1.2.10 Human rights, – 1.2.14 Business integrity, – 1.2.15
2-23 Policy commitments
Responsible supply chain, – 1.2.16 Community impact
ATAG , IAEG , The Conference Board , GIFAS , World
2-28 Membership associations Economic Forum , Advanced Robotics for Manufacturing ,
Initiative Chefsache , BDLI
Stakeholder Engagement
2-29 Approach to stakeholder engagement See – 1.2.1 The Company’s approach to sustainability,
– 1.2.12 Social dialogue, – 1.2.17 ESG Data board (Social
2-30 Collective bargaining agreements performance)
Disclosure on material topics
3-1 Process to determine material topics
3-2 List of material topics See – 1.2.1 The Company’s approach to sustainability
See Enterprise Risk Management on airbus.com
Precautionary principle or approach See – 4.1.3 Enterprise Risk Management System,
– 1.2.1.VII Airbus’ way forward: Vigilance Plan,
– 1.2.1.VII Vigilance Plan (Devoir de Vigilance)
Lead the journey towards clean aerospace
Climate change
See – 1.2.1 The Company’s Approach to Sustainability,
– 1.2.2 Climate Change
302-1 Energy consumption within the Organisation
302-4 Reduction of energy consumption See – 1.2.2 Climate Change, – 1.2.17 ESG Data Board
(Environmental performance)
Reduction in energy requirements of products and
302-5
services
305-1 Direct (Scope 1) GHG emissions
305-2 Energy indirect (Scope 2) GHG emissions
See – 1.2.2 Climate Change, – 1.2.17 ESG Data Board
305-3 Other indirect (Scope 3) GHG emissions (Environmental performance)
305-4 GHG emissions intensity
305-5 Reduction of GHG emissions
Pollution

– 1.2.3 Pollution
Nitrogen oxides (NOx), sulphur oxides (SOx), and See – 1.2.3 Pollution, – 1.2.17 ESG Data Board (Environmental
305-7
other significant air emissions performance)
Materials and circularity

– 1.2.4 Materials and circularity
306-1 Waste generation See – 1.2.3 Materials and circularity, – 1.2.17 ESG Data Board
306-2 Management of signification waste-related impacts (Environmental performance)

GRI Disclosure Related content
Water
– 1.2.5 Water
303-3 Water withdrawal See – 1.2.5 Water, – 1.2.17 ESG Data Board (Environmental
303-4 Water discharge performance)
Biodiversity
– 1.2.6 Biodiversity
Significant impacts of activities, products
304-2 See – 1.2.6 Biodiversity
and services on biodiversity
Build our business on the foundation of safety and quality
Aviation and Product Safety

See – 1.2.1 The Company’s approach to sustainability,
– 1.2.7 Aviation and product safety -1.2.8 Cyber security
Assessment of the health and safety impacts See – 1.2.1 The Company’s approach to sustainability,
416-1
of product and service categories – 1.2.7 Aviation and product safety
Health & Safety

3-3 Management of material topics – 1.2.7 Aviation and product safety, – 1.2.9 Health and safety
– 1.2.15 Responsible supply chain, – 1.2.1.VII Vigilance plan
403-1 Occupational H&S management system
Hazard identification, risk assessment, and incident
403-2
investigation
403-3 Occupational health services
See – 1.2.9 Health and safety, – 1.2.15 Responsible supply
Worker participation, consultation, and chain, – 1.2.17 ESG Data Board (Social performance),
403-4
communication on occupational H&S – 1.2.1.VII Vigilance plan
403-5 Worker training on occupational H&S
Prevention and mitigation of occupational H&S
403-7
impacts directly linked by business relationships
403-9 Work-related injuries
Respect human rights and foster inclusion
Inclusion and diversity

3-3 Management of material topics – 1.2.11 Inclusion and diversity, – 1.2.15 Responsible supply
chain, – 1.2.1.VII Vigilance Plan
See – 1.2.11 Inclusion and diversity, – 1.2.15 Responsible
supply chain, – 1.2.17 ESG Data Board (Social performance)
See – 4.1.1.1 Board of Directors, 4.1.1.3
405-1 Diversity of governance bodies and employees The Executive Committee
Board of Directors composition and Executive Committee
composition on Airbus.com
Workforce, human rights and social dialogue

– 1.2.10 Human rights – 1.2.11 Inclusion and diversity,
– 1.2.12 Social Dialogue, – 1.2.13 People, – 1.2.15 Responsible
supply chain, – 1.2.1.VII Vigilance Plan
See – 1.2.13 People, – 1.2.17 ESG Data Board (Social
401-1 New employee hires and employee turnover
performance)
401-2 Benefits provided to full-time employees See – 1.2.13 People

GRI Disclosure Related content 01

01
404-1 Average hours of training per year per employee
Programmes for upgrading employee skills and See – 1.2.13 People, – 1.2.17 ESG Data Board (Social
404-2
transition assistance programmes performance)
Percentage of employees receiving regular
404-3
performance and career development reviews
See – Risk Factors 1. Financial Market Risks (Pension
Defined benefit plan obligations and other retirement Commitments), – 2.1.6.1 Cash Flows (Contribution to Plan
201-3
plans Assets of Pension Schemes) – 4.2.1.3 Implementation of the
Remuneration Policy in 2021: CEO (h. Retirement)
See – 1.2.10 Human rights, – 1.2.12 Social dialogue,
407-1 Freedom of association and collective bargain – 1.2.15 Responsible supply chain, – 1.2.17 ESG Data Board
(Social performance)
Exemplify business integrity
Business integrity
– 1.2.14 Business integrity, – 1.2.1.VII Vigilance Plan
See – 1.2.14 Business Integrity, – 1.2.17 ESG Data Board
205-1 Operations assessed for risks related to corruption
(Social performance), – 1.2.1.VII Vigilance Plan
Communication and training about anti-corruption See – 1.2.14 Business integrity, – 1.2.17 ESG Data Board
205-2
policies and procedures (Social performance), – 1.2.1.VII Vigilance Plan
See – 1.2.14 Business integrity, – 1.2.17 ESG Data Board
205-3 Confirmed incidents of corruption and actions taken (Social performance), – 1.1.7 Legal and Arbitration
Proceedings
Responsible supply chains

– 1.2.15 Responsible supply chain, – 1.2.1.VII Vigilance Plan
308-1 New suppliers screened using environmental criteria
See – 1.2.15 Responsible supply chain, – 1.2.17 ESG Data
Negative environmental impacts in the supply chain Board (Social performance), – 1.2.1.VII Vigilance Plan
308-2
and actions taken
Negative social impacts in the supply chain and
414-2
actions taken
See – 1.2.10 Human rights – 1.2.15 Responsible supply chain,
Operations and suppliers at significant risk for
408-1 – 1.2.17 ESG Data Board (Social performance),
incidents of child labor
– 1.2.1.VII Vigilance Plan
Operations and suppliers at significant risk for
409-1
incidents of forced or compulsory labor
See – 1.2.15 Responsible supply chain, – 1.2.17 ESG Data
204-1 Proportion of spending on local suppliers
Board (Social performance), – 1.2.1.VII Vigilance Plan
Community impact
– 1.2.16 Community impact
203-1 Infrastructure investments and services supported See – 1.2.1 The Company’s approach to sustainability,
203-2 Significant indirect economic impacts – 1.2.16 Community impact
See 1.2.1 The Company’s approach to sustainability,
201-1 Direct economic value generated and distributed – 1.2.15 Responsible supply chain, – 1.2.17 ESG Data Board
(Social performance)

1.2.21 SASB Correspondence Table
Sustainability Disclosure Topics & Accounting Metrics

See 1.2.2 “Lead the journey towards
Energy Management clean aerospace”
RT-AE-130a.1
--Total energy consumed, percentage grid electricity, percentage renewable See 1.2.17 ESG Data Board, section
Environmental Performance / Energy
Hazardous Waste Mgmt
See 1.2.2 “Lead the journey towards
-- Amount of hazardous waste generated, percentage of hazardous waste RT-AE-150a.1 clean aerospace”
recycled
RT-AE-150a.2 See 1.2.17 ESG Data Board, section
-- Number and aggregate quantity of reportable spills, quantity recovered Environmental Performance / Waste
from reportable spills
Data Security
See 1.2.8 “Cyber security”
--Number of data breaches, percentage involving confidential information RT-AE-230a.1
See 1.2.17 “ESG Data Board, section
--Description of approach to identifying and addressing data security risks RT-AE-230a.2
Social Performance / Cybersecurity”
in Company operations and products
Product Safety
-- Number of recalls issued, total units recalled RT-AE-250a.1
-- Number of counterfeit parts detected, percentage avoided RT-AE-250a.2 See 1.2.7 “Aviation and product
-- Number of Airworthiness Directives received, total units affected RT-AE-250a.3 safety”
-- Total amount of monetary losses as a result of legal proceedings associated RT-AE-250a.4
with product safety
Fuel Economy & Emissions in Use-Phase
See EU Taxonomy estimates
-- Revenue from alternative energy-related products RT-AE-410a.1 disclosure in 1.2.19 EU Taxonomy
-- Description of approach and discussion of strategy to address fuel RT-AE-410a.2 See 1.2.2 “Lead the journey towards
economy and strategy to address fuel economy and greenhouse gas (GHG)
clean aerospace”
emissions of products
Materials Sourcing
See 1.2.15 “Responsible supply
-- Description of the management of risks associated with the use of critical RT-AE-440a.1
chain”
materials
Business Ethics
--Total amount of monetary losses as a result of legal proceedings associated
with incidents of corruption, bribery, and/or illicit international trade RT-AE-510a.1
--Revenue from countries ranked in the “E” or “F” Band of Transparency RT-AE-510a.2 See 1.2.14 “Business integrity”
International’s Government Defence Anti-Corruption Index RT-AE-510a.3
--Discussion of processes to manage business ethics risks throughout the
value chain
Activity metrics
-- Production by reportable segment: Production should be disclosed as the See 2.1.4 “Results of Operations”
number of units produced by product category, where relevant product RT-AE-000.A
(2.1.4.1 Revenues)
categories include ground vehicles, aircraft, marine vehicles, vehicle and RT-AE-000.B
See 1.2.17 ESG Data Board
aircraft components, and space and weapons systems.
-- Number of employees

1.3 Other Corporate Activities

01
Digital and Information Management at Airbus: Overview

Digital and Information Management has been a core discipline enable the kick start of aerospace industry decarbonation
for Airbus over a number of years. 2022 saw the continuation of transformation.
the previously initiated digital transformation, together with new –– An initiation of seamless digital user experience to better
developments and further rationalisations. engage with our employees and customers with innovation
and acceleration over the digital journey.
Digital continued to answer company challenges and to enable
–– People career development paths creation, including the
Airbus to be a sustainable aerospace and defence leader. This
opening of the Airbus Digital School and its first cybersecurity
included:
diploma class to make our Company attractive worldwide for
–– A more efficient and simplified digital ecosystem to increase digital talents acquisition.
capacity to invest for the future. This was possible with the
single aisle family production ramp up assistance via the 2022 showed once again the uncertainty and complexity of the
PLM upgrades, data quality improvements, reworking of world we operate in. In response to this, Digital aims to make
the resources planning for Operations and technical debt Airbus both robust and flexible. This was implemented with high
eradication. industrial grade cybersecurity capabilities and technology shifts
–– New digital design, manufacturing and services deployments. like modern devices management. This resilience also went
These are now running for Eurodrone and the A350 Freighter, beyond compliance to include export control and more generally
establishing a solid groundwork for future programmes to quality requirements.
Digitally Enabled End-to-End Processes

Digital Design, Manufacturing and Services (“DDMS”)
DDMS is a group-wide transformation programme aimed at –– New co-development processes, digital continuity and
creating a digital environment where our future generation digital twin technologies progressive deployment on key
aerospace products and their industrial and support / services programmes across the Divisions and the aerostructure
systems will be virtually designed and qualified in a connected assembly companies:
way for greater speed, efficiency and quality.
Single Aisle: Major achievements include increased availability
It is enabled by the definition of collaborative development of 3D-configured Digital Mock Up (DMU), a sharp reduction
processes, digital continuity and digital twins across the entire in the lead-time of the heads of version design and improved
programme lifecycle. It also relies on the use of model-based quality thanks to the implementation of a digital continuity on the
system engineering and the application of a flexible and modular associated processes from offer to services. The new information
architecture approach to the co-development of our products, system upgrade for the single aisle programme (so called Lean
industrial and support / services systems. PLM) has been deployed as planned. The savings provided by
the DDMS capabilities materialised. Lastly, key contributions
The mandate is to be launch-ready for the next aircraft have been made to secure the solution development of the A321
programme, while securing early benefits by progressively XLR programme.
deploying the developed processes and capabilities on early
adopter programmes in all the Divisions. A350 Freighter: Key contributions have been made with the
deployment of new ways of working and digital solutions for
The major achievements in 2022 were: airframe sizing, system design, virtual testing, and industrial
–– People: transformation & competences assembly design and simulation. Further digital solutions
One more step was taken into the overall DDMS transformation ensuring full digital continuity between design and shop floor
with a steep ramp-up of change management and upskilling execution are being deployed for the new main deck cargo door
plans implementation. A special focus was put on Single Aisle and the fuselage assembly at the major component and final
and Eurodrone with the deployment of the Lean product life assembly line level.
cycle management capabilities, Systems Engineering / Model Eurodrone and FCAS: The common working environment with
Based Systems Engineering (MBSE). More than 20,000 people integrated digital solutions was deployed from the beginning for
have started their upskilling journey either through digital or the Eurodrone development. More than 2,000 users have been
classroom training sessions. upskilled and onboarded in this digital way of working.
The FCAS Phase 1B development will rely on the same platform
enhanced with additional capabilities under development.

H175, H225 and LH (Light Helicopter) programmes: The fleet, and assessing extremely granular effects, we are able to
deployment of new digital continuity solutions between the have accurate aggregate numbers on aircraft trajectory, city
design and the shop floor execution for the new gear box pairs, Airline network, aircraft to aircraft, and airline to airline
assembly facility have resulted in higher quality and speed of views. Our intent is to include other effects in the near future,
execution. such as non-CO2 and climate impact effects, and beyond this
to develop a scenario of “what-if” capability to support Airbus’s
The developed and validated model based system engineering
achievement of its science-based climate targets. Airscout has
capabilities have been deployed on Tiger Mk3, H160 & NH90
been recognised in 2022 by a Digital Engineering award for “Top
(50 system engineers trained).
Sustainability Initiative” in a cross-industry jury panel.
In addition, the development of capabilities for end-to-end
Finally, in the context of aircraft sales campaigns, the Airline
maintenance engineering has been initiated.
Digital Twin was used in supporting ultra-long-haul A350 studies
–– New Digital Development Tools: for various potential customers. A comprehensive market
We improved and continued the implementation of system of assessment was carried out, including building an optimal airline
systems (SOS) trade capabilities to support business model fleet and product strategy to maximise airline profitability.
convergence and multi scenarios for business context. The MBSE
based on mission operation function logical (MOFL) modelling
methodology was implemented, enabling for example a clearer Artificial Intelligence (“AI”)
definition of dihydrogen (H2) storage system development. After successfully applying specific AI solutions across the
Ecodesign capabilities enabled by digital have been developed business domains, the Company is now accelerating and
and LCA models have been created to support assessment of maturing its industrial setup to deliver AI at scale. This includes
our future products. a focus on delivering an AI services catalogue making available
reusable and accessible core AI technology capabilities and
We also made good progress on the validation and patterns. These capabilities include:
implementation of processes, methods and tools supporting the –– computer vision to enable visual quality inspection and improve
new co-development logic for the early programme development the safety and quality of our manufacturing environment;
phase, reducing risks for late changes and development costs. –– pattern recognition and time series analysis to detect anomalies
Our existing disconnected product functional and physical and avoid failure in our industrial machines and aircraft;
architecture design tools started being connected through our –– natural language understanding and processing to classify
developed model based system engineering framework. New data (e.g. export control) and secure our compliance;
industrial system static and dynamic modelling capabilities were –– optimisation to improve scheduling and planning activities; and
developed and started showing improvements in our ability to –– hybrid modelling through machine learning to build surrogate
predict our future industrial system and supply chain ramp up models of physical systems, accelerating design activities and
readiness. increasing potential design space.
–– Digital continuity with a network of platforms: One of the AI projects called “Prometheus A380”, aiming
In 2022, we have started to define and experiment the new at optimising spare parts management for the A380, was
concepts of “network of platforms”. The network of platforms is recognised in 2022 by a Digital Engineering award for “Value
set to enable our end-to-end value chain digital continuity and Realisation” in a cross-Industry jury panel.
performance, e.g. ensuring data flows across our processes and
platforms internally and with our partners in the supply chain These are being complemented with a central governance and
whilst ensuring better data quality, consistency and ease of life cycle management of a wide range of operationalised AI and
access. The concepts of data products and data service layer decision models (ModelOps) framework. First versions were
have been successfully piloted on different end-to-end business released in 2022, demonstrating the great value of AI models
process flows with a deployment at scale starting in 2023. for key projects. These are paving the way to ensure compliance
for using AI in safety relevant systems in line with upcoming
regulations.
Airline Sciences
The aim of the Airline Sciences team is to provide an operational Internet of Things
digital representation of an airline in all its complexities and
business models. Having a bottom-up approach enables the A standard IoT platform is now fully operational, which will
Company to test out different aircraft technologies and concepts, support sustainability use cases. The objective is to have data
validate product strategy, assist in sales campaigns, develop of different consumptions (water, electricity, raw materials, etc.)
new services and, more importantly, understand the customers’ to better optimise it in the future.
perspective across all layers of the Company.
Airbus has set sustainability at the heart of the Company’s Robotics and Automation Transformation
purpose and is willing to lead the decarbonisation of the aviation
In 2022, we have kickstarted our integrated robotics and
industry. Accurate monitoring of aircraft operational data is a
automation transformation programme to secure the deployment
core element of its decarbonisation strategy. As such, the Airline
of our ambitious robotics and automation roadmap. The Airbus
Digital Twin capability is being used heavily in order to assess
roadmap is organised around five major streams covering key
CO2 effects, including comprehensive emissions calculations
areas of our industrial system: Assembly, Paint, Composite,
as well as operational sensitivities. We have delivered the first
Logistics and Inspection.
CO 2 airline monitoring tool, AirScout, based on the Skywise
platform. Using actual flight trajectories of the entire Airbus

For these five streams we are running ambitious flagship projects

to develop and adapt complex robotics technologies to the very
Digitally Enabled Products and Services 01
01
specific requirements of the aerospace industry. We are doing
this by a mix of internal developments and strategic industrial
Skywise
partnerships. In 2022 we have successfully established several At its origin in 2015, Skywise was launched to unlock the data
test benches and passed major milestones on the various core from our discrete legacy systems to make it accessible and
technologies. actionable by those needing it for their day-to-day operations.
Now fully industrialised, Skywise is in 2022 adopted by more
We have decided to internalise the industrial integration than 29,000 Airbus employees across all functions and divisions.
knowledge to secure our ability to turn complex aerospace With data unlocked from previous silos, a virtuous circle has
functional requirements into industry generic understandable by been created: with in-service data flowing back into operations
a large community of integrators working for multiple industries. and aircraft design, delivering incremental product, support and
Our goal is to reduce our dependence and extend our network services improvements and transforming the Company into a
of partners. more agile, empowered and data-driven organisation. This
success has been recognised in 2022 by a Digital Engineering
Cyber Security awards for “Digital Transformation of the Year” in a cross-industry
jury panel.
Our transformation journey continued with the extension of our
core services across regions and affiliates, the reinforcing of our Skywise data architecture ensures that data becomes the
connectivity model with our extended enterprise and further single source of truth powering the Company’s operations
strengthening of core controls for the Airbus commercial aircraft and products. Building on the successful industrial use cases,
environment. In line with our ambition, we saw a further step Airbus initiated the implementation of its data product strategy
change in the volume of active running services now in place that aims at supporting end-to-end business processes with
to protect our business. an integrated data flow, enabling digital continuity for Airbus
legacy programmes. This effort is paving the way for DDMS
As we continue to develop and reinforce our re-insourcing digital continuity framework.
strategy, we were pleased to welcome the advent of Airbus
Protect. The experience brought by the creation of this strategic Furthermore, Skywise is the flagship platform of the aerospace
partner will be key to deliver on our commitments for the years industry’s digital transformation, connecting Airbus, airline
to come. customers and some key aerospace suppliers. With Skywise
directly supporting the operations and maintenance of more than
In 2023 we need to continue to develop and reinforce our 10,300 (Airbus and other OEMs) commercial aircraft, we estimate
federated cyber security model; strengthening security by that it has saved the airline industry at least US$ 200 million a year
design, collectively we will adopt a stronger and more resilient and has accelerated their overall aircraft operational availability
approach to enable and protect our business. As we continue and post-crisis aircraft return-to-service. 2022 was also the
to reinforce our teams in Europe, India and within the regions, year of the launch of Skywise Core [X] packages built on a
we must continue to ensure the development and maintenance subscription-based business model with four early adopters.
of our key skills through a robust competence strategy.
Skywise was designed from the start with the right security
The recruitment and the development of key skills and framework, a strict data governance implementation and
competences remains a top challenge. With this regard, the industrial scalability. This made it possible to start small and then
creation and implementation of the Airbus Cyber Security scale up. The technology partner’s world-leading capabilities
Diploma is a great achievement for all those involved. We now in data integration played a key role in the adoption; yet this
have a solid platform to develop “home-grown” Cyber Security continuous growth was driven by the focus on value creation,
expertise to support our talent pipeline for the years to come. As engagement with the business and employees’ digital skills
an Airbus-designed programme, we have been able to tailor the upskilling, more than by the technology itself.
content and delivery to match the exact needs of the business.
This programme is a key addition to our existing portfolio of Digital Services for Helicopters
early career programmes which over many years have been
successful in providing high potential individuals embedded in Launched in 2020, AirbusWorld, Customer Collaborative
our teams across Europe. platform, pursues its goal of becoming the Airbus Helicopters
digital front office. Available 24/7, worldwide, easy to use,
AirbusWorld’s primary mission is to enable our customers to
Digital Transformation at Defence quickly find relevant information and perform first level support
and Space activities autonomously.
2022 has been a year of consolidation and optimisation for Airbus With a growing community of 42,000 users, AirbusWorld is
Defence and Space. In addition to enabling key programmes like continuously proposing new functionalities on key support
Eurodrone and FCAS with their common working environments activities such as logistics or technical support. Besides,
for development between all involved partners as already innovative services are proposed to enrich the overall experience
mentioned above, the ERP consolidation that is closely linked with Airbus Helicopters.
to it has been progressing in the background. This goes hand Many other improvements are on the way to be deployed in
in hand with the newly launched initiative “Fixing the digital 2023 to enrich our digital front Office and propose best in class
foundation” which has been kicked off in 2022 with the goal to support.
streamline and optimise the complex IT architecture. All this is to
reinforce the Division’s digital security, improve user experience
and be able to adapt to technological changes quicker.

Digitally Enabled People –– career paths were designed and started to be implemented
for architects (526 employees) and technology specialists
(400 employees);
Google Workspace Deployment –– 15,000 employees trained on digital upskilling solutions
Google and Airbus continue to partner to further improve the (Pluralsight and other platforms); and
functionalities of Google Workspace. 2022 has been key for –– 4,000 active members in communities of practice (social
the enhancement of security with the deployment of Flowcrypt learning) related to our digital jobs, exchanging best practices,
and Meet CSE (Client Side Encryption, allowing end users to pain points, getting technical mentorship, participating in
encrypt their most sensitive meetings with Airbus encryption events and seminars, etc.
keys). Data tagging drastically increased and the new secure
email platform has been delivered for military mailboxes. 2023 will 2023 Challenges
bring more autonomy to each employee with the Low code / No
code features being now available to all. 2023 will also see further 2022 once more demonstrated through the above achievements
deployments in Airbus Helicopters, Airbus Defence and Space the great collaboration among all participants from all the
and Airbus Atlantic. Divisions. Digital contributed to the success of the Company,
delivering even further the expected added value from Airbus,
partners and its customers.
Modern Workplace
Airbus started to roll out a more efficient and resilient workplace Digital will continue next year to be the digital engine of the
improving employee productivity from anywhere, anytime Company’s purpose “pioneering sustainable aerospace for a
from any device thanks to the modern devices management safe and united world”. Data boundaries will vanish to open
programme. the seamless data driven world, enabling end-to-end decision
making and supporting the ramp up of our production rates.
Also, the modern workplace is now even further improved with
smartphone deployment initiated in 2022, to enable each and Past years showed how resilience is paramount. Digital will
every employee seamless communication and collaboration. give its best to make Airbus digitally adaptable and strong with
This deployment will continue in 2023. cybersecurity capabilities at the centre, but also unleashing the
cloud and sovereign capabilities.
IM eXperts Career Path The journey to decarbonise aviation is one Digital’s priorities.
Efforts continue to give the means to reach our reduced emissions
Starting in 2021, we have been actively developing the IM eXpert
targets with new monitoring systems, material traceability and
career path together with the Airbus College of eXperts. Why?
new decarbonised aviation solutions for our customers.
–– because we strongly believe our digital technical expertise
is making the difference for the future of Airbus. A future
where digitalisation, cyber security risks, automation, cloud Research and Technology
technology, power of data, connectivity, artificial intelligence The Airbus Technology and Engineering Department is led by
and much more have become not only a business enabler but the Chief Technical Officer (“CTO”). Part of its responsibility is
a competitive advantage of our aerospace industry; to define, deliver and protect all the Company’s R&T, enable
–– to officially recognise the tremendous technical know-how of technology synergies across the group, federate the Company’s
our employees and offer them more development opportunities innovation activities and ensure expertise in breakthrough
in what they love doing every day at & for Airbus; and technologies. The R&T Programme department applies a lean
–– with the IM eXpert career path we aim to secure key project-based approach, tracked and managed using earned
competencies for Airbus top line strategic priorities, while value management, technology readiness levels and figures
providing meaningful development and career opportunities of merit. Technological collaboration with external research
to the talents interested in further expanding and deepening communities and partners is encouraged and coordinated
their technical and relational expertise. through the department with technical and scientific experts.
These duties are delivered through the capabilities outlined here
Digital Academy Services for All below.
Since 2018, the Digital Academy team has identified, both at The Company-wide integration of R&T technology and alignment
Airbus Group and at worldwide levels, all necessary skills, with institutional research partners is achieved through cross-
competences and people development means to use all the portfolio technology planning and road mapping, giving an
opportunities of our digital transformation. In 2022, some exhaustive view of technology targets and investments. In
significant steps were delivered to boost our digital profiles addition, Company-wide engagement for joint funding with
attraction and natural retention within whole Airbus: public agencies is achieved through a common R&T Funding
–– 5,000 employees across Airbus have a digital job and contract management.
60,000 employees have at least a competence in their position Specific cross divisional activities are delivered through the
supporting our digital transformation; Disruptive R&T department consisting of:
–– 300 employees certified this on data analysts and data
–– Central R&T: the cross-divisional R&T organisation that
scientists skills, so far raising up to 1,200 certified colleagues
prepares the Company’s long-term technological capabilities.
since 2019;
CRT leads specific investigations in emerging areas of research
–– new certifications are now live: 30 employees graduated in
and conducts ambitious research projects while leveraging
Amazon Web Services or Google Cloud Platform and 20
leading academic, scientific and research institutions to best
architects obtained the Archim@te certification;
utilise their expertise for achieving the Company’s ambitions.

–– Demonstrators (UpNext): development of selected

breakthrough technologies is accelerated through Airbus
Key Progress in 2022 01
01
demonstrators, by employing rapid maturation methods. This
function delivers, thanks to its fully owned Airbus UpNext
Central Research and Technology (“CRT”)
subsidiary, flight and ground demonstrator projects that drive CRT pioneers the future of aerospace by exploring and delivering
collaborative new ways of working, provide the highest level ambitious new technologies of maximum potential impact on
of transparency and challenge the status quo by embedding Airbus’ future products and services. CRT operates at the
Airbus’ technology DNA in a highly dynamic environment. junction of the Airbus core and global research excellence with
–– X-Labs: providing test and rapid prototyping facilities for the two main objectives:
full R&T portfolio and the Engineering Centres, especially –– be a technical trailblazer: explore and deliver relevant new
addressing capabilities that do not exist within the company or technologies, as well as de-risk and create new opportunities;
external ecosystem, e.g. electrification. X-Labs also provides –– prepare the skills of the Airbus of tomorrow: build internal
external access to these facilities. capabilities in strategic emerging technologies and provide the
–– Acubed: technological innovation and outreach to expertise in relevant expertise to internal customers for technical support
specific regions is delivered through Acubed in Silicon Valley. and decision-making.
–– Airbus Innovation Centre in China: accelerate the delivery of
innovation projects building on the local ecosystem. In 2022, CRT had more than 30 projects running concurrently
–– Airbus InnovationX: bringing together corporate innovation, across its domains. Highlights from these activities include the
start-up engagement and company building activities. following.
Each Division has its own R&T function, defining and delivering Materials technology: 2022 has seen significant advancements
the divisional projects. The divisional R&T functions are primarily in the fields of materials sustainability and circularity, materials
planning and technical arbitration teams within their perimeters informatics, functional and high-performance materials towards
and accountable to both Technology, Divisional Engineering overall sustainability targets, product mission performance and
and Product Strategy. Their responsibilities include securing competitiveness. The perimeter continues to range from organic
continuous improvement in divisional competitiveness and the to inorganic materials, including ceramics and respective surface
ability to develop business. Within the Company, specific priority technologies.
is given to technologies for sustainable next-generation aircraft, –– In the area of sustainability and circularity the first bio-based
bringing together product, production system and services. carbon fibres have been tested at high performance –
matching aerospace requirements. Enzymatic technologies
In order to maximise the Company’s R&T activities, the Divisions for recycling of polymers have been further analysed and show
leverage the external ecosystem, utilising the portfolio of further opportunities, including catalyst development for full
projects for funding opportunities and engagement with global bio-based-resin formulations. Titanium chips to powder for
partnerships, research institutes and universities. This ensures additive manufacturing technologies have shown promising
efficient R&T portfolio execution, and benefits from new ways results, opening new opportunities for future circular process
of working including but not limited to agile methodology chain thinking.
and minimum viable product demonstration strategy. –– Digitalisation of materials (from materials definition, to
Responsibilities include securing continuous improvement in characterisation and analytics) is seeing a further increase
divisional competitiveness and the ability to develop business in opportunities. For example, AI in polymer formulations is
by establishing and driving the Company’s R&T ambitions. being investigated, in order to identify opportunities e.g. for
Fast-track roadmap owners serve as principal advisors to the the faster replacement of substances.
CTO on technical vision and roadmaps for associated technology –– In the area of functional and high-performance materials, high
areas. Fast-track roadmaps ensure coherency in the portfolio of robustness of printed electronics (wires, antennas, sensors)
activities and for the rapid advance of strategic priorities across was demonstrated, enabling application opportunities which
the Divisions. Current fast-track roadmaps cover: were not possible before.
–– electrification; Electrification technology: During 2022, the team has made
–– connectivity; significant progress on several aspects of electrification and
–– autonomy; electric propulsion techno bricks. For example, demonstrating
–– materials; active filtering of electromagnetic interference of power modules.
–– artificial intelligence. This technology, when applied to dedicated functions, could
result in a significant weight reduction when compared to
The Company’s IP is protected, secured and defended through
classical passive filtering.
a central Intellectual Property function responsible for patent
applications, portfolio investigations and portfolio defence. Artificial intelligence: In the scope of trustworthy AI, the
most impactful outcome was providing formal proofs of neural
networks’ robustness supporting the certification of systems,
embedding machine learning components with several
successful applications on existing neural networks. Research
will continue on AI in complex environments, such as AI in the
cockpit, with robust and explainable decision making.
Virtual product engineering: The team has investigated
advanced model based systems engineering technology
bricks to support co-development of product and industrial
systems, and has successfully demonstrated approaches to

be handed over to the DDMS programme for industrialisation. In 2022 the team increased its presence in Spain with the launch
In addition, projects are running to support modelling and of Airbus UpNext Spain, a wholly-owned innovation subsidiary.
simulation needs for future sustainable aircraft, including the As announced in Farnborough in 2022, the team is working
use of hybrid AI techniques to support traditional computational on a demonstrator called Auto’mate on autonomous air-to-air
approaches. In the field of aeroacoustics the team has developed refuelling operations applying advancements in vision-based
a methodology for coupling Computational Fluid Dynamics (CFD) technology.
with Computational Aeroacoustic (CAA) methods. Finally, a
Throughout 2022, Airbus UpNext progressed with the extra-
collaborative project has been set up between CRT, Inria and
performance wing demonstrator project focused on accelerating
Cerfacs in France to enhance our key capabilities in applied
and validating technologies that will improve and optimise wing
mathematics for modelling and simulation. The initiative called
aerodynamics and performance for any future aircraft. This
“CONCASE” includes research into hybrid modelling linked to
scaled demonstrator will integrate and fly breakthrough wing
HPC – a key enabler for the next generation of modelling and
technologies on a Cessna Citation VII business jet platform in
simulation.
representative flight conditions. The applications of the extra-
Communication technology: The team is trailblazing new performance wing compatible with any propulsion solution
communication system architectures and technologies enabling and aircraft configuration would reduce CO2 emissions, thus
resilient, pervasive and secure connectivity for our airborne contributing significantly to Airbus’ decarbonisation roadmap.
platforms. Major demonstrations of advanced technological
Another demonstrator in the pipe, VERTEX aims to simplify
capabilities were performed in the field of free-space Quantum-
helicopter mission preparation and management, reduce
Key-Distribution and Post-Quantum-Cryptography to provide
helicopter pilot workload, and further increase in safety. The
a maximum level of security for our communication links.
team has completed the software stack and will flight-test this
Other outstanding project results are paving the way for more
solution in 2023.
autonomous flight operations with demonstrations on very
highly-available communication links and a many-core processor Supporting the Airbus sustainability ambition, Airbus UpNext
implementation for highly-critical applications. New research demonstrated technology readiness on key hydrogen propulsion
initiatives to explore quantum networks and free-space power solutions, enabling the launch of the ZEROe demonstrator in
beaming for alternative energy sources were started. 2022 to mature hydrogen combustion technology on an A380
flight test platform. The team is also investigating contrails formed
Quantum technology: Implications of quantum technologies
via hydrogen direct-burn with the Blue Condor demonstrator
for aerospace and defence are extensive and include important
using two glider aircraft.
applications in the fields of computing, communication, and
sensing. The objective is to explore this new emerging technology ASCEND, the “Advanced Superconducting and Cryogenic
for our company and to prepare Airbus for the early adoption Experimental powertraiN Demonstrator” which investigates
of its portfolio. In 2022 a new partnership was set-up with one per formance of electric propulsion systems using
of the leading quantum computing companies IonQ in the superconducting materials and cryogenic temperatures has
project QUASA (QUAntum enabled Services for Aerospace). produced the first physical components for testing. In this field,
Airbus will work with IonQ on specialised quantum algorithms Airbus and CERN (European Organization for Nuclear Research)
to tackle combinatorial optimisation, where quantum computing have signed a partnership to investigate the use of first generation
could provide an enormous speed-up compared to classical cryo-cables for aircraft via a sub-scale demonstration.
approaches. The two companies will explore cargo loading
optimisation as a benchmark use case and use one of the world’s Acubed
most powerful quantum computers for demonstration in 2023.
Launched in 2015, Acubed is Airbus’ Innovation Centre in Silicon
Blue sky research: Explores, validates and pushes more Valley. A project-based organisation designed for speed and
efficient early upstream technologies, which are new to Airbus, agility, its mission is to build the future of flight now, leverage
of strategic nature, high risk and high rewards, that will push world-class talent within the Silicon Valley ecosystem, and to
the boundaries of aerospace and will lead to high business and partner with and provide value to many different Airbus teams.
societal impact. The activity is driven by three clusters: Future Acubed drives high-value, high-impact innovations by focusing
Energies (new ways to generate, convey and manage energy), on technical domains in which Silicon Valley enjoys a clear
Future Transportation (novel ways to transport people, goods competitive advantage, including artificial intelligence, autonomy,
and data), and Future Society (design for societal change). Key data analytics, rapid prototyping and digital communications.
technologies that have been explored are Power Beaming Acubed’s agile, highly collaborative model ensures it injects
(transfer energy over the air and space), the Metaverse and its lasting value and expertise into Airbus while keeping a finger
applications across the aviation value chain, and Project 42, a on the pulse of emerging technologies that have the power to
model of societal reaction to future Airbus products. transform the aviation industry.
Acubed’s current areas of exploration and maturation are closely
Airbus Demonstrators – Airbus UpNext
aligned to Airbus’ strategic priorities and aim to help Airbus
Airbus UpNext is actively shaping the future of the aerospace secure and maintain leading positions across nascent and
industry as part of the Airbus innovation ecosystem by building established aerospace markets. Beyond its current portfolio,
demonstrators at speed and scale, in order to evaluate, mature Acubed continues to explore new areas of research where it can
and validate potential new products and services that embody develop additional value for Airbus and the industry.
radical technological breakthroughs.

AI and Autonomy system contributing to Airspace Link, flexible displays, IoT

based smart applications and sustainable cabin solutions;
01
01
The Wayfinder team is developing certifiable autonomous flight –– the tech lab team is working on computer vision algorithm
and machine learning solutions to help Airbus bring about a development, battery scouting and testing, various types
significant increase in safety and efficiency in the next generation of sensors fit to different scenarios and fast electronics
of commercial aircraft. Wayfinder’s team of experts is working prototypes building. The team is also starting to engage with
hand-in-hand with Airbus’ teams in Europe to continue to improve certain industry standard making organisations, to influence
and iterate on their computer vision-based autonomous systems standards with aeronautic requirements.
and data-driven development in order to support Airbus’ wider
autonomy goals.
Airbus InnovationX
Digital Design and Manufacturing Airbus InnovationX focuses on active innovation delivery and
operates on four different levels all integrated under one “roof”
The Advanced Digital Design and Manufacturing (“ADAM”) team
and with a proper innovation governance at Airbus level:
seeks to transform the aerospace industry through the application
–– Global technology intelligence: Explores technology trends
of digital innovation across design and manufacturing. Whether
across geographies to support Airbus future challenges while
adapting manufacturing processes to gain efficiencies or to cope
detecting the right start-ups, SMEs and companies to partner
with disruptions, such as supply chain issues, ADAM develops
with;
solutions to reduce lead times, production costs and improve
–– Start-up engagement: Understanding the essence of the
workflows dynamically, blending its software and hardware
needs of Airbus that could be addressed to high maturity
expertise.
start-ups with the objective to speed-up the solution making
and generating positive impact for Airbus;
Digital Airspace –– Company building: To anticipate the trends that could disrupt
The Unmanned Traffic Management (“UTM”) team’s work aims the future of the aerospace industry and evaluate them to
to enable autonomous and digital air traffic operations that identify and incubate potential new businesses preparing to
ensure a safe, fair and efficient airspace. The team is doing this be accelerated within Airbus;
through research, simulations, operational services and industry –– Corporate innovation: To support and guide the internal
collaborations. Pioneered out of Acubed, these activities are and external innovation ecosystem in its development, with
an integral part of the global Airbus UTM programme located the objective to increase the impact and visibility of Airbus
across Europe and Singapore. The team delivers a suite of as an innovative and sustainable company. Supported by
products for an extensible UTM ecosystem, that includes the innovation governance and operations while fostering
essential core services such as safety briefings, risk analysis and entrepreneurship and out-of-the-box thinking within Airbus’
airspace authorisation as well as digital airspace twin simulation own culture.
capabilities.
Airbus Commercial Aircraft
Quantum Airbus Commercial’s R&T activity continues to progress along
Acubed is accelerating research on the application of quantum the axes of safety, decarbonisation, operational efficiency for
computing and sensing on aviation use cases to further Airbus’ our customers, Airbus industrial efficiency and resilience and
understanding of the potential of these technologies and how passengers’ experience. Technologies are delivered to current
they may be leveraged to improve operational sustainability. programmes, providing options to improve the products and
the industrial system.
Airbus China Innovation Centre (“ACIC”) Technology bricks for future programmes are also investigated
ACIC, based in Shenzhen, is the first innovation centre set and matured: propulsion, wing, aircraft systems, fuselage,
up by the Company in China. Its mission is to fully leverage empennage, cabin, industrial, maintenance and engineering
China’s local innovation ecosystem including talents, partners capabilities are examples of domains of interest. These
and resources, combined with the Company’s expertise in technology bricks will provide part of the solution for our future
aerospace, to discover promising technologies, to identify licence to operate and our future efficiency and resilience. Their
solutions enabling new services, and to accelerate the delivery maturation is the object of a multi-year effort.
of innovation projects: To give some examples of achievements in 2022:
–– the manufacturing innovation team is tasked to explore –– the Open Fan engine project was announced during the
industry 4.0 technologies to improve efficiency and safety on Farnborough airshow to study the concept in partnership
the shop floor, as well as to leverage Airbus’ industrial sites in with engine manufacturer CFM;
China for accelerated local testing and global dissemination. –– the emissions coming out of engines using SAF measured in
The team is working on computer vision, Automated Guided flight are providing valuable data for climate science and the
Vehicles (“AGV”), 5G industrial connectivity, smart tooling, design of future engines;
remote inspection, green factory and IoT. Various applications –– the Fello’Fly demonstrator project, looking at reducing CO2
are handed over to business and implemented in daily through wake energy retrieval, was named Grand Winner
operation; of Aviation Week’s most prestigious Laureate Awards for
–– the cabin experience team is tasked with providing innovation extraordinary achievements in commercial aviation.
for the cabin and cargo of tomorrow, to enhance Airbus’ local
cabin offering (local to local) and to increase value for Airbus Low carbon technologies continue to be a strong focus. As
global cabin products (from local to global). The team is working part of its ambition to lead the decarbonisation of our industry,
on broadband connectivity with 5G, a smart cabin operation Airbus will continue to develop hydrogen technologies around the

propulsion and liquid hydrogen storage and distribution systems. The technology flagships have been updated to align with the
Airbus has disclosed in 2022 its H2 combustion propulsion strategy and the business ambition. Currently six different
system flight test demonstrator with CFM (also mentioned above Technology Flagships define the main capabilities and
in the UpNext section) as well as its technology roadmap for competences required in the Division while maintaining a full
the development of a fuel cell propulsion system. Airbus has alignment across the programme lines and product portfolio:
also engaged in many strategic partnerships around the world “Sustainable Aerospace”, “The future of Warfare”, “Next
in understanding and exploring the hydrogen ecosystem to Generation Aerospace Vehicles”, “High Performance Payloads
support the successful entry into service of a hydrogen powered & On board-computers”, “End to End Information superiority”
aircraft in 2035. This will accelerate in 2023 with more integrated and “Industrial Competitiveness”.
ground testing, as well as the preparation of the forthcoming flight
This optimisation of the technology landscape also took into
demonstrations. In parallel, different aircraft configurations will be
account the reinforcement of links between R&T and R&D, and
explored and matured in 2023, to assess the most efficient way
emphasised technologies reaching an “adoption at the right time
to integrate those technologies inside the aircraft. The Company
and with the right speed” by the business and the programme
will also continue its effort to support its customers to build their
lines, once the technologies reach a maturity level that allow
route-to-lower carbon operations, and to grow its partnership
their industrialisation and insertion into a product.
landscape for critical technology bricks and related ecosystems.
In terms of the main technology achievements, we achieved
Airbus Helicopters significant progress across all flagships.
Significant steps forward were made in 2022 in the Research End-to-end information superiority: we have focused on
and Innovation department, with activities focused on the main enhancing data management for decision support. As an
demonstrators and techno-bricks. example, the TWIN project (Pléiades Neo Super Resolution
Images) has opened the door to negotiations with Google and
The Flight Lab, the Airbus Helicopters’ techno bricks
Apple.
demonstrator, performed several tests in 2022:
–– engine Back-Up System function completed its demonstration Next generation spacecraft vehicles: we continued working on
on a single engine helicopter; advanced materials and structures, human-machine interface
–– cable detection function using LIDAR and image processing and autonomy, among others. As an example, we achieved the
operations was demonstrated. handover of C295 Ergonomic Cockpit, with a cost reduction of
€ 500 per flight hour.
Eye for Autonomous Guidance Landing Extension (EAGLE), based
on a gyro-stabilised camera, using an artificial intelligence image High performance payloads & on-board computers: activities
processing software completed its functional demonstration. continue centred on increasing computing performance and
increasing high throughput communication capabilities. As an
Health function for Light Helicopters using wireless set-up was example, the project Space Optical NAOMI has reduced by
completely validated for further deployment. -50% the lead time of the NAOMI instrument automatic optical
The RACER assembly significantly progressed. Shake tests were alignment.
successfully run and power on of the demonstrator was done. Industrial competitiveness: specially linked to industrial
Main remaining component to be received to finalise assembly performance improvement and deploying technologies related
is the main gear box. With the remaining flight clearance tests, to the Factory of the Future. As an example, the AMANDA project
the first flight is now planned for the second half of 2023. has developed a Digital Assistant for blue collars to interact
The DisruptiveLab demonstrator and its first techno-bricks were by voice with Manufacturing systems, or the MFOP project
unveiled at the Airbus Summit. Ground tests were successfully run has developed a digital framework for aircraft diagnosis and
at the end of 2022 and the flight testing started in January 2023. prognosis to increase 15% fleet availability and reduce 20%
operating costs.
Airbus Defence and Space Future of warfare and sustainable aerospace are two new
2022 offered us the opportunity to balance the short and long- flagships that will guide the ambition for the following years.
term technologies in order to ring fence our R&T portfolio. Achievements in these fields include the development of
This has allowed us to secure the activities focussing on algorithms for flexible coordinated formation flight (it will pave
strategic technologies, under the assumption that mastering the way for FCAS) or the successful flight test of C295 semi-
those technologies will be key to maintain Airbus’ competitive morphing wing that reduces -43% CO2, and -45% lower noise
positioning in the mid-to-long-term (e.g., Quantum, advanced and reduction of fuel consumption.
AI applications). Finally, strong efforts were placed on defining the technology
It is worth mentioning the Zero Base Budgeting exercise, which national plans for the home countries, which will be key for the
took place in 2022 with the aim of ensuring the alignment eco-systems footprint in the core nations, maximising the public-
between the R&T portfolio and our future challenges. private collaboration and especially focusing on the national
customer priorities.

1.4 Recent Developments

01
On 1 February 2023, Qatar Airways and the Company 3 March 2023, Xavier Tardy, Executive Vice-President Finance
announced they had reached an amicable and mutually for Airbus Defence and Space, will ensure continuity during the
agreeable settlement in relation to their legal dispute over A350 interim period in addition to his current role.
surface degradation and the grounding of A350 aircraft. The
On 29 March 2023 the Company announced, after careful
parties have proceeded to discontinue their legal claims. The
consideration, it has come to the conclusion that the potential
settlement agreement is not an admission of liability for either
acquisition of a minority stake of 29.9% in Evidian does not
party (see “– 1.1.7 Legal and Arbitration Proceedings”). The
meet the Company’s objectives in the current context and
parties have also agreed terms for the delivery of 50 A321 and
under the current structure. Airbus therefore confirms that it
23 A350 aircraft.
will no longer pursue discussions, initiated in February 2023,
On 14 February 2023, the Company appointed Dr. Thomas with respect to the potential acquisition of a minority stake of
Toepfer to succeed Dominik Asam as Chief Financial Officer 29.9% in Evidian.
on 1 September 2023. Following Dominik Asam’s departure on

Chapter

02
Management’s Discussion
and Analysis of Financial
Condition and Results
of Operations
2.1 Operating and Financial Review 160

2.1.1 Overview 161
2.1.2 Significant Accounting Considerations, Policies and Estimates 164
2.1.3 Performance Measures 165
2.1.4 Results of Operations 169
2.1.5 Changes in Total Equity (Including Non-Controlling Interests) 173
2.1.6 Liquidity and Capital Resources 174
2.2 Financial Statements 178
2.3 Statutory Auditor Fees 178
2.4 Information Regarding the Statutory Auditors 178

2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /
2.1 Operating and Financial Review
The following discussion and analysis is derived from and should be read together
with the audited IFRS Consolidated Financial Statements as of and for the years ended
31 December 2022, 2021 and 2020. These Financial Statements have been prepared in
accordance with International Financial Reporting Standards (“IFRS”) issued by the International
Accounting Standards Board as endorsed by the European Union, and with Part 9 of Book 2
of the Dutch Civil Code. When reference is made to “IFRS”, this intends to be EU-IFRS.
The following discussion and analysis also contains certain “non-GAAP financial measures”,
i.e. financial measures that either exclude or include amounts that are not excluded or included
in the most directly comparable measure calculated and presented in accordance with IFRS.
Specifically, the Company makes use of the non-GAAP financial measures (i.e. Alternative
Performance Measures) “EBIT Adjusted”, “net cash” and “Free Cash Flow”.
The Company uses these non-GAAP financial measures to assess its consolidated financial
and operating performance and believes they are helpful in identifying trends in its performance.
These measures enhance management’s ability to make decisions with respect to resource
allocation and whether the Company is meeting its financial goals.
Non-GAAP financial measures have certain limitations as analytical tools, and should not be
considered in isolation or as substitutes for analysis of the Company’s results as reported
under IFRS. Because of these limitations, they should not be considered substitutes for the
relevant IFRS measures.
The Company also measures and communicates its performance on the basis of “EBIT”
(reported).
Reporting in Universal Registration Document 2022
Macroeconomic environment. In 2022, the Company has been operating in an adverse

macroeconomic environment in light of high inflation, energy crisis, increasing interest rates,
but also remaining effects of the COVID-19 pandemic. For further information, please refer to
“Notes to the IFRS Consolidated Financial Statements – Note 3: Macroeconomic Environment”.

2.1.1 Overview
The Company constantly innovates to provide efficient and The Company’s consolidated revenues amounted to € 58.8 billion
technologically-advanced solutions in aerospace, defence, in 2022, of which 80% in the civil sector (compared to 82% in
and connected services. In commercial aircraft, Airbus offers
modern and fuel-efficient airliners and associated services.
2021) and 20% in the defence sector (compared to 18% in 2021).
As of 31 December 2022, the Company’s active headcount 02
The Company is also a European leader in defence, security was 134,267 employees, an increase compared to 2021
and space businesses. In helicopters, the Company provides (126,495 employees).
civil and military rotorcraft solutions and services worldwide.
2.1.1.1 Exchange Rate Information

The financial information presented in this document is expressed in euro, US dollar or pound sterling. The following table sets
out, for the periods indicated, certain information concerning the exchange rate between the euro, the US dollar and the pound
sterling, calculated using the official European Central Bank fixing rate:
Average Year-end
€/US$ €/£ €/US$ €/£
31 December 2020 1.1422 0.8897 1.2271 0.8990
31 December 2021 1.1827 0.8596 1.1326 0.8403
31 December 2022 1.0530 0.8528 1.0667 0.8869
2.1.1.2 Reportable Business Segments In addition, Airbus Aerostructures GmbH was established on
1 July 2022. The new wholly-owned Airbus subsidiary manages
In 2022, the Company operated in three reportable business and delivers large structural components to Airbus. It includes
segments which reflect the internal organisational and four production sites in Germany: the Hamburg plant and
management structure according to the nature of the products headquarters, the plant in Stade, and the former Premium
and services provided. AEROTEC plants of Nordenham and Bremen. Adjacent Premium
–– Airbus – Development, manufacturing, marketing and sale AEROTEC sites in Augsburg, Varel and Braşov will initially remain
of commercial jet passenger aircraft of more than 100 seats, in Premium AEROTEC GmbH and are planned to undergo
freighter aircraft and regional turboprop aircraft and aircraft restructuring and, upon successful restructuring, to be integrated
components; aircraft conversion and related services. It also into Airbus Aerostructures GmbH by 30 June 2025.
includes the holding function of the Company and its bank
These have no impact on the segment structure described
activities.
above.
–– Airbus Helicopters – Development, manufacturing, marketing
and sale of civil and military helicopters; provision of helicopter Consolidation effects are reported in the column “Eliminations”.
related services.
–– Airbus Defence and Space – Military Aircraft design,
development, delivery, and support of military aircraft such 2.1.1.3 Significant Programme
as combat, mission, transport and tanker aircraft and their Developments in 2020, 2021 and
associated services. Space Systems design, development,
delivery, and support of full range of civil and defence
2022 and Other Financial Topics
space systems for telecommunications, earth observations, A320 programme. On 8 April 2020, the Company announced
navigation, science and orbital systems. Connected Intelligence its decision to adapt commercial aircraft production rates to 40
provision of services around data processing from platforms, per month for the A320 Family in response to the new COVID-19
secure communication and cyber security. Unmanned Aerial market environment. In 2020, 431 A320neo Family aircraft were
Systems design, development, delivery and service support. delivered. On A320, production rates were foreseen to gradually
In addition, the main joint ventures design, develop, deliver, increase from 40 aircraft per month currently to 43 in the third
and support missile systems and space launcher systems. quarter and 45 in the fourth quarter 2021.
On 1 January 2022, Airbus Atlantic, a wholly-owned Airbus In 2021, 459 A320neo Family aircraft were delivered. On
subsidiary, was established. The new company groups the 28 October 2021, the Company announced that it was working
strengths, resources and skills of Airbus’s sites in Nantes and to secure the A320 Family programme ramp up and was on
Montoir-de-Bretagne, the central functions associated with their trajectory to achieve a monthly rate of 65 aircraft by summer
activities, as well as the STELIA Aerospace sites worldwide. 2023.
This unification is part of the transformation project announced
in April 2021, aimed at strengthening the value chain of In 2022, 516 A320 Family aircraft were delivered. On the A320
aerostructure assembly within Airbus’s industrial setup. Family programme, the ramp-up trajectory has been adapted
with suppliers. The Company is now progressing towards a
monthly production rate of 65 aircraft by the end of 2024 and
75 in 2026. Entry-into-service for the A321XLR is expected to
take place in Q2 2024.

A350 programme. On 8 April 2020, the Company announced In 2022, 32 A330 were delivered. The A330 monthly production
its decision to adapt commercial aircraft production rates to six rate increased to around three at the end of 2022 as planned and
per month for A350 in response to the new COVID-19 market the Company now targets to reach rate four in 2024.
environment. Subsequently, the rate for A350 was further
A220 programme. In 2020, 38 A220 aircraft were delivered.
reduced to around five per month. In 2020, 59 A350 aircraft
Rates were expected to increase from four to five aircraft per
were delivered. Given the significant production rate reduction,
month from the end of the first quarter 2021.
the A350 programme did not reach breakeven with this level
of deliveries. In 2021, 50 A220 aircraft were delivered. On 28 October 2021,
the Company announced the A220 production rate, which was
In 2021, 55 A350 aircraft were delivered. On 28 October 2021,
at five aircraft a month, was expected to increase to around rate
the Company announced the A350 programme is expected
six per month in early 2022.
to increase from around five to around six aircraft a month in
early 2023. In 2022, 53 A220 aircraft were delivered and the monthly rate
of 14 is envisaged by the middle of the decade.
In 2022, 60(1) A350 aircraft were delivered. The A350 monthly
rate is now around six aircraft. In order to meet growing demand A380 programme. Airbus delivered the last five A380 aircraft
for widebody aircraft as international air travel recovers, and in 2021 and four in 2020.
following a feasibility study with the supply chain, the Company
is now targeting a monthly production rate of nine A350s at the As of 31 December 2018, the Company’s largest A380 operator
end of 2025. reviewed its aircraft fleet strategy going forward and concluded
it was forced to restructure and reduce its A380 order by 39
A400M programme. Developments on the A400M programme aircraft. As a consequence, the recognition of the onerous
resulted in the recognition of revenues of € 1.6 billion in contract provision as well as other specific provisions and
2020, € 1.4 billion in 2021 and € 1.8 billion in 2022. the remeasurement of the liabilities affected the consolidated
income statement before taxes by a net € 463 million in EBIT(2)
In 2020, the Company has delivered nine aircraft. An update
and positively impacted the other financial result by € 177 million
of the contract estimate at completion was performed and a
as of 31 December 2018.
charge of € 63 million recorded reflecting mainly the variation of
price escalation indexes. As a consequence and in addition to the net charge recorded
in 2018, the Company recorded a net charge of € 385 million
In 2021, the Company has delivered eight aircraft. The COVID-19
in EBIT in 2020 and of € 202 million in 2019, as part of its
pandemic weighed on the performance of development,
continuous assessment of asset recoverability and review of
production, flight testing, aircraft delivery and retrofit activities
onerous contract provision assumptions. In 2021, a positive
of the programme. In 2021, an update of the contract estimate
EBIT impact of € 274 million was recorded, mainly reflecting
at completion has been performed and an additional charge of
the release of provision recorded in 2018 on the former A380
€ 212 million has been recorded. This reflects mainly the updated
Lagardère facility that will be used for the modernised A320 FAL.
estimates on the delivery pattern of the launch contract and the
associated impact on unabsorbed costs. Defence export ban. Defence export licences to Saudi Arabia
were suspended by the German Government until 31 March
As of 31 December 2022, the Company has delivered a total of
2020 and are awaiting renewal. A revised Estimate at Completion
115 A400M aircraft including 10 aircraft in 2022. The Company
(EAC) for a customer contract was performed as of 31 December
has continued with development activities toward achieving the
2020, and the Company continues to engage with its customer
revised capability roadmap. Retrofit activities are progressing in
to agree a way forward. The outcome of these negotiations is
close alignment with the customer. In 2022, an update of the
presently unclear but could result in further significant financial
contract Estimate At Completion has been performed and an
impacts. The year-end 2020 assessment remains unchanged
additional charge of € 477 million recorded. This mainly reflects
as of 31 December 2021.
updated assumptions, including inflation and risks related to
the remaining SOC3 contractual development milestones to In 2022, the Company updated its contract EAC which confirmed
be achieved. the 2021 position. The Company continues to engage with its
customer to agree a way forward. The outcome of these actions
Risks remain on the qualification of technical capabilities and
is presently unclear but could result in further significant financial
associated costs, on aircraft operational reliability, on cost
impacts.
reductions and on securing export orders in time as per the
revised baseline. Going concern and associated liquidity measures.
On 23 March 2020, the Company announced measures to
A330 programme. In 2020, 19 A330 were delivered. On
bolster its liquidity and balance sheet in response to the COVID-19
8 April 2020, the Company announced its decision to reduce
pandemic, including a new € 15 billion credit facility partially
commercial aircraft production rates to around two per month
termed out by bond and USPP issuances whereas the remaining
for A330 in response to the new COVID-19 market environment.
portion matured on 30 September 2021, the withdrawal of 2019
In 2021, 18 A330 were delivered. On 28 October 2021, the dividend proposal with cash value of € 1.4 billion, the suspension
Company announced that the recent commercial success of of voluntary top up pension funding and strong focus on support
the A330 programme enabled a monthly rate increase from to customers and delivery. In parallel, governmental partners
around two to almost three aircraft at the end of 2022. supported the aerospace sector since the beginning of the
(1) After a reduction of two aircraft previously recorded as sold in December 2021 for which a transfer was not possible due to international sanctions against Russia.
(2) The Company continues to use the term EBIT. EBIT is identical to profit before financial result and income taxes.

crisis either through direct support to airlines and suppliers, or As of 31 December 2022, there was no material impact.
through partial unemployment schemes. With these decisions,
Operational assets. As of 31 December 2020 and in response
the Company had available liquidity to cope with additional
to the COVID-19 pandemic, the Company performed a
cash requirements, including the amended production rates
comprehensive review of its operational assets and liabilities
as described above. As of 31 December 2020, the Company
taking into account the amended production rates and expected
had a net cash position of € 4.7(3) billion with a total liquidity of
€ 33.6 billion, before deducting short-term financing liabilities.
future deliveries. This review resulted in charges being recorded
in 2020 for an amount of € 1.3 billion, including an impairment
02
As of 31 December 2021, the Company had a net cash position of inventories considered at risk of € 355 million, additional
of € 7.7(3) billion with a total liquidity of € 28.7 billion, before provisions relating to A380 programme of € 279 million, a write-
deducting short-term financing liabilities. As of 31 December off of capitalised development costs of € 101 million, provisions
2021, management considers the Company has sufficient for supplier commitments of € 157 million and provisions covering
resources to continue operating for at least 12 months and that various commercial risks of approximately € 401 million.
there are no material uncertainties about the Company’s ability
As of 31 December 2021, year-to-date financials reflect deliveries
to continue as a going concern.
as well as efforts on cost containment and competitiveness.
As of 31 December 2022, the Company had a net cash position Furthermore, the Company has performed a comprehensive
of € 9.4(3) billion with a total liquidity of € 31.6 billion, before review of provisions and depreciations, taking into account
deducting short-term financing liabilities. As of 31 December the amended production rates and expected future deliveries.
2022, management considers the Company has sufficient Consequently, the Company recorded € 0.6 billion of release of
resources to continue operating for at least 12 months and that COVID-related provisions including restructuring in 2021.
there are no material uncertainties about the Company’s ability to
As of 31 December 2022 and as a consequence of the
continue as a going concern. For further information on liquidity,
Ukraine crisis, the resulting recorded EBIT charge amounts to
see “– 2.1.6 Liquidity and Capital Resources”.
approximately € 0.1 billion, mainly relating to Airbus.
Restructuring provisions. In June 2020, Airbus announced
Litigation. For information, see “– Information on the Company’s
plans to adapt its global workforce, principally in France,
Activities – 1.1.7 Legal and Arbitration Proceedings” and “Notes
Germany, Spain and the UK, and resize its commercial aircraft
to the IFRS Consolidated Financial Statements – Note 25:
activity in response to the COVID-19 crisis. This adaptation was
Provisions, Contingent Assets and Contingent Liabilities”.
expected to result in a reduction of around 15,000 positions no
later than summer 2021. Working time adaptation and mitigation
measures supported by the governments have reduced the 2.1.1.4 Current Trends
number of positions subject to the restructuring plan. Taking
into consideration the actual departures since the initial As the basis for its 2023 guidance, the Company assumes no
announcement, the remaining number of positions subject to additional disruptions to the world economy, air traffic, the supply
the restructuring plan amounted to approximately 6,100 as of chain, the Company’s internal operations, and its ability to deliver
31 December 2020, including pre-retirement headcount under products and services. The Company’s 2023 guidance is before
German Altersteilzeit (“ATZ”). In addition, Airbus Defence and M&A.
Space completed the consultation process with the Company’s On that basis, the Company targets to achieve in 2023 around:
European works council on the Division’s planned restructuring. 720 commercial aircraft deliveries; EBIT Adjusted of € 6.0 billion;
The plan presented to the employee representatives initially and Free Cash Flow before M&A and Customer Financing of
foresaw the reduction of around 1,900 positions including pre- € 3.0 billion.
retirement headcount under ATZ until the end of 2021. However
this number was also subsequently reduced to approximately This guidance has been prepared on the basis of certain
1,400 positions reflecting departures which occurred after assumptions, including the principal assumptions as set out
the initial announcement. In November 2020, a reconciliation below. The principal assumptions within the Company’s control
of Interest Agreement involving approximately 100 positions are as follows: (a) underlying commercial aircraft deliveries are
was signed in Germany within Airbus Helicopters and hence, based on existing orders. Revenues from other activities are
a provision has been recorded accordingly. As of 30 September also based on existing orders and may include estimates based
2020, a restructuring provision was recognised for an amount of on relevant market forecasts; (b) no significant interruption in
€ 1.2 billion including mainly the cost of voluntary and compulsory operational performance or programme execution; (c) no
measures taking into account management’s best estimate of disruption in or change to the development of products or
the impact of the working time adaptation and government other development projects; and (d) no material change to the
support measures. Total payments to employees affected by Company’s existing capital structure.
the plan were expected to amount to approximately € 1.5 billion,
The principal assumptions outside the Company’s control are
including the settlement of other accrued employee benefits.
as follows: (a) no material change in general trading conditions,
As of 31 December 2021 and 31 December 2020, the geopolitical stability, military tensions, economic conditions,
restructuring provision in response to the COVID-19 pandemic competitive environment or levels of demand which would
amounted to € 0.1 billion and € 1.0 billion respectively. It reflects materially affect the Company’s business; (b) the Company’s
the utilisation of the restructuring provision for an amount of internal operations do not suffer further disruptions or from
€ 0.6 billion, the release of € 0.2 billion and € 0.2 billion reclassified external interruptions; (c) suppliers will meet their delivery
to liabilities to reflect the progress of the plan. commitments and ensure maturity, availability and in-service
(3) The Company has decided to refine the net cash definition to include interest rate contracts related to fair value hedges, which is also reflected in the 2022 balance.

performance; (d) no material change in the ability or willingness This guidance has been prepared on a basis consistent with the
of our customers to meet their contractual obligations, including accounting policies adopted by the Company and is comparable
payment obligations to the Company; (e) no changes in the with the Company’s historical financial information.
legislative or regulatory environment which could have a material
effect on the Company; and (f) no adverse outcome to any
material litigation or investigation.
2.1.2 Significant Accounting Considerations, Policies and Estimates

The Company’s significant accounting considerations, 2.1.2.4 Accounting for Hedged Foreign
policies and estimates are described in the Notes to the IFRS
Consolidated Financial Statements. Please refer to the “Notes to Exchange Transactions in
the IFRS Consolidated Financial Statements – Note 4: Significant the Financial Statements
Accounting Policies”, “– Note 5: Key Estimates and Judgements”
In 2022, more than 70% of the Company’s revenues are
and “– Note 6: Change in Accounting Policies and Disclosures”.
denominated in US dollars, with around 60% of such currency
exposure “naturally hedged” by US dollar-denominated costs.
2.1.2.1 Scope of and Changes The remainder of costs are incurred primarily in euros, and to
a lesser extent, in pounds sterling. Consequently, to the extent
in Consolidation that the Company does not cover its net current and future
For further information on the scope of and changes in exchange rate exposure from the time of a customer order to
consolidation as well as acquisitions and disposals of interests the time of delivery, its profits will be affected by market changes
in business, please refer to the “Notes to the IFRS Consolidated in the exchange rate of the US dollar against these currencies,
Financial Statements – Note 8: Scope of Consolidation” and and to a lesser extent, by market changes in the exchange rate
“– Note 9: Acquisitions and Disposals”. of pound sterling against the euro.
The Company uses hedging strategies to manage and minimise
2.1.2.2 Capitalised Development Costs the impact of exchange rate fluctuations on its profits, including
foreign exchange derivative contracts and other non-derivative
Pursuant to the application of IAS 38 “Intangible Assets”, financial assets or liabilities denominated in a foreign currency. As
the Company assesses whether product-related development the Company intends to generate profits only from its operations
costs qualify for capitalisation as internally generated intangible and not through speculation on foreign currency exchange rate
assets. Criteria for capitalisation are strictly applied. All research movements, the Company uses hedging strategies solely to
and development costs not meeting the IAS 38 criteria are mitigate the impact of exchange rate fluctuations on its EBIT.
expensed as incurred in the consolidated income statement.
Please refer to the “Notes to the IFRS Consolidated Financial Moreover, to further mitigate the impact of exchange rate
Statements – Note 4: Significant Accounting Policies” and fluctuations on its profits, the Company enters into euro
“– Note 20: Intangible Assets”. conversion agreements with its customers to convert fully or
partially the payment from US dollar into euro based on an
agreed conversion rate. Such agreements are implemented on
2.1.2.3 Impairment of Long-Life Assets, an exceptional basis and at the specific request of the customer.
Work in Progress and Finished For further information on the Company’s coverage strategies
Aircraft in response to its particular exposures, see “– 2.1.3.3. EBIT by
Business Segment”.
In testing long-life assets such as jigs and tools and capitalised
development costs for impairment, the Company makes
estimates on the number and timing of aircraft units to be delivered 2.1.2.5 Foreign Currency Translation
in the future, the margin of these aircraft, and the discount rate
associated with the aircraft programme. For aircraft that may For information on transactions in currencies other than the
need to be remarketed, the impairment of working progress and functional currency of the Company and translation differences
finished aircraft is assessed based on an estimation of the future for other assets and liabilities of the Company denominated
selling price and associated remarketing costs. Please refer to in foreign currencies, please refer to the “Notes to the IFRS
the “Notes to the IFRS Consolidated Financial Statements – Consolidated Financial Statements – Note 4: Significant
Note 4: Significant Accounting Policies”, “– Note 20: Intangible Accounting Policies”.
Assets” and “– Note 24: Inventories”.
Currency Translation Mismatch
Customer advances (and the corresponding revenues recorded
when sales recognition occurs) are translated at the exchange
rate prevailing on the date they are received (historical rates of
customer advances). US dollar-denominated costs are converted
at the exchange rate prevailing on the date they are incurred
(historical rates of US dollar-denominated costs). To the extent

those historical rates and the amounts received and paid differ, For further information on the significance of sales financing
there is a foreign currency exchange impact (mismatch) on transactions for the Company, see “– 2.1.6.4 Sales Financing”.
EBIT. Additionally, the magnitude of any such difference, and
the corresponding impact on EBIT, is sensitive to variations in
the number of deliveries and spot rate (€/US$). 2.1.2.7 Provisions for Onerous Contracts
2.1.2.6 Accounting for Sales Financing

Provisions for onerous contracts are reviewed and reassessed
regularly. However, future changes in the assumptions used by
02
the Company or a change in the underlying circumstances may
Transactions in the Financial lead to a revaluation of past provisions for onerous contracts
Statements and have a corresponding positive or negative effect on
the Company’s future financial performance. Please refer to
The accounting treatment of sales financing transactions the “Notes to the IFRS Consolidated Financial Statements –
varies based on the nature of the financing transaction and Note 4: Significant Accounting Policies – Provisions for onerous
the resulting exposure. Please refer to the “Notes to the IFRS contracts” and “– Note 25: Provisions, Contingent Assets and
Consolidated Financial Statements – Note 22: Other Investments Contingent Liabilities”.
and Other Long-Term Financial Assets”, “– Note 25: Provisions,
Contingent Assets and Contingent Liabilities” and “– Note 28:
Sales Financing Transactions”.
2.1.3 Performance Measures
2.1.3.1 Business segments

Airbus
(In € million) 2022 2021 2020
Revenue 41,428 36,164 34,250
EBIT 4,800 4,175 (1,330)
in % of revenue 11.6% 11.5% (3.9%)
Airbus Helicopters
(In € million) 2022 2021 2020
Revenue 7,048 6,509 6,251
EBIT 639 535 455
in % of revenue 9.1% 8.2% 7.3%
Airbus Defence and Space

(In € million) 2022 2021 2020
Revenue 11,259 10,186 10,446
EBIT (118) 568 408
in % of revenue (1.0%) 5.6% 3.9%
2.1.3.2 Order Intake and Order Backlog

Year-end order backlog consists of contracts signed up to The total order backlog and order intake represent the aggregate
that date. Only firm orders are included in calculating the order amount of the net transaction price allocated to the unsatisfied
backlog for commercial aircraft and civil helicopters. A firm and partially unsatisfied performance obligations to the
order is defined as one for which the Company receives a down Company’s customers. Backlog commitments are relative to
payment on a definitive contract. Defence-related orders are the Company’s enforceable contracts with its customers where
included in the backlog upon enforcement of the signed contract. it is probable that the consideration will be collected. Contractual
Commitments under defence “umbrella” or “framework” rebates, engine concessions and variable considerations are
agreements by governmental customers are not included in taken into account for measurement. Contracts stipulated in a
backlog until the Company is officially notified. currency different from the presentation currency are translated

to euro using the spot rate as of 31 December 2022, 2021 and not considered in the valuation of order intake and order backlog.
2020, respectively. Adjustments to the value of the order backlog The order backlog will mainly be released into revenue over a
could result from changes in the transaction price. Options are period of eight years.
ORDER INTAKE
2022 2021 2020

Airbus 59.7 72.2% 40.0 64.3% 16.1 48.1%
Subtotal segmental order intake 82.7 100% 62.2 100% 33.5 100%
Total 82.5 62.0 33.3
ORDER BACKLOG
31 December
2022 2021 2020
(In € billion) (In percentage)(1)
Airbus 390.5 86.9% 345.1 86.4% 324.7 86.8%
Subtotal segmental order backlog 449.7 100% 399.2 100% 374.0 100%
Total 449.2 398.4 373.1
2022 compared to 2021. The € 50.8 billion increase in order System, the Eurodrone unmanned aerial system and 20 latest-
backlog to € 449.2 billion (2021: € 398.4 billion) mainly reflected generation Eurofighters for the Spanish Air Force.
the book-to-bill above one and the strengthening of the US dollar.
2021 compared to 2020. The € 25.3 billion increase in order
Airbus’ backlog increased by € 45.3 billion to € 390.4 billion, backlog to € 398.4 billion (2020: € 373.1 billion) mainly reflected
corresponding to a book-to-bill ratio in units significantly above the strengthening US dollar.
one (calculated using units of new net orders, i.e. new net orders
Airbus’ backlog increased by € 20.4 billion to € 345.1 billion. The
in units divided by deliveries in units) and the strengthening
book-to-bill ratio in units was below one (calculated using units of
of the US dollar. Total order backlog at Airbus amounted to
new net orders, i.e. new net orders in units divided by deliveries
7,239 aircraft at the end of 2022 (as compared to 7,082 aircraft
in units). Total order backlog at Airbus amounted to 7,082 aircraft
at the end of 2021). Order intake consisted of 820 net orders
at the end of 2021 (as compared to 7,184 aircraft at the end
in 2022 (as compared to 507 in 2021), comprising 770 net firm
of 2020). Order intake consisted of 507 net orders in 2021 (as
orders of the A320 Family, 105 A220s, 10 A350s partly offset
compared to 268 in 2020), comprising 437 net firm orders of
by higher cancellations than orders on the A330s.
the A320 Family, 38 A220s and 32 widebodies, including the
Airbus Helicopters’ backlog increased by € 2.8 billion to first A350 Freighter orders.
€ 20.8 billion, achieving a book-to-bill ratio above one both in
Airbus Helicopters’ backlog increased by € 2.2 billion to
units and value. Total order backlog amounted to 757 helicopters
€ 18.0 billion, achieving a book-to-bill ratio well above one
at the end of 2022 (as compared to 739 helicopters at the end
in terms of units and value. Total order backlog amounted
of 2021). Airbus Helicopters received 362 net orders in 2022 (as
to 739 helicopters at the end of 2021 (as compared to
compared to 414 in 2021). Helicopter orders were well spread
663 helicopters at the end of 2020). Airbus Helicopters received
across programmes and included 12 H160s.
414 net orders in 2021 (as compared to 268 in 2020), including
Airbus Defence and Space’s backlog increased by € 2.3 billion 52 H160s, of which 30 were the first batch of H160M military
to € 38.4 billion and the book-to-bill ratio in value amounted versions for France’s Joint Light Helicopter programme.
to around 1.2 with new net orders of € 13.7 billion, including
key orders in Demonstrator Phase 1B of the Future Combat Air

Airbus Defence and Space’s backlog increased by € 2.6 billion service support of the German and Spanish Eurofighter fleets
to € 36.1 billion and the book-to-bill ratio in value amounted to as well as export contracts for the C295 (India), A330 MRTT
1.3 with new net orders of € 13.7 billion, including key orders in (United Arab Emirates and Spain) and A400M airlifter (Republic
the Military Aircraft business such as the contracts for the in- of Kazakhstan).
The following table illustrates the proportion of civil and defence backlog at the end of each of the past three years.
02
31 December
2022 2021 2020
Civil sector 402.0 89% 355.3 89% 334.5 90%
Defence sector 47.2 11% 43.1 11% 38.6 10%
Total 449.2 100% 398.4 100% 373.1 100%
(1) Including “Eliminations”.
2.1.3.3 EBIT by Business Segment

(In € million) 2022 2021 2020
Airbus 4,800 4,175 (1,330)
Airbus Helicopters 639 535 455
Airbus Defence and Space (118) 568 408
Subtotal segmental EBIT 5,321 5,278 (467)
Eliminations 4 64 (43)
Total 5,325 5,342 (510)
2022 compared to 2021. The Company’s consolidated EBIT Airbus’ EBIT increased from € -1.3 billion for 2020 to € 4.2 billion
remained stable at € 5.3 billion for both 2022 and 2021, mainly for 2021. This mainly reflects the higher commercial aircraft
driven by Airbus. deliveries, effort on cost containment and competitiveness as
well as the release of COVID-related provisions in 2021 compared
Airbus’ EBIT increased from € 4.2 billion for 2021 to € 4.8 billion to the recording of charges triggered by the COVID-19 pandemic
for 2022. This mainly reflects the higher commercial aircraft in 2020, including restructuring provision.
deliveries and is supported by some non-recurring elements
related to the re-measurement of past service cost in the Airbus Helicopters’ EBIT increased from € 455 million for 2020
retirement obligations, the release of compliance-related to € 535 million for 2021, mainly driven by support and services,
provisions and a positive foreign exchange impact, partly offset programme execution and cost focus.
by contract-related provisions and exceptional premium granted
Airbus Defence and Space’s EBIT increased from € 408 million
to employees. In 2021, it included the release of COVID-related
for 2020 to € 568 million for 2021, reflecting continued cost
provisions, including restructuring provision.
containment. Additionally, it includes the gain recognised for
Airbus Helicopters’ EBIT increased from € 535 million for 2021 the sale of one of its sites in France to a 50% joint venture of
to € 639 million for 2022, mainly driven by higher services and € 122 million and higher A400M programme charge.
programme execution. It also included the positive impact related
Foreign currency impact on EBIT. In 2022, more than 70%
to retirement obligations.
of the Company’s revenues are denominated in US dollars
Airbus Defence and Space’s EBIT decreased from € 568 million with approximately 60% of such currency exposure “naturally
for 2021 to € -118 million for 2022, reflecting the impairment hedged” by US dollar-denominated costs. The remainder of
related to the loss of two Pleiades Neo satellites in December costs are incurred primarily in euros and to a lesser extent,
and to delays on the Ariane 6 launcher, as well as the impact pounds sterling. Given the long-term nature of its business
of updated assumptions in the A400M programme, including cycles (evidenced by its multi-year backlog), the Company covers
inflation and risks related to the remaining SOC3 contractual a significant portion of its net foreign exchange exposure to
development milestones to be achieved. This was partly offset mitigate the impact of exchange rate fluctuations on its EBIT.
by higher volume in Military Aircraft, the ramp-up in Eurodrone Please refer to the “Notes to the IFRS Consolidated Financial
and the positive impact related to retirement obligations. Statements – Note 38: Financial Instruments” and see “– Risk
Factors – 1. Financial Market Risks – Foreign Currency Exposure”
2021 compared to 2020. The Company’s consolidated EBIT and “– 2.1.2.5 Foreign Currency Translation”.
increased from € -0.5 billion for 2020 to € 5.3 billion for 2021,
mainly driven by Airbus.

In order to do so, the Company primarily uses two mechanisms: revaluation of certain assets and liabilities at the closing rate
–– Financial instruments represented by the hedge portfolio, made and the impact of natural hedging.
of foreign exchange derivative contracts, which constitutes Since 2022 and going-forward, the Company has presented its
the main means of minimising the impact of exchange rate matured hedge portfolio and euro conversion on a blended basis
fluctuations on Company’s profit. and therefore blended rates reflect both the EBIT impact of hedge
–– Euro conversion, on an exceptional basis and at the specific rates of the US dollar hedge portfolio and euro conversions.
request of the customers. It consists of the conversion of
the full or partial payment from US dollar into euro based on During 2022, US$ 20.3 billion of forwards matured and euro
an agreed conversion rate and is accounted for in the IFRS conversion realised at an average blended rate of €/US$ 1.22.
Consolidated Financial Statements as a contract in euros.
During 2021, US$ 21.8 billion of forwards matured and euro
In addition to the impact that coverage activities have on the conversion realised at an average blended rate of €/US$ 1.21,
Company’s EBIT, the latter is also affected by the impact of as compared to €/US$ 1.20 in 2020.
2.1.3.4 EBIT Adjusted

The Company uses an alternative performance measure EBIT Adjusted as a key indicator capturing the underlying business
margin by excluding material charges or profits caused by movements in provisions related to programmes, restructurings or foreign
exchange impacts as well as capital gains/losses from the disposal and acquisition of businesses.
The following table reconciles the Company’s EBIT with its EBIT Adjusted.
(In € million) 2022 2021 2020

EBIT 5,325 5,342 (510)
PDP mismatch / BS revaluation (308) 38 480
A380 programme (28) (274) 385
A400M charge 477 212 63
Compliance costs 75 65 87
Non-current assets disposal (1)
0 (122) 0
M&A impact (4) 0 2
Restructuring (2)
62 (163) 1,199
Payments by suppliers 0 (234) 0
Others 28 1 0
EBIT Adjusted 5,627 4,865 1,706
(1) Included gain from divestment of one of its sites in France to a 50% joint venture in 2021.
(2) Included Aerostructures transformation costs (€ 0.1 billion) in 2022, release of restructuring provision (€ 0.2 billion) in 2021 initially recognised in 2020 (€ 1.2 billion).
2.1.3.5 EBIT Adjusted by Business Segment

(In € million) 2022 2021 2020
Airbus 4,600 3,570 618
Airbus Helicopters 639 535 471
Airbus Defence and Space 384 696 660
Subtotal segmental EBIT Adjusted 5,623 4,801 1,749
Eliminations 4 64 (43)
Total 5,627 4,865 1,706

2.1.4 Results of Operations

The following table summarises the Company’s IFRS Consolidated Income Statements for the past three years:
(In € million)
Revenue
2022
58,763
2021
52,149
2020
49,912
02
Cost of sales (48,192) (42,518) (44,250)
Gross margin 10,571 9,631 5,662
Selling and administrative expenses (2,240) (2,052) (2,140)
Research and development expenses (3,079) (2,746) (2,858)
Other income 471 594 132
Other expenses (590) (201) (1,458)
Share of profit from investments accounted for under the equity
method and other income from investments 192 116 152
Profit (Loss) before finance costs and income taxes 5,325 5,342 (510)
Interest result (232) (246) (271)
Other financial result (18) (69) (349)
Income taxes (939) (853) (39)
Profit (Loss) for the period 4,136 4,174 (1,169)
Attributable to
Equity owners of the parent (Net income) 4,247 4,213 (1,133)
Non-controlling interests (111) (39) (36)
Earnings per share € € €

Basic 5.40 5.36 (1.45)
Diluted 5.39 5.36 (1.45)
2.1.4.1 Revenues
The following table presents a breakdown of the Company’s revenues by Business segment for the past three years:
(In € million) 2022 2021 2020

Airbus 41,428 36,164 34,250
Airbus Helicopters 7,048 6,509 6,251
Airbus Defence and Space 11,259 10,186 10,446
Subtotal segmental revenue 59,735 52,859 50,947
Eliminations (972) (710) (1,035)
Total 58,763 52,149 49,912
Revenues increased by 12.7%, from € 52.1 billion for 2021 to contributions from Airbus Defence and Space and Airbus
€ 58.8 billion for 2022. The increase is mainly driven by higher Helicopters. It also reflects a positive foreign exchange impact
aircraft deliveries of 661 aircraft (in 2021: 611 aircraft) and higher at Airbus.

For 2021, revenues increased by 4.5%, from € 49.9 billion for 2020 to € 52.1 billion for 2021. The increase was mainly driven by
Airbus, reflecting higher aircraft deliveries partly offset by an unfavourable foreign exchange impact.
Revenue by Geographical Areas

2022 2021 2020
Asia/Pacific 15.4 26.2% 16.0 30.6% 13.1 26.3%
Europe 24.3 41.3% 19.5 37.4% 20.3 40.7%
North America 13.5 23.0% 10.5 20.2% 8.7 17.4%
Other countries(2) 5.6 9.5% 6.1 11.8% 7.8 15.6%
Total 58.8 100% 52.1 100% 49.9 100%
(1) Percentage of total revenue after eliminations.

(2) Including the Middle East.
Airbus
The following table presents a breakdown of deliveries of commercial aircraft by product type for the past three years.
(In units) 2022 2021 2020

A220 53 50 38
A320 Family 516 483 446
A330 32 18(2) 19
A350 60 (1)
55 59
A380 0 5 4
Total 661 611 566
(1) After a reduction of two aircraft previously recorded as sold in December 2021 for which a transfer was not possible due to international sanctions against Russia.
(2) Two A330s delivered on operating lease.
Airbus’ revenues increased by 14.4%, from € 36.2 billion for 2021 For 2021, Airbus’ revenues increased by 5.6%, from € 34.3 billion
to € 41.4 billion for 2022. This reflected higher aircraft deliveries of for 2020 to € 36.2 billion for 2021. This reflected higher deliveries
661 aircraft (compared to 611 deliveries in 2021) and a positive of 611 aircraft (compared to 566 deliveries in 2020), partly offset
foreign exchange impact. by an unfavourable foreign exchange impact.
Airbus Helicopters
The following table presents a breakdown of deliveries of helicopters by product type for the past three years.
(In units) 2022 2021 2020

Light 167 159 123
Medium 123 121 126
Heavy 54 58 50
thereof NH90 28 27 28
Tiger 0 0 1
Total 344 338 300
Airbus Helicopters’ revenues amounted to € 7.0 billion in 2022 Airbus Helicopters’ revenues amounted to € 6.5 billion in 2021
(2021: € 6.5 billion). This increase reflected growth in services (2020: € 6.3 billion). This increase reflected growth in services
and a favourable mix in programmes. and higher deliveries of 338 units (2020: 300 units), including
the first H160.


The following table presents a breakdown of deliveries of Airbus Defence and Space by product type for the past three years.
(In units) 2022 2021 2020

A400M
A330 MRTT (Tanker)
10
5
8
5
9
4
02
Light & Medium aircraft 13 9 10
Telecom satellites 5 3 1
Total 33 25 24
Airbus Defence and Space’s revenues amounted to € 11.3 billion 2.1.4.5 Other Income
in 2022 (2021: € 10.2 billion). The increase is mainly driven by
higher volume in Military Aircraft and Eurodrone. and Other Expenses
Airbus Defence and Space’s revenues amounted to € 10.2 billion Other income and other expenses typically include gains and
in 2021 (2020: € 10.4 billion). The decrease was mainly driven by losses on disposals of investments, of fixed assets and income
Military Aircraft, partially offset by Space Systems. from rental properties.
Other income and other expenses was € -119 million net as
compared to € 393 million net for 2021. The decrease includes
2.1.4.2 Cost of Sales the impact of € -437 million partly offset by an insurance income
Cost of sales increased by 13.3% from € 42.5 billion for 2021 of € 200 million both linked to the launch failure of the two
to € 48.2 billion for 2022. It mainly reflects the higher deliveries satellites Pléiades Neo 5 and 6 in December 2022. In 2021, it
and additional losses recognised on the A400M programme included a restructuring provision release of € 207 million and
of € 0.5 billion. the gain of € 122 million for the divestment of one of its sites to
a joint venture.
For 2021, cost of sales decreased by 3.9% from € 44.3 billion for
2020 to € 42.5 billion for 2021. It mainly reflects in 2021 continued For 2021, other income and other expenses was € 393 million
cost containment and the release of COVID-related provisions net as compared to € -1,326 million net for 2020. The increase
while 2020 was impacted by charges recorded in response to includes the gain of € 122 million for the divestment of one of its
the COVID-19 pandemic. sites in France to a 50% joint venture. In 2020, it included the
COVID-related restructuring provision.
2.1.4.3 Selling and Administrative

Expenses 2.1.4.6 Share of Profit from Investments
Accounted for under the Equity
For 2022, selling and administrative expenses increased from
€ 2.1 billion for 2021 to € 2.2 billion for 2022. Method and Other Income
from Investments
Selling and administrative expenses remained stable at
€ 2.1 billion for both 2021 and 2020. Share of profit from investments accounted for under the equity
method and other income from investments principally include
results from companies accounted for under the equity method
2.1.4.4 Research and Development and the dividends attributable to unconsolidated investments.
Expenses Please refer to the “Notes to the IFRS Consolidated Financial
Statements – Note 10: Investments Accounted for under the
Research and development expenses increased by 14.8%, Equity Method” and “– Note 16: Share of Profit from Investments
from € 2.7 billion for 2021 to € 3.1 billion for 2022. In addition, Accounted for under the Equity Method and Other Income from
an amount of € 319 million of development costs has been Investments”.
capitalised, mainly linked to Airbus programmes. See “– 2.1.2.2
Capitalised Development Costs”. The Company recorded € 192 million in share of profit from
investments accounted for under the equity method and other
For 2021, research and development expenses decreased income from investments as compared to € 116 million for 2021
by 3.9%, from € 2.9 billion for 2020 to € 2.7 billion for 2021. and € 152 million for 2020.
In addition, an amount of € 152 million of development costs
has been capitalised, mainly linked to Defence and Space
programmes. See “– 2.1.2.2 Capitalised Development Costs”.

2.1.4.7 Interest Result For 2021, income tax expense was € -853 million as compared
to € -39 million for 2020, and corresponds to an effective income
Interest result reflects the net of interest income and expense tax rate of 17%. The higher tax expense was mainly driven by the
arising from financial assets and liabilities, including the interest income before tax in 2021 of € 5,027 million as compared to the
expense on refundable advances provided by European loss before tax in 2020 of € -1,130 million, partly compensated
governments to finance R&D activities. Please refer to the “Notes by a net release of deferred tax asset impairments mainly due to
to the IFRS Consolidated Financial Statements – Note 17: Total an updated business outlook in 2021 in comparison to deferred
Financial Result”. tax impairments in 2020. Management will continue to assess
The Company recorded a net interest expense of € -232 million, its tax contingencies going forward, whose outcome could
as compared to € -246 million for 2021 and € -271 million for 2020. result in further financial impacts.
Please refer to the “Notes to the IFRS Consolidated Financial
Statements – Note 18: Income Taxes”.
2.1.4.8 Other Financial Result
Other financial result includes the impact from the revaluation
of financial instruments, the effect of foreign exchange valuation 2.1.4.10 Non-Controlling Interests
of monetary items and the unwinding of discounted provisions. For 2022, loss for the period attributable to non-controlling
Please refer to the “Notes to the IFRS Consolidated Financial interests was € -111 million, as compared to loss of € -39 million
Statements – Note 17: Total Financial Result” and “– Note 26: for 2021.
Other Financial Assets and Other Financial Liabilities”.
Other financial result changed from € -69 million for 2021 to 2.1.4.11 Profit for the Period Attributable
€ -18 million for 2022. This is mainly driven by the revaluation of
certain equity investments and a net positive impact from the to Equity Owners of the Parent
revaluation of financial instruments partly offset by the negative (Net Income)
impact from the foreign exchange valuation of monetary items.
As a result of the factors discussed above, the Company
For 2021, other financial result changed from € -349 million for recorded a net income of € 4,247 million for 2022, as compared
2020 to € -69 million for 2021. This is driven by the positive impact to the net income of € 4,213 million for 2021.
from the revaluation of certain equity investments, compensated
by a negative impact from the revaluation of financial instruments.
In 2020, it included the European governments’ refundable 2.1.4.12 Earnings per Share
advances impact related to the A350 programme. Basic earnings were € 5.40 per share in 2022, as compared
to € 5.36 per share in 2021. The denominator used to
calculate earnings per share was 787,080,579 shares (2021:
2.1.4.9 Income Taxes 785,326,074), reflecting the weighted average number of shares
Income tax expense was € -939 million for 2022 as compared to outstanding during the year. In 2020, the Company reported
€ -853 million for 2021, and corresponds to an effective income basic earnings of € -1.45 per share, based on a denominator
tax rate of 19%. The higher tax expense was mainly driven by of 783,178,191 shares.
higher net valuation allowances and lower positive impacts from
tax risk updates in 2022 as compared to 2021.
2022 2021 2020

Profit (Loss) for the period attributable to equity owners
of the parent (Net income) € 4,247 million € 4,213 million € (1,133) million
Weighted average number of ordinary shares 787,080,579 785,326,074 783,178,191
Basic earnings per share € 5.40 € 5.36 € (1.45)

Diluted earnings were € 5.39 per share in 2022, as compared to € 5.36 per share in 2021. The denominator used to calculate
diluted earnings per share was 787,753,485 (2021: 785,761,995). In 2022, LTIP 2022 plan has been excluded from the calculation
because of its antidilutive effect. As there was a net loss in 2020, the effect of potentially dilutive ordinary shares is anti-dilutive.
2022 2021 2020

Profit (Loss) for the period attributable to equity owners of the parent
(Net income), adjusted for diluted calculation € 4,247 million € 4,213 million € (1,133) million
02
Weighted average number of ordinary shares (diluted) 787,753,485 785,761,995 783,178,191
Diluted earnings per share € 5.39 € 5.36 € (1.45)
For further information, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 19: Earnings per Share”.
2.1.5 Changes in Total Equity (Including Non-Controlling Interests)

The following table sets forth a summary of the changes in total equity for the period 1 January 2022 through 31 December 2022.
(In € million)
Balance at 1 January 2022 9,486
Profit for the period 4,136
Other comprehensive income 237
thereof foreign currency translation adjustments 123
Capital increase 127
Cash distribution to Airbus SE shareholders / Dividends paid to non-
controlling interests (1,182)
Equity transactions (IAS 27) 86
Share-based payment (IFRS 2) 115
Change in treasury shares (23)
Balance at 31 December 2022 12,982
The number of shares issued as of 31 December 2022 was 788,205,008. Please refer to the “Airbus SE IFRS Consolidated Financial
Statements – IFRS Consolidated Statements of Changes in Equity for the years ended 31 December 2022 and 2021” and to the
“Notes to the IFRS Consolidated Financial Statements – Note 35: Total Equity”.
2.1.5.1 Cash Flow Hedge Related Impact on AOCI

As of 31 December 2022, the notional amount of the Company’s Positive pre-tax mark to market values of cash flow hedges
portfolio of outstanding cash flow hedges amounted to are included in other financial assets, while negative pre-tax
US$ 76.4 billion, hedged against the euro and the pound sterling. mark to market values of cash flow hedges are included in
The year-end mark to market valuation of this portfolio resulted other financial liabilities. Year-to-year changes in the mark to
in a negative pre-tax accumulated other comprehensive income market value of effective cash flow hedges are recognised as
(“AOCI”) valuation change of € -3.1 billion as of 31 December adjustments to AOCI. These adjustments to AOCI are net of
2022 compared to 31 December 2021, based on a closing corresponding changes to deferred tax assets (for cash flow
rate of €/US$ 1.07 as compared to a negative pre-tax AOCI hedges with negative mark to market valuations) and deferred
valuation change of € -5.1 billion as of 31 December 2021 tax liabilities (for cash flow hedges with positive mark to market
compared to 31 December 2020, based on a closing rate of €/ valuations).
US$ 1.13. For further information on the measurement of the fair
values of financial instruments, please refer to the “Notes to the
IFRS Consolidated Financial Statements – Note 38: Financial
Instruments”.

The following graphic presents the cash flow hedge related movements in AOCI over the past three years. The mark to market of
the backlog is not reflected in the accounts whereas the mark to market of the hedge book is reflected in AOCI.
CASH FLOW HEDGE RELATED MOVEMENTS IN AOCI IN € MILLION (BASED ON YEAR-END EXCHANGE RATES)(1)
341
OCI Net Asset -4,779
-7,882
-86
Net Deferred Taxes 1,323
2,180
255
Net Equity OCI -3,456
-5,702
31 December 2020: US$ 1.23 31 December 2021: US$ 1.13 31 December 2022: US$ 1.07
(1) Cash flow hedge in AOCI in total equity (including non-controlling interests).
As a result of the negative change in the fair market valuation of the cash flow hedge portfolio in 2022, AOCI amounted to a net
liability of € -7.9 billion for 2022, as compared to a net liability of € -4.8 billion for 2021. The corresponding € +0.9 billion tax effect
led to a net deferred tax asset of € 2.2 billion as of 31 December 2022 as compared to a net deferred tax asset of € 1.3 billion as
of 31 December 2021.
For further information, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 38.5: Financial Instruments
– Derivative Financial Instruments and Hedge Accounting Disclosure”.
2.1.5.2 Foreign Currency Translation Adjustment Impact on AOCI

The € 123 million currency translation adjustment related impact on AOCI in 2022 mainly reflects the effect of the variations of the
US dollar and the pound sterling.
2.1.6 Liquidity and Capital Resources

The Company’s objective is to generate sufficient operating the € 6 billion Revolving Syndicated Credit Facility signed in 2020.
cash flow in order to invest in its growth and future expansion, This facility incorporates an adjustment mechanism that links the
honour the Company’s dividend policy and maintain financial applicable margin of the facility (which can go either up or down) to
flexibility while retaining its credit rating and competitive access the achievement of annual targets for two selected sustainability
to capital markets. key performance indicators related to environmental rating and
health & safety. The Company can raise further liquidity through
The Company defines its consolidated net cash position as
its € 12 billion Euro Medium Term Note programme (of which
the sum of (i) cash and cash equivalents and (ii) securities, € 8 billion have already been issued), its € 11 billion Negotiable
minus (iii) financing liabilities, plus or minus (iiii) interest rate European Commercial Paper programme, its € 4 billion Euro
contracts related to fair value hedges (all as recorded in the Commercial Paper programme and its $ 3 billion US commercial
Consolidated Statement of Financial Position). Net cash position paper programme. See “– Risk Factors – 1. Financial Market
is an alternative performance measure and an indicator that
Risks – Liquidity” and “– 2.1.6.3 Financing Liabilities”. Please
allows the Company to measure its ability to generate sufficient also refer to the “Notes to the IFRS Consolidated Financial
liquidity to invest in its growth and future expansion, honour its Statements – Note 37: Net Cash” and “– Note 38.1: Financial
dividend policy and maintain financial flexibility. The net cash Instruments – Financial Risk Management”. The factors affecting
position as of 31 December 2022 was € 9.4 billion (€ 7.7 billion
the Company’s cash position, and consequently its liquidity risk,
as of 31 December 2021).
are discussed below.
As of 31 December 2022, the total liquidity amounted to For information on Airbus SE’s credit ratings, please refer to the
€ 31.6 billion and it was secured by the € 23.6 billion gross cash
“Notes to the IFRS Consolidated Financial Statements – Note 36:
and the € 8 billion sustainability-linked Revolving Syndicated
Capital Management”.
Credit Facility signed on 5 July 2022 which cancels and replaces

2.1.6.1 Cash Flows

The Company generally finances its manufacturing activities and product development programmes, and in particular the development
of new commercial aircraft, through a combination of flows generated by operating activities, customer advances, risk-sharing
partnerships with subcontractors and European governments’ refundable advances. In addition, the Company’s military activities
benefit from government-financed research and development contracts. If necessary, the Company may raise funds in the capital
markets. 02
The following table sets forth the variation of the Company’s consolidated net cash position over the periods indicated.
(In € million) 2022 2021 2020

Net Cash position at 1 January(1) 7,740 4,724 12,770
Gross Cash Flow from operations(2) 5,512 4,078 3,061
Changes in other operating assets and liabilities (working capital)(3) 1,421 984 (8,197)
Cash used for investing activities(4) (2,609) (1,551) (2,226)
thereof industrial capital expenditures (2,464) (1,928) (1,759)
Free Cash Flow(5) 4,324 3,511 (7,362)
thereof M&A transactions (210) (32) (551)
Free Cash Flow before M&A(6) 4,534 3,543 (6,811)
thereof Cash Flow from customer financing (net) (146) 28 124
Free Cash Flow before customer financing 4,470 3,483 (7,486)
Free Cash Flow before M&A and customer financing 4,680 3,515 (6,935)
Cash distribution to shareholders / non-controlling interests (1,181) 0 0
Contribution to plan assets of pension schemes (7)
(601) (533) (314)
Changes in capital and non-controlling interests 145 138 89
Change in treasury shares / share buyback (36) (22) (4)
Change in liability for puttable instruments 135 0 0
Others(8) (1,095) (78) (455)
Net Cash position at 31 December(1) 9,431 7,740 4,724
(1) The Company has decided to refine the net cash definition to include interest rate contracts related to fair value hedges which is also reflected in the 2022 balance.
(2) Represents cash provided by operating activities, excluding (i) changes in other operating assets and liabilities (working capital), (ii) contribution to plan assets of pension schemes
and (iii) realised foreign exchange results on treasury swaps (€ -44 million in 2022, € 27 million in 2021, € 70 million in 2020). It is an alternative performance measure and an indicator
used to measure its operating cash performance before changes in other operating assets and liabilities (working capital).
(3) Including customer financing, excluding some perimeter change impacts from changes in consolidation.
(4) Does not reflect change in securities (net investment of € -344 million in 2022, net investment of € -1,186 million in 2021, net disposal of € 6,303 million in 2020), which are classified
as cash and not as investments solely for the purposes of this net cash presentation. Excluding bank activities.
(5) Does not reflect change of securities, change in cash from changes in consolidation, contribution to plan assets of pension schemes and realised foreign exchange results on
treasury swaps. Excluding bank activities. Free Cash Flow is an alternative performance measure and key indicator that reflects the amount of cash flow generated from operations
after cash used in investing activities.
(6) Free Cash Flow before M&A refers to Free Cash Flow adjusted for net proceeds from disposals and acquisitions. It is an alternative performance measure and key indicator that
reflects Free Cash Flow excluding those cash flows from the disposal and acquisition of businesses.
(7) In 2020, thereof € 331 million contributions for retirement and deferred compensation plans.
(8) Including both fair value and foreign exchange impacts on securities and financing liabilities.
The net cash position as of 31 December 2022 was € 9.4 billion, Changes in Other Operating Assets
a 21.8% increase from 31 December 2021. It includes payments and Liabilities (Working Capital)
received in advance from certain customers and payments made
to suppliers in anticipation. Please see further details below. Changes in other operating assets and liabilities (working capital),
comprises inventories, trade receivables, contract assets and
contract liabilities (including customer advances), trade liabilities,
Gross Cash Flow from Operations and other assets and other liabilities. They resulted in a positive
Gross Cash Flow from operations is an alternative performance working capital variation of € 1.4 billion for 2022, versus a positive
measure and an indicator used by the Company to measure its impact of € 1.0 billion for 2021.
operating cash performance before changes in working capital.
In 2022, the contributors to the positive working capital variation
Gross Cash Flow from operations increased to € 5.5 billion for
from 2021 to 2022 were the change in contract assets and
2022, which mainly reflects EBIT Adjusted.
contract liabilities (€ +5.6 billion), mainly due to a positive phasing
impact from contracts assets and liabilities reflecting higher
advance payments and a positive impact from net payments
made to suppliers in anticipation, the change in trade liabilities
(€ +3.1 billion), which reflected higher volume and payment terms

increase linked to certain agreements reached with suppliers, from operations after cash used in investing activities. As a result
and the change in trade receivables (€ +0.5 billion). This was of the factors discussed above, Free Cash Flow amounted to
partially offset by the change in inventories (€ -5.6 billion), which € 4.3 billion for 2022 as compared to € 3.5 billion for 2021 and
reflected the inventory build up to support ramp up and the € -7.4 billion for 2020.
higher advance payments made to suppliers, and the change
in other assets and liabilities (€ -2.3 billion). Free Cash Flow before M&A
European governments’ refundable advances. As of Free Cash Flow before mergers and acquisitions refers to
31 December 2022, total European governments’ refundable Free Cash Flow adjusted for net proceeds from disposals and
advances liabilities, recorded on the statement of Financial acquisitions. It is an alternative performance measure and key
Position in the line items “non-current other financial liabilities” indicator that reflects Free Cash Flow excluding those Cash
and “current other financial liabilities” due to their specific nature, Flows resulting from acquisitions and disposals of businesses.
amounted to € 3.9 billion, including accrued interest.
European governments’ refundable advances (net of Free Cash Flow before M&A and Customer
reimbursements) remained stable in 2022 as compared to 2021. Financing
Please refer to the “Notes to the IFRS Consolidated Financial Free Cash Flow before M&A and customer financing refers
Statements – Note 26: Other Financial Assets and Other Financial to Free Cash Flow before mergers and acquisitions adjusted
Liabilities”. for Cash Flow related to aircraft financing activities. It is an
alternative performance measure and indicator that may be
Cash Used for Investing Activities used occasionally by the Company in its financial guidance,
especially when there is higher uncertainty around customer
Management categorises cash used for investing activities into
financing activities.
three components: (i) industrial capital expenditure, (ii) M&A
transactions and (iii) others. Cash used for investing activities
amounted to € -2.6 billion for 2022, to € -1.6 billion for 2021, and Cash Distribution to Shareholders /
to € -2.2 billion for 2020. Non‑Controlling Interests
Capital expenditure. Capital expenditure includes product- For the fiscal year 2022, the Company’s Board of Directors
related development costs that are capitalised in accordance proposes a cash distribution to shareholders of € 1.80 per share.
with IAS 38. See “– 2.1.2.2 Capitalised development costs”. The proposed payment date is 27 April 2023.
Capital expenditure (investments in property, plant and For the fiscal year 2021, the Company’s Board of Directors
equipment and intangible assets) amounted to € -2.5 billion for proposed a cash distribution to shareholders of € 1.50 per share
2022, € -1.9 billion for 2021 and € -1.8 billion for 2020. and cash distribution to shareholders amounted to € -1.2 billion
in 2022.
In 2020, the decrease of capital expenditure reflected the
prioritisation of projects. Given the global business environment, there was no cash
distribution to shareholders proposed for the fiscal year 2020.
M&A transactions. In 2022, the € -0.2 billion figure mostly This decision aimed at strengthening the Company’s financial
relates to the acquisition of 100% of the shares of ZF resilience by protecting the net cash position and supporting its
Luftfahrttechnik GmbH. ZF Luftfahrttechnik was subsequently ability to adapt as the situation evolved. On 23 March 2020, the
renamed Airbus Helicopters Technik GmbH. Company decided to withdraw the € -1.3 billion cash distribution
to shareholders initially proposed for the fiscal year 2019, in
In 2021, there were no significant M&A transactions.
response to the COVID-19 pandemic. Consequently, there was
In 2020, the € -0.6 billion figure mostly relates to the acquisition no cash distribution to shareholders in 2020.
of Bombardier’s additional 29.64% shares in Airbus Canada.
Please refer to the “Notes to the IFRS Consolidated Financial Contribution to Plan Assets of Pension
Statements – Note 9: Acquisitions and Disposals”. Schemes
Other disposals. In 2021, the Company divested to a 50% The cash outflows of € -0.6 billion, € -0.5 billion and € -0.3 billion
joint venture one of its sites in France. The Company received in 2022, 2021 and 2020, respectively, primarily relate to
a consideration of € 310 million. contributions to the Contractual Trust Arrangements (“CTA”)
in Germany for allocating and generating pension plan assets
Please refer to the “Notes to the IFRS Consolidated Financial in accordance with IAS 19, the German relief fund, as well as
Statements – Note 9: Acquisitions and Disposals”. to pension schemes and plan assets in the UK, Canada and
to French benefit funds. Please refer to the “Notes to the IFRS
Free Cash Flow Consolidated Financial Statements – Note 32: Post-Employment
Benefits”.
The Company defines Free Cash Flow as the sum of (i) cash
provided by operating activities and (ii) cash used for investing
activities, minus (iii) change of securities, (iv) contribution to Change in Treasury Shares / Share Buyback
plan assets of pension schemes, (v) realised foreign exchange Change in treasury shares amounted to € -36 million for 2022,
results on treasury swaps and (vi) Airbus Bank activities. It is an to € -22 million for 2021 and to € -4 million for 2020. As of
alternative performance measure and key indicator which allows 31 December 2022 and 2021, the Company held 647,500 and
the Company to measure the amount of Cash Flow generated 454,735 treasury shares, respectively.

2.1.6.2 Cash and Cash Equivalents and Securities

The cash and cash equivalents and securities portfolio of The Company has a partially automated cross-border and
the Company is invested mainly in non-speculative financial domestic cash pooling system in all countries with major
instruments, mostly highly liquid, such as certificates of deposit, group presence and whenever country regulations allow such
overnight deposits, commercial papers, other money market
instruments and bonds. Please refer to the “Notes to the IFRS
practice (among others, this includes mainly France, Germany,
Spain, the Netherlands, the UK and the US). The cash pooling 02
Consolidated Financial Statements – Note 38.1: Financial system enhances management’s ability to assess reliably and
Instruments – Financial Risk Management”. instantaneously the cash position of each subsidiary within
the Company and enables management to allocate cash optimally
within the Company depending upon shifting short-term needs.
2.1.6.3 Financing Liabilities

The outstanding balance of the Company’s consolidated financing For further information, please refer to the “Notes to the IFRS
liabilities decreased from € 15.0 billion as of 31 December 2021 Consolidated Financial Statements – Note 37.3: Net Cash –
to € 12.8 billion as of 31 December 2022. The decrease is mainly Financing Liabilities”.
due to the decrease in the value of bonds linked to higher interest
rates and a € 1 billion bond buyback performed in June 2022.
2.1.6.4 Sales Financing

The Company favours cash sales and encourages independent mostly through finance leases and secured loans and if deemed
financing by customers, in order to avoid retaining credit or necessary through operating lease structures. Nevertheless,
asset risk in relation to delivered products. However, in order the Company intends to keep the amount as low as possible.
to support product sales, primarily at Airbus and Airbus
Dedicated and experienced teams structure such financing
Helicopters, the Company may agree to participate in the
transactions and closely monitor total finance and asset value
financing of customers, on a case-by-case basis, directly or
exposure of the Company and its evolution in terms of quality,
through guarantees provided to third parties.
volume and intensity of cash requirements. The Company
The financial markets remain unpredictable, which may cause aims to structure all financing it provides to customers in line
the Company to increase its future outlays in connection with with market-standard contractual terms so as to facilitate any
customer financing of commercial aircraft and helicopters, subsequent sale or reduction of such exposure.
Evolution of Airbus Gross Exposure during 2022 in US$ million
31 December 2021 413
Additions 293
Disposals -352
Amortisation -22
31 December 2022 332
Airbus gross customer financing exposure as of 31 December Airbus Helicopters’ gross customer financing exposure
2022 is distributed directly over 17 aircraft, operated by amounted to € 33 million as of 31 December 2022. This exposure
approximately five airlines. In addition, the level of exposure is distributed over 12 helicopters, operated by approximately
may include other aircraft-related assets, such as spare parts. six companies.
Over the last three years (2020 to 2022), the average number For further information, please refer to the “Notes to the IFRS
of aircraft delivered in respect of which direct financing support Consolidated Financial Statements – Note 28: Sales Financing
has been provided by Airbus amounted to approximately 1% Transactions”.
of the average number of deliveries over the same period, i.e.
nine aircraft financed per year out of 613 deliveries per year on
average.

2.2 Financial Statements
2.2 Financial Statements
The Company’s IFRS Consolidated Financial Statements for Copies of the AFM-filed documents are available free of charge
the year ended 31 December 2022, together with the related upon request in English at the registered office of the Company
notes, appendices and independent auditors’ report, shall be and on www.airbus.com (Investors > Financial Results & Annual
deemed to be incorporated in and form part of this Universal Reports).
Registration Document.
The above-mentioned Financial Statements are also available
In addition, the following documents shall be deemed to be in English for inspection at the Chamber of Commerce of The
incorporated by reference in and form part of this Universal Hague.
Registration Document:
–– The IFRS Consolidated Financial Statements for the year
ended 31 December 2021, together with the related notes,
appendices and independent auditors’ report, as incorporated
by reference in the Registration Document filed in English with
the AFM on 6 April 2022 without prior approval and filed in
English with the Chamber of Commerce of The Hague.
–– The IFRS Consolidated Financial Statements for the year
ended 31 December 2020, together with the related notes,
appendices and independent auditors’ report, as incorporated
by reference in the Registration Document filed in English with
the AFM on 26 March 2021 without prior approval and filed
in English with the Chamber of Commerce of The Hague.
2.3 Statutory Auditor Fees
Please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 40: Auditor Fees”.
2.4 Information Regarding the Statutory Auditors
Date of first appointment Expiration of current term of office(1)

Ernst & Young Accountants LLP
Boompjes 258 – 3011 XZ Rotterdam
Postbus 488 – 3000 AL Rotterdam
The Netherlands
Represented by N.M. Pul 28 April 2016 19 April 2023
(1) A resolution will be submitted to the Annual General Meeting of Shareholders in 2023, in order to appoint Ernst & Young Accountants LLP as the Company’s auditors for the 2023
financial year.
Ernst & Young Accountants LLP has a licence from the AFM to perform statutory audits for Public Interest Entities and its
representative is member of the NBA (Koninklijke Nederlandse Beroepsorganisatie van Accountants – the Royal Netherlands Institute
of Chartered Accountants). The NBA is the professional body for accountants in the Netherlands.

02

Chapter

03
General Description
of the Company
and its Share Capital
3.1 General Description of the Company 182

3.1.1 Commercial and Corporate Names, Seat and Registered Office 182
3.1.2 Legal Form 182
3.1.3 Governing Laws and Disclosures 182
3.1.4 Date of Incorporation and Duration of the Company 183
3.1.5 Objects of the Company 184
3.1.6 Commercial and Companies Registry 184
3.1.7 Inspection of Corporate Documents 184
3.1.8 Financial Year 184
3.1.9 Allocation and Distribution of Income 184
3.1.10 General Meetings 185
3.1.11 Disclosure of Holdings 186
3.1.12 Mandatory Disposal 187
3.1.13 Mandatory Offers 188
3.2 General Description of the Share Capital 189

3.2.1 Issued Share Capital 189
3.2.2 Authorised Share Capital 189
3.2.3 Modification of Share Capital or Rights Attached to the Shares 189
3.2.4 Securities Granting Access to the Company’s Share Capital 190
3.2.5 Changes in the Issued Share Capital 190
3.3 Shareholdings and Voting Rights 191

3.3.1 Shareholding Structure at the End of 2022 191
3.3.2 Relationships with Principal Shareholders 192
3.3.3 Form of Shares 195
3.3.4 Changes in the Shareholding of the Company 195
3.3.5 Persons Exercising Control over the Company 195
3.3.6 Simplified Group Structure Chart 195
3.3.7 Purchase by the Company of its Own Shares 197
3.4 Dividends 199

3.4.1 Dividends and Cash Distributions Paid 199
3.4.2 Dividend Policy of the Company 199
3.4.3 Unclaimed Dividends 199
3.4.4 Taxation 199

3. General Description of the Company and its Share Capital /
3.1 General Description of the Company

3.1.1 Commercial and Corporate Names, Seat and Registered Office
Commercial Name: Airbus Seat (statutaire zetel): Amsterdam
Statutory Name: Airbus SE Tel: +31 (0)71 5245 600
Registered Office: Fax: +31 (0)71 5232 807
Mendelweg 30, 2333 CS Leiden, The Netherlands
3.1.2 Legal Form

The Company is a European public company (Societas Europaea), with its corporate seat in Amsterdam, the Netherlands and
registered with the Dutch Commercial Register (Handelsregister) under number 24288945. The Company’s legal identifier (LEI) is
MIN079WLOO247M1IL051. As a company operating worldwide, the Company is subject to, and operates under, the laws of each
country in which it conducts business.
3.1.3 Governing Laws and Disclosures

The Company is governed by the laws of the Netherlands Finally, Regulated Information must be made available for central
(in particular Book 2 of the Dutch Civil Code and the Dutch storage by a mechanism that is officially designated by the
Corporate Governance Code) and by its Articles of Association Company’s home Member State.
(the “Articles of Association”).
The Company is subject to various legal provisions of the Dutch Regulations
Dutch Financial Supervision Act (Wet op het financieel toezicht) For the purpose of the Transparency Directive, supervision of the
(the “WFT”). In addition, given the fact that its shares are admitted Company is effected by the Member State in which it maintains
for trading on a regulated market in France, Germany and Spain, its corporate seat, which is the Netherlands. The competent
the Company is subject to certain laws and regulations in these market authority that assumes final responsibility for supervising
three jurisdictions. A summary of the main regulations applicable compliance by the Company in this respect is the AFM.
to the Company in relation to information to be made public in
these three jurisdictions, as well as the Netherlands, is set out Under the Transparency Directive as implemented under Dutch
below. law, the Company is subject to a number of periodic disclosure
requirements, such as:
–– publishing an Annual Financial Report, together with an audit
3.1.3.1 Periodic Disclosure Obligations report drawn up by the Statutory Auditors, within four months
after the end of each financial year; and
Pursuant to Directive 2004/109/EC on the harmonisation of
–– publishing a semi-Annual Financial Report, within three
transparency requirements in relation to information about
months after the end of the first six months of the financial year.
issuers whose securities are admitted to trading on a regulated
market (as amended, the “Transparency Directive”), the In addition, the Company must file with the AFM, within five
Company is required to disclose certain periodic and ongoing days following their adoption by the Company’s shareholders, its
information (the “Regulated Information”). audited annual Financial Statements (including the consolidated
ones), the management report, the Auditors’ report and other
Pursuant to the Transparency Directive, the Company must
information related to the Financial Statements.
disseminate such Regulated Information throughout the
European Community in a manner ensuring fast access to such
information on a non-discriminatory basis. For this purpose, French Regulations
the Company may use a professional service provider (wire). In In accordance with the requirement set forth in the Transparency
addition, Regulated Information must be filed at the same time Directive to disseminate Regulated Information throughout the
with the relevant competent market authority. The Company European Community, the Company is required to provide
must then ensure that Regulated Information remains publicly simultaneously in France the same information as that provided
available for at least ten years. abroad.

German Regulations prejudice its legitimate interests provided that such delay would
not be likely to mislead the public and provided that the issuer is
Due to the listing of the Company’s shares in the Prime Standard able to ensure the confidentiality of that information.
sub-segment of the Regulated Market (regulierter Markt) of the
Frankfurt Stock Exchange, the Company is subject to certain
post-listing obligations as described below. The Company Dutch Regulations
is included inter alia in the selection index DAX of Deutsche Following the implementation of the Transparency Directive
Börse AG. into Dutch law, the Company must publicly disclose Regulated
Information and also file Regulated Information with the AFM,
Pursuant to the Exchange Rules (Börsenordnung) of the
which will keep all relevant Regulated Information in a publicly
Frankfurt Stock Exchange, the Company is required to publish
available register. The Company will, whenever it discloses inside
consolidated annual and semi-annual Financial Statements as
information pursuant to applicable mandatory law as part of the
well as consolidated quarterly reports which may be prepared
in English only. In addition, pursuant to the Exchange Rules,
the Company is required to publish a financial calendar at the
Regulated Information, disclose and disseminate throughout the
European Community any such information. 03
beginning of each financial year in German and English. The Under Dutch law, the Company must also publish any change in
Company is also required to hold an analysts’ meeting at least the rights attached to its shares, as well as any changes in the
once per year in addition to the press conference regarding the rights attached to any rights issued by the Company to acquire
annual Financial Statements. Airbus shares.
Spanish Regulations French Regulations

In accordance with the requirement set forth in the Transparency Any inside information as defined above will be disclosed in
Directive to disseminate Regulated Information throughout the France by means of dissemination throughout the European
European Community, the Company is required to provide Community, as it is organised under Dutch law implementing
simultaneously in Spain the same information as that provided the Transparency Directive so as to provide simultaneously in
abroad. France equivalent information to that provided abroad.
3.1.3.2 Ongoing Disclosure Obligations German Regulations

Any inside information as defined above will be disclosed in
Pursuant to the Transparency Directive, Regulated Information
Germany by means of dissemination throughout the European
includes in particular “inside information” as defined pursuant
Community, as it is organised under Dutch law implementing
to Article 7 of EU Regulation No. 596-2014 on market abuse
the Transparency Directive so as to provide simultaneously in
(the “Market Abuse Regulation” or “MAR”). Such information
Germany equivalent information to that provided abroad.
must be disseminated throughout the European Community
(see introduction to Section “– 3.1.3.1 Periodic Disclosure
Obligations”). Spanish Regulations
Any inside information as defined above will be disclosed
Inside information consists of information of a precise nature
simultaneously in Spain by notifying it to the CNMV which shall,
which has not been made public, relating, directly or indirectly, to
in turn, make it public through its webpage.
one or more issuers or to one or more financial instruments and
which, if it were made public, would be likely to have a significant Any other information of a financial or corporate nature which the
effect on the prices of those financial instruments or on the price Company is required by law to make public in Spain or which
of related derivative financial instruments. the Company deems necessary to disclose to investors shall
be also notified to the CNMV which shall also publish it through
Inside information must be disclosed to the markets as soon as
its webpage.
possible. However, an issuer may under its own responsibility
delay the public disclosure of inside information so as not to
3.1.4 Date of Incorporation and Duration of the Company

The Company was incorporated on 29 December 1998 for an unlimited duration.

3.1.5 Objects of the Company

Pursuant to its Articles of Association, the objects of the Company are to hold, co-ordinate and manage participations or other
interests and to finance and assume liabilities, provide for security and/or guarantee debts of legal entities, partnerships, business
associations and undertakings that are involved in:
–– the aeronautic, defence, space and/or communication industry; or
–– activities that are complementary, supportive or ancillary thereto.
3.1.6 Commercial and Companies Registry

The Company is registered with the Dutch Commercial Register (Handelsregister) under number 24288945.
3.1.7 Inspection of Corporate Documents

The Articles of Association are available for inspection in Dutch In Spain, the Articles of Association are available at the CNMV
at the Chamber of Commerce. and at the Madrid office of the Company (Avenida de John
Lennon s/n, 28906 Getafe, Madrid, Spain, Tel.: +34 91 443
In France, the Articles of Association are available at the
30 00).
operational headquarters of the Company (2, rond-point Emile
Dewoitine, 31700 Blagnac, France, Tel.: +33 5 81 31 75 00). The documents incorporated by reference into this Universal
Registration Document are available on www.airbus.com.
In Germany, the Articles of Association are available at the
Munich office of the Company (Willy-Messerschmitt-Strasse 1,
82024 Ottobrunn, Germany, Tel.: +49 89 60 70).
3.1.8 Financial Year

The financial year of the Company starts on 1 January and ends on 31 December of each year.
3.1.9 Allocation and Distribution of Income

3.1.9.1 Dividends Dividends, interim dividends and other distributions on shares
shall be paid by bank transfer to the bank or giro accounts
The Board of Directors shall determine which part of the profits designated in writing to the Company by, or on behalf of,
of the Company shall be attributed to reserves. The remaining shareholders at the latest 14 days after their announcement.
distributable profit shall be at the disposal of the shareholders’
meeting. The persons entitled to a dividend, interim dividend or other
distribution shall be the shareholders as at a record date to be
The shareholders’ meeting may resolve (if so proposed by the determined by the Board of Directors for that purpose, which
Board of Directors) that all or part of a distribution on shares shall date may not be a date prior to the date on which such dividend,
be paid in Airbus shares or in the form of assets as opposed interim dividend or other distribution is declared.
to cash.
The declaration of a dividend, an interim dividend or another 3.1.9.2 Liquidation
distribution to the shareholders shall be made known to them
within seven days after such declaration. Declared dividends, In the event of the dissolution and liquidation of the Company,
interim dividends or other distributions shall be payable on such the assets remaining after payment of all debts and liquidation
date(s) as determined by the Board of Directors. expenses shall be distributed amongst the holders of the shares
in proportion to their shareholdings.

3.1.10 General Meetings

3.1.10.1 Calling of Meetings The persons who have the right to attend and vote at shareholders’
meetings are those who are on record in a register designated for
Shareholders’ meetings are held as often as the Board that purpose by the Board of Directors on the registration date
of Directors deems necessary, when required under the Dutch referred to in the Dutch Civil Code which is currently the 28th day
Civil Code (as a result of a decrease of the Company’s equity to prior to the day of the shareholders’ meeting (the “Registration
or below half of the Company’s paid up and called up capital) Date”), irrespective of who may be entitled to the shares at the
or upon the request of shareholders holding, individually or time of that meeting.
together, at least 10% of the total issued share capital of the
Company. The AGM of Shareholders of the Company is held As a prerequisite to attending the shareholders’ meeting and to
within six months of the end of the financial year.
The Board of Directors must give notice of shareholders’ meetings
casting votes, the Company, or alternatively an entity or person
so designated by the Company, should be notified in writing 03
by each holder of one or more shares and those who derive
through publication of a notice on the Company’s website (www. the aforementioned rights from these shares, not earlier than
airbus.com), which will be directly and permanently accessible the Registration Date, of the intention to attend the meeting in
until the shareholders’ meeting. The Company must comply with accordance with the relevant convening notice.
the statutory rules providing for a minimum convening period,
which currently require at least 42 days of notice. The convening Shareholders holding their Company shares through Euroclear
notice must state the items required under Dutch law. France SA who wish to attend general meetings will have to
request from their financial intermediary or accountholder an
Shareholders’ meetings are held in Amsterdam, The Hague, admission card and be given a proxy to this effect from Euroclear
Rotterdam or Haarlemmermeer (Schiphol Airport). The Board France SA in accordance with the relevant convening notice.
of Directors may decide that shareholders’ meetings may be For this purpose, a shareholder will also be able to request
attended by means of electronic or video communication devices that its shares be registered directly (and not through Euroclear
from the locations mentioned in the convening notice. France SA) in the register of the Company. However, only shares
The Board of Directors must announce the date of the AGM of registered in the name of Euroclear France SA may be traded
Shareholders at least ten weeks before the Meeting. A matter on stock exchanges.
which one or more shareholders or other parties with meeting In order to exercise their voting rights, the shareholders will also be
rights collectively representing at least the statutory threshold able, by contacting their financial intermediary or accountholder,
(which is currently 3% of the issued share capital) have requested to give their voting instructions to Euroclear France SA or to any
in writing to be put on the agenda for a General Meeting of other person designated for this purpose, as specified in the
Shareholders shall be included in the convening notice or shall relevant convening notice.
be announced in the same fashion, if the substantiated request
or a proposal for a resolution is received by the Company no later Pursuant to its Articles of Association, the Company may provide
than the 60th day before the general meeting. When exercising for electronic means of attendance, speaking and voting at the
the right to put a matter on the agenda for a General Meeting of shareholders’ meetings in such circumstances and subject to
Shareholders, the respective shareholder or shareholders are such conditions as determined by the Board of Directors.
obliged to disclose their full economic interest to the Company.
The Company must publish such disclosure on its website.
3.1.10.3 Majority and Quorum
A request as referred to in the preceding paragraph may only
All resolutions are adopted by means of a simple majority of the
be made in writing. The Board of Directors can decide that in
votes cast except when a qualified majority is prescribed by the
“writing” is understood to include a request that is recorded
Articles of Association or by Dutch law. No quorum is required
electronically.
for any shareholders’ meeting to be held except as required
under applicable law for a very limited number of resolutions of
3.1.10.2 Right to Attend Shareholders’ an extraordinary nature. Dutch law requires a special majority
for the passing of certain resolutions: inter alia, capital reduction,
Meetings exclusion of pre-emption rights in connection with share issues,
Each holder of one or more shares may attend shareholders’ statutory mergers or statutory de-mergers; the passing of such
meetings, either in person or by written proxy, speak and resolutions requires a majority of two-thirds of the votes cast
vote according to the Articles of Association. See “– 3.1.10.4 if 50% of the share capital with voting rights is not present at
Conditions of Exercise of Right to Vote”. However, under (and the shareholders’ meeting (or otherwise a simple majority). In
subject to the terms of) the Articles of Association these rights addition, resolutions to amend the Articles of Association or to
may be suspended under certain circumstances. A shareholder, dissolve the Company may only be adopted with a majority of at
or another person who has the right to attend a shareholders’ least two-thirds of the valid votes cast at a shareholders’ meeting,
meeting, can be represented by more than one proxy holder, whatever the quorum present at such meeting, and resolutions
provided that only one proxy holder can exercise the rights to amend certain provisions of the Articles of Association may
attached to each share. only be adopted with a majority of at least 75% of the valid votes
cast at a shareholders’ meeting, whatever the quorum present
at such meeting.

3.1.10.4 Conditions of Exercise of Right to Vote

In all shareholders’ meetings, each shareholder has one vote in According to the Articles of Association, no vote may be cast
respect of each share it holds. The major shareholders of the at the General Meeting on a share that is held by the Company
Company – as set forth in “– 3.3.2 Relationships with Principal or a subsidiary, nor for a share in respect of which one of them
Shareholders” – do not enjoy different voting rights from those holds the depository receipts. Usufructuaries and pledgees of
of the other shareholders. shares that are held by the Company or its subsidiaries are,
however, not excluded from their voting rights, in case the right
A shareholder whose shares are subject to a pledge or usufruct
of usufruct or pledge was vested before the share was held by
shall have the voting rights attaching to such shares unless
the Company or its subsidiary.
otherwise provided by law or by the Articles of Association or if, in
the case of a usufruct, the shareholder has granted voting rights
to the usufructuary. Pursuant to the Articles of Association and
subject to the prior consent of the Board of Directors, a pledgee
of shares in the Company may be granted the right to vote in
respect of such pledged shares.
3.1.11 Disclosure of Holdings

Pursuant to the WFT, any person who, directly or indirectly, Under the Articles of Association, the disclosure obligations
acquires or disposes of an (actual or deemed) interest in the of shareholders are enhanced in several ways beyond what is
capital, voting rights or gross short position of the Company required under the WFT, including by requiring the disclosure
must immediately give written notice to the AFM by means of a of additional information, tying the disclosure obligations to a
standard form, if, as a result of such acquisition or disposal, the broader range of interests in the capital or voting rights of the
percentage of capital interest or voting rights held by such person Company and by requiring a shareholder to notify the Company if
meets, exceeds or falls below the following thresholds: 3%, 5%, his or her interest reaches, exceeds or falls below the Mandatory
10%, 15%, 20%, 25%, 30%, 40%, 50%, 60%, 75% and 95%. Disposal Threshold (as defined below) or if the interest of a
Any person whose interest in the capital, voting rights or gross shareholder (alone or a member of a concert) which is above
short position in the Company meets, exceeds or falls below one such Mandatory Disposal Threshold changes in its composition,
or several of the above-mentioned thresholds due to a change in nature and/or size.
the Company’s outstanding capital, or in voting rights attached
Failure to comply with the legal obligation to notify a change in
to the shares as notified to the AFM by the Company, should
shareholding under the WFT is a criminal offence punishable by
notify the AFM no later than the fourth trading day after the AFM
criminal and administrative penalties as well as civil law penalties,
has published the notification by the Company. Among other
including the suspension of voting rights. Failure to comply with
things, the Company is required to notify the AFM immediately
a notification under the Articles of Association can lead to a
if its outstanding share capital or voting rights have changed by
suspension of meeting and voting rights.
1% or more since the Company’s previous notification. Additional
disclosure and/or publication obligations apply under European
regulations for net short positions in respect of the Company. Disclosure Requirements
If at the end of a calendar year the composition of a shareholder’s for Members of the Board of Directors
holding differs from its previous disclosure as a result of the and the Executive Committee
conversion of certain types of securities or following the exercise
of rights to acquire voting rights, this shareholder must then
provide an update of its previous disclosure within four weeks
Disclosure of Holdings
of the end of each calendar year by giving written notice thereof In addition to the requirements under the WFT regarding the
to the AFM. The disclosures are published by the AFM on its disclosure of holdings in case the specified thresholds are met
website (www.afm.nl). or exceeded or if holdings fall below these thresholds, Members
of the Board of Directors must report to the AFM the number
Pursuant to the Articles of Association, shareholders must notify of shares in the Company and attached voting rights(1) held by
the Company when meeting or crossing the thresholds above. him or an entity controlled by him, within two weeks following
The Articles of Association also contain disclosure obligations his appointment as Director, whether or not such shareholdings
for shareholders that apply when their interests in the Company meet or exceed any of the specified thresholds. Subsequently,
reach or cross certain thresholds. any Member of the Board of Directors is required to notify the
AFM of any changes in such number of shares in the Company
and attached voting rights.
(1) In this context, the term “shares” also includes for example depositary receipts for shares and rights resulting from an agreement to acquire shares or depositary
receipts for shares, specifically call options, warrants, and convertible bond. Equally, the term “voting rights” also includes actual or contingent rights to voting rights
(e.g., embedded in call options, warrants or convertible bond).

Disclosure of Transactions Carried Out are discharged by any person referred to in categories (i) or (ii) or
on Any Securities Issued by the Company which are directly or indirectly controlled by such a person, or
that have been set up for the benefit of such a person, or whose
Based on the Market Abuse Regulation, certain persons economic interests are substantially equivalent to those of such
discharging managerial or supervisory responsibilities within a person.
the Company as well as persons closely associated with them
(together “Insiders”, as defined below), are required to notify The Company has adopted specific internal insider trading rules
the Company and the AFM within three trading days of all (the “Insider Trading Rules”) in order to ensure compliance with
transactions conducted for their own account involving shares the above requirements and with other share trading regulations
of the Company, or derivatives or other financial instruments applicable in the Netherlands, France, Germany and Spain. The
related to such shares, unless the aggregate amount of Insider Trading Rules are available on the Company’s website,
such transactions does not exceed € 5,000 in respect of all and provide in particular that: (i) all employees and Directors
transactions in a calendar year.
“Insiders” for the Company include (i) Members of the Board
are prohibited from conducting transactions in the Company’s
shares or stock options if they have inside information, and 03
(ii) certain persons are only allowed to trade in the Company’s
of Directors and the Executive Committee of the Company as well shares or stock options within very limited periods and have
as certain other senior executives who are not members of these specific information obligations to the ITR Compliance Officer of
bodies and who have regular access to inside information relating the Company and the competent financial market authorities with
directly or indirectly to the Company and power to take managerial respect to certain transactions. The ITR Compliance Officer is
decisions affecting the future developments and business responsible for the implementation of the Insider Trading Rules.
prospects of the Company, (ii) persons closely associated
with any person mentioned under category (i) (including their Pursuant to the Market Abuse Regulation, the Company must
spouses, life partners or any partner considered by national maintain a list of all persons working for it by virtue of a labour
law as equivalent to the spouse, dependent children and other relationship or otherwise, who may have access to inside
relatives who have shared the same household), and (iii) legal information.
entities, trusts or partnerships whose managerial responsibilities
3.1.12 Mandatory Disposal

3.1.12.1 Notification Requirements and to the Excess Shares shall be suspended. The same applies to
concerts of shareholders and other persons who together hold
Mandatory Disposal Threshold an interest exceeding the Mandatory Disposal Threshold. Should
Restricting Ownership to 15% such shareholder or concert not comply with not exceeding
the 15% Mandatory Disposal Threshold by the end of such
Under the Articles of Association, each shareholder must notify
two-week period, the voting, attendance and dividend rights
the Company when it (or another party in respect of its interest in
attached to all shares held by such shareholder or concert shall
the Company) must make a notification to the AFM of a substantial
be suspended, and their Excess Shares would be transferred to
interest or short position with respect to the Company, when its
a Dutch law foundation (“Stichting”), which can, and eventually
interest (alone or with concert parties) reaches or crosses the
must, dispose of them. The suspension of shareholder rights
Mandatory Disposal Threshold (as defined below) or subject to
described above shall be lifted once a shareholder or concert
certain conditions and exemptions, when changes occur in the
complies with its obligations under the Articles of Association.
composition, nature and/or size of any interest held by it or by its
The Dutch law foundation would issue depositary receipts to the
concert parties in excess of the Mandatory Disposal Threshold
relevant shareholder in return for the Excess Shares transferred
(as defined below). Failure to comply with these obligations
to the foundation, which would entitle the relevant shareholder to
may, subject to a prior notification by the Company, result in the
the economic rights, but not the voting rights, attached to such
suspension of voting and attendance rights until the shareholder
Company shares. The foundation’s Articles of Association and
has complied with its obligations.
the terms of administration governing the relationship between
The Articles of Association prohibit any shareholder from the foundation and the depositary receipt holders provide, inter
holding an interest of more than 15% of the share capital or alia, that:
voting rights of the Company, acting alone or in concert with –– the Board Members of the foundation must be independent
others (the “Mandatory Disposal Threshold”). An interest from the Company, any grandfathered persons and their
(“Interest”) includes not only shares and voting rights, but affiliates (see “– 3.1.12.2 Exemptions from Mandatory Disposal
also other instruments that cause shares or voting rights to Threshold”) and any holder of depositary receipts and their
be deemed to be at someone’s disposal pursuant to the WFT, affiliates (there is an agreement under which the Company will,
and must be notified to the Dutch regulator, the AFM, if certain inter alia, cover the foundation’s expenses and indemnify the
thresholds are reached or crossed. Any shareholder having an Board Members against liability);
interest of more than the Mandatory Disposal Threshold must –– the Board Members are appointed (except for the initial Board
reduce its interest below the Mandatory Disposal Threshold, for Members who were appointed at incorporation) and dismissed
instance by disposing of its Excess Shares, within two weeks by the Management Board of the foundation (the Company
after such notification by the Company. Upon receipt of such may however appoint one Board Member in a situation where
notification, the voting, attendance and dividend rights attached there are no foundation Board Members);

–– the foundation has no discretion as to the exercise of voting 3.1.12.2 Exemptions from Mandatory
rights attached to any of the Company shares held by it and
will in a mechanical manner vote to reflect the outcome of the Disposal Threshold
votes cast (or not cast) by the other shareholders, and the The restrictions pursuant to the Mandatory Disposal Threshold
foundation will distribute any dividends or other distributions under the Articles of Association do not apply to a person
it receives from the Company to the holders of depositary who has made a public offer with at least an 80% acceptance
receipts; and (including any Airbus shares already held by such person).
–– no transfer of a depositary receipt can be made without the These restrictions also have certain grandfathering exemptions
prior written approval of the foundation’s Board. for the benefit of shareholders and concerts holding interests
For any shareholder or concert, the term “Excess Shares”, exceeding the Mandatory Disposal Threshold on 2 April 2013
as used above, refers to such number of shares comprised (the “Exemption Date”), which is the date of first implementation
in the interest of such shareholder or concert exceeding the of the Mandatory Disposal Threshold.
Mandatory Disposal Threshold which is the lesser of: (i) the Different grandfathering regimes apply to such shareholders and
shares held by such shareholder or concert which represent a concerts, depending on the interests and the nature thereof held
percentage of the Company’s issued share capital that is equal by each such shareholder or concert on the Exemption Date.
to the percentage with which the foregoing interest exceeds the
Mandatory Disposal Threshold; and (ii) all shares held by such The Company has confirmed that: (i) the specific exemption in
person or concert. Article 16.1.b of the Articles of Association applies to Société de
Gestion de Participations Aéronautiques (“Sogepa”), as it held
This restriction is included in the Articles of Association to reflect more than 15% of the outstanding Company voting rights and
the Company’s further normalised governance going forward, shares including the legal and economic ownership thereof on the
aiming at a substantial increase of the free float and to safeguard Exemption Date; and (ii) the specific exemption in Article 16.1.c
the interests of the Company and its stakeholders (including all of the Articles of Association applies to the concert among
its shareholders), by limiting the possibilities of influence above Sogepa, Gesellschaft zur Beteiligungsverwaltung GZBV mbH
the level of the Mandatory Disposal Threshold or takeovers other & Co. KG (“GZBV”) and Sociedad Estatal de Participaciones
than a public takeover offer resulting in a minimum acceptance Industriales (“SEPI”), as they held more than 15% of the
of 80% of the share capital referred to below. outstanding Company voting rights and shares including the
legal and economic ownership thereof on the Exemption Date.
3.1.13 Mandatory Offers

3.1.13.1 Takeover Directive and any derogation from the obligation to launch a bid, the
conditions under which the Board of Directors of the Company
The Directive 2004/25/EC on takeover bids (the “Takeover may undertake any action which might result in the frustration
Directive”) sets forth the principles governing the allocation of of the bid, the applicable rules and the competent authority will
laws applicable to the Company in the context of a takeover bid be governed by Dutch law (see “– 3.1.13.2 Dutch Law”).
for the shares of the Company. The Takeover Directive refers to
the rules of the Netherlands and the rules of the European Union
Member State of the competent authority that must be chosen 3.1.13.2 Dutch Law
by the Company from among the various market authorities
In accordance with the Dutch act implementing the Takeover
supervising the markets where its shares are listed.
Directive (the “Takeover Act”), shareholders are required to
For the Company, matters relating to, inter alia, the consideration make a public offer for all issued and outstanding shares in
offered in the case of a bid, in particular the price, and matters the Company’s share capital if they – individually or acting in
relating to the bid procedure, in particular the information on concert (as such term is defined in the Takeover Act), directly
the offeror’s decision to make a bid, the contents of the offer or indirectly – have 30% or more of the voting rights (significant
document and the disclosure of the bid, shall be determined control) in the Company. In addition to the other available
by the laws of the European Union Member State having the exemptions that are provided under Dutch law, the requirement
competent authority, which will be selected by the Company to make a public offer does not apply to persons, who at the
at a future date. time the Takeover Act came into force, already held – individually
or acting in concert – 30% or more of the voting rights in the
Matters relating to the information to be provided to the Company. In the case of such a concert, a new Member of the
employees of the Company and matters relating to company law, concert can be exempted if it satisfies certain conditions.
in particular the percentage of voting rights which confers control

3.2 General Description of the Share Capital

3.2.1 Issued Share Capital
As of 31 December 2022, the Company’s issued share capital amounted to € 788,205,008, consisting of 788,205,008 fully paid-up
shares of a nominal value of € 1 each.
3.2.2 Authorised Share Capital 03

As of 31 December 2022, the Company’s authorised share capital amounted to € 3 billion, consisting of 3 billion shares of € 1 each.
3.2.3 Modification of Share Capital or Rights Attached to the Shares

The shareholders’ meeting has the power to authorise the 2. funding the Company and any of its subsidiaries, provided
issuance of shares. The shareholders’ meeting may also that such powers shall be limited to 0.3% of the Company’s
authorise the Board of Directors, for a period of no more than five authorised share capital.
years, to issue shares and to determine the terms and conditions
Such powers have been granted for a period expiring at the AGM
of share issuances.
to be held in 2023, and shall not extend to issuing shares or
Holders of shares have a pre-emptive right to subscribe for any granting rights to subscribe for shares if (i) there is no preferential
newly issued shares in proportion to the aggregate nominal subscription right (by virtue of Dutch law, or because it has been
value of shares held by them, except for (i) shares issued for excluded by means of a resolution of the competent corporate
consideration other than cash, (ii) shares issued to employees body) and (ii) it concerns an aggregate issue price in excess of
of Airbus and (iii) shares issued pursuant to a previously granted € 500 million per share issuance.
right to subscribe for those shares. For the contractual position
At the AGM held on 12 April 2022, the Board of Directors was
as to pre-emption rights, see “– 3.3.2 Relationships with Principal
authorised, for a period of 18 months from the date of such AGM,
Shareholders”.
to repurchase shares of the Company, by any means, including
The shareholders’ meeting also has the power to limit or to derivative products, on any stock exchange or otherwise, as long
exclude pre-emption rights in connection with new issuances of as, upon such repurchase, the Company would not hold more
shares, and may authorise the Board of Directors for a period of than 10% of the Company’s issued share capital, and at a price
no more than five years, to limit or to exclude pre-emption rights. per share not less than the nominal value and not more than the
All resolutions in this context must be approved by a two-thirds higher of the price of the last independent trade and the highest
majority of the votes cast during the shareholders’ meeting in current independent bid on the trading venues of the regulated
the case where less than half of the capital issued is present or market of the country in which the purchase is carried out.
represented at said meeting.
The shareholders’ meeting may reduce the issued share capital
However, the Articles of Association provide that the shareholders’ by cancellation of shares, or by reducing the nominal value of the
meeting is not authorised to pass any shareholders’ resolution shares by means of an amendment to the Articles of Association.
to issue shares or to grant rights to subscribe for shares if the The cancellation of shares requires the approval of a two-thirds
aggregate issue price is in excess of € 500 million per share majority of the votes cast during the shareholders’ meeting in
issuance, and no preferential subscription rights exist in respect the case where less than half of the capital issued is present or
thereof (by virtue of Dutch law, or because they have been represented at said meeting; the reduction of nominal value by
excluded by the competent corporate body). The same limitation means of an amendment to the Articles of Association requires
applies if the shareholders’ meeting wishes to designate the the approval of a two-thirds majority of the votes cast during the
Board of Directors to have the authority to resolve on such share shareholders’ meeting (unless the amendment to the Articles
issuance or granting of rights. These limitations in the Articles of of Association also concerns an amendment which under the
Association can only be changed by the shareholders’ meeting Articles of Association requires a 75% voting majority).
with a 75% voting majority.
At the AGM held on 12 April 2022, the Board of Directors and
Pursuant to the shareholders’ resolutions adopted at the AGM the Chief Executive Officer were authorised, with powers of
held on 12 April 2022, the powers to issue shares and to grant substitution, to implement a cancellation of shares held or
rights to subscribe for shares and to limit or exclude preferential repurchased by the Company, including the authorisation
subscription rights for existing shareholders have been delegated to establish the exact number of the relevant shares thus
to the Board of Directors for the purpose of: repurchased to be cancelled.
1. Employee Share Ownership Plans and share-related Long-Term

Incentive Plans, provided that such powers shall be limited to
0.14% of the Company’s authorised share capital; and

3.2.4 Securities Granting Access to the Company’s Share Capital

There are no securities that give access, immediately or over time, to the share capital of Airbus SE (please refer to “Notes to the
IFRS Consolidated Financial Statements – Note 37.3: Financing Liabilities”).
3.2.5 Changes in the Issued Share Capital
Nominal Number Total number

value of shares of issued Total issued
per issued / shares after capital after
Date Nature of Transaction share cancelled Premium (1)
transaction transaction
Cancellation of shares upon authorisation
granted by the Extraordinary General Meeting
20 June 2013 held on 27 March 2013 € 1 47,648,691 - 779,719,254 € 779,719,254
Issue of shares for the purpose
29 July 2013 of an employee offering €1 2,113,245 € 57,580,650 781,832,499 € 781,832,499
granted by the Extraordinary General
27 September 2013 Meeting held on 27 March 2013 €1 3,099,657 - 778,732,842 € 778,732,842
granted by the Annual Shareholders’
27 September 2013 Meeting held on 29 May 2013 €1 2,448,884 - 776,283,958 € 776,283,958
Issue of shares following exercise of options
In 2013 granted to employees(2) €1 6,873,677 € 176,017,918 783,157,635 € 783,157,635
In 2014 granted to employees(2) €1 1,871,419 € 50,619,684 784,780,585 € 784,780,585
granted by the Annual Shareholders’
In 2015 Meeting held on 27 May 2015 €1 2,885,243 - 785,333,784 € 785,333,784
In 2015 granted to employees(2) €1 1,910,428 - 785,344,784 € 785,344,784
In 2016 Cancellation of treasury shares €1 14,131,131 - 771,213,653 € 771,213,653
Issues of shares for the purpose
In 2016 of an employee offering €1 1,474,716 - 772,688,369 € 772,688,369
In 2016 granted to employees(2) €1 224,500 - 772,912,869 € 772,912,869
In 2019 Issue of shares under the convertible bond €1 5,020,942 - 783,173,115 € 783,173,115
In 2020 of an employee offering €1 976,155 - 784,149,270 € 784,149,270
(1) The costs (net of taxes) related to the initial public offering of the shares of the Company in July 2000 have been offset against share premium for an amount of € 55,849,772.
(2) For information on Stock Option Plans under which these options were granted to the Company’s employees, see “– Corporate Governance – 4.3.3 Long-Term Incentive Plans”.
In the course of 2022, a total number of 2,121,318 new shares were issued, all of which were issued in the framework of the ESOP
and its sub-plan SIP.
During 2022 (i) Airbus SE repurchased 325,953 shares and (ii) none of the treasury shares were cancelled. As of 31 December
2022, Airbus SE held 647,500 treasury shares.

3.3 Shareholdings and Voting Rights

3.3.1 Shareholding Structure at the End of 2022
As of 31 December 2022, the French State held 10.89% of the Federal Republic of Germany, and the Spanish State held 4.10%
outstanding Company shares through Sogepa, the German through SEPI. The public (including the Company’s employees)
State held 10.87% through GZBV, a subsidiary of Kreditanstalt für and the Company held, respectively, 74.06% and 0.08% of the
Wiederaufbau (“KfW”), a public law institution serving domestic Company’s share capital.
and international policy objectives of the Government of the
03
The diagram below shows the ownership structure of the Company as of 31 December 2022 (% of capital and of voting rights (in
parentheses)). See “– Corporate Governance – 4.3.3 Long-Term Incentive Plans”.
Ownership Structure of Airbus SE as of 31 December 2022
FRENCH SPANISH GERMAN

STATE STATE STATE
PUBLIC
OTHER GERMAN KfW

PUBLIC ENTITIES
15.69% 84.31%
SOGEPA SEPI GZBV(2)
10.89% 4.10% 10.87% 74.06%(1)

(10.89%) (4.10%) (10.88%) (74.05%)
Share subject to Shareholders’ Agreement
AIRBUS SE
(1) Including shares held by the Company itself (0.08%).

(2) KfW & other German public entities.
According to the AFM register on substantial holdings, the below –– EuroPacific Growth Fund (2.96% of the share capital and
listed entities have notified the AFM of their substantial interest 2.97% of the voting rights);
in the Company as per 31 March 2023: –– the Goldman Sachs Group Inc. (2.29% of the share capital
–– BlackRock, Inc. (3.60% of the share capital and 4.43% of the and 2.29% of the voting rights);
voting rights); –– TCI Fund Management Ltd. (3.02% of the share capital and
–– Capital Research and Management Company (9.90% of the 3.02% of the voting rights).
voting rights);

Actual interests may differ as the holder of a substantial interest As of 31 December 2022, the Company held, directly or indirectly
is only obliged to notify the AFM of any change in the percentage through another company in which the Company holds directly or
of share capital and/or voting rights if such holder, directly or indirectly more than 50% of the share capital, 647,500 of its own
indirectly, reaches, exceeds or falls below any of the following shares, equal to 0.08% of the issued share capital. The treasury
thresholds: 3%, 5%, 10%, 15%, 20%, 25%, 30%, 40%, 50%, shares owned by the Company do not carry voting rights.
60%, 75% and 95%.
For the number of shares and voting rights held by Members
Except as described above, the Company is not aware of any of the Board of Directors and Executive Committee, see
other person or legal entity that, as of the date of this Universal “– Corporate Governance – 4.2.1 Remuneration Policy”.
Registration Document, has a capital or voting interest in the
As of 31 December 2022, 2.13% of the share capital (and voting
Company of 3% or more. For further details, please refer to the
rights) was held by the Company’s employees (active or inactive
website of the AFM at: www.afm.nl
who participated at least once to an Airbus shares based plan)
vs 2.21% as of 31 December 2021.
3.3.2 Relationships with Principal Shareholders

In 2013, GZBV, Sogepa and SEPI entered into a shareholders’ in accordance with the Articles of Association if the new concert
agreement (the “Shareholders’ Agreement”). The Shareholders’ with respect to the Company (the “Concert”) is subsequently
Agreement, further details of which are set out below, does not terminated (for instance by terminating the Shareholders’
give the parties to it any rights to designate Members of the Agreement) or if it exits the Concert.
Board of Directors or management team or to participate in the
governance of the Company. The Company has also entered Loss of Individual Grandfathering Rights
into state security agreements with each of the French State and A Party holding Individual Grandfathering Rights as well as any
German State, which are also described in more detail below. of its affiliates who are grandfathered pursuant to Article 16.1.b in
conjunction with Article 16.3 of the Articles of Association (such
affiliates holding “Derived Grandfathering Rights”, and the
3.3.2.1 Corporate Governance Individual Grandfathering Rights and the Derived Grandfathering
Arrangements Rights, together, the “Grandfathering Rights”) shall all no
longer be entitled to exercise their Grandfathering Rights in
Corporate governance arrangements of the Company were
the event:
substantially changed in 2013, resulting in changes in the
composition of the Board of Directors and its internal rules, –– the Concert is terminated as a result of it or any of its affiliates
as well as amendments to the Articles of Association of the having actually or constructively terminated such Concert; or
Company. These changes were intended to further normalise –– it or its relevant affiliate(s) exit(s) the Concert; and
and simplify the Company’s corporate governance, reflecting –– such termination or exit is not for good cause and is not based on
an emphasis on best corporate governance practices and the material and ongoing violations of the Concert arrangements,
absence of a controlling shareholder group. Changes to the including, without limitation, of the Shareholders’ Agreement,
Company’s corporate governance arrangements in the Articles by the other principal Member of the Concert.
of Association, included (i) disclosure obligations for shareholders In the event that in the future the voting rights in the Company of
that apply when their interests in the Company reach or cross the other principal Member of the Concert together with those
certain thresholds and (ii) ownership restrictions prohibiting any of its affiliates would for an uninterrupted period of three months
shareholder from holding an interest of more than 15% of the represent less than 3% of the outstanding aggregate voting
share capital or voting rights of the Company, acting alone or rights of the Company, the Grandfathering Rights of the Party
in concert with others. See “– 3.1.11 Disclosure of Holdings” including its affiliates which were no longer entitled to use their
and “– 3.1.12 Mandatory Disposal” above and “– Corporate Grandfathering Rights shall from then on revive and Sogepa and
Governance – 4” below. GZBV shall jointly notify the Company to that effect.
Notification to the Company

3.3.2.2 Shareholder Arrangements
The Company will not be required to take any of the actions
provided for in Article 15 of the Articles of Association pursuant
Grandfathering Agreement to the post-concert Grandfathering Agreement unless and until
At the Consummation, the French State, Sogepa, the German it receives (i) a joint written instruction from Sogepa and GZBV
State, KfW and GZBV (all parties together the “Parties” and with respect to the taking of any of the actions provided for in
each, individually, as a “Party”) entered into an agreement with Article 15 of the Articles of Association pursuant to the post-
respect to certain grandfathering rights under the Articles of concert Grandfathering Agreement, or (ii) a copy of a binding
Association. Below is a summary of such agreement. advice rendered by three independent, impartial and neutral
Expert Adjudicators in order to settle any dispute between the
Individual Grandfathering Rights Parties arising out of or in connection with the post-concert
A Party that is individually grandfathered pursuant to Article 16.1.b Grandfathering Agreement.
of the Articles of Association (such Party holding “Individual
Grandfathering Rights”) shall remain individually grandfathered

The Company will not incur any liability to any of the Parties by Unless Sogepa and GZBV agree to vote in favour together of
taking such actions following receipt of any such joint instruction such draft resolution, the shareholders shall vote against such
or binding advice and the Company will not be required to draft resolution. If Sogepa and GZBV reach a mutual agreement
interpret the post-concert Grandfathering Agreement or any on such draft resolution, the shareholders shall vote in favour of
such joint instruction or binding advice. such draft resolution.
Notwithstanding the description under “Various provisions Reserved Matters. With respect to the matters requiring the
– Jurisdiction” below, the courts of the Netherlands will have approval of a Qualified Majority at the Board level (“Reserved
exclusive jurisdiction to resolve any dispute, controversy or claim Matters”), all the Directors shall be free to express their own
affecting the rights or obligations of the Company under the views. If the implementation of a Reserved Matter would require
post-concert Grandfathering Agreement. a decision of the shareholders’ meeting of the Company, Sogepa
and GZBV shall consult each other with a view to reaching a
Various Provisions
Termination. The post-concert Grandfathering Agreement
common position. Should Sogepa and GZBV fail to reach
a common position, Sogepa and GZBV shall remain free to 03
terminates only if either the French State and its affiliates or exercise on a discretionary basis their votes.
the German State and its affiliates no longer hold shares in the Prior consultation. Sogepa and GZBV shall consult each other
Company. on any draft resolution submitted to the shareholders’ meeting
Governing law. Laws of the Netherlands. other than related to Reserved Matters and the Board Rules.
Jurisdiction. The courts of the Netherlands shall have exclusive Balance of Interests
jurisdiction. This is binding advice for any dispute, controversy
The shareholders agree their common objective to seek a
or claim arising out of or in connection with the post-concert
balance between themselves of their respective interest in the
Grandfathering Agreement in accordance with the procedure set
Company as follows:
forth in the post-concert Grandfathering Agreement; provided,
however, that application to the courts is permitted to resolve –– to hold as closely as reasonably possible to 12% of the voting
any such dispute controversy or claim. rights for Sogepa, together with any voting rights attributable
to Sogepa and/or to the French State, pursuant to Dutch
takeover rules except for voting rights attributable due to acting
Shareholders’ Agreement in concert with the other parties;
Below is a further description of the Shareholders’ Agreement, –– to hold as closely as reasonably possible to 12% of the voting
based solely on a written summary of the main provisions of rights for GZBV, together with any voting rights attributable to
the Shareholders’ Agreement that has been provided to the GZBV and/or to the German State, pursuant to Dutch takeover
Company by Sogepa, GZBV and SEPI (all parties together the rules except for voting rights attributable due to acting in
“Shareholders”). concert with the other parties;
–– to hold as closely as reasonably possible to 4% of the voting
Governance of the Company rights for SEPI, together with any voting rights attributable
Appointment of the Directors. The shareholders shall vote to SEPI and/or to the Spanish State, pursuant to Dutch
in favour of any draft resolution relating to the appointment of takeover rules except for voting rights attributable due to acting
Directors submitted to the shareholders’ meeting of the Company in concert with the other parties.
in accordance with the terms and conditions of the German State
Security Agreement and the French State Security Agreement Mandatory Takeover Threshold
(as described below). If, for whatever reason, any person to be The total aggregate voting rights of the shareholders shall always
appointed as a Director pursuant to the German State Security represent less than 30% of the voting rights of the Company,
Agreement or the French State Security Agreement is not or less than any other threshold the crossing of which would
nominated, the shareholders shall use their best endeavours trigger for any shareholder a mandatory takeover obligation
so that such person is appointed as a Director. (the “MTO Threshold”). In the event that the total aggregate
voting rights of the shareholders exceed the MTO Threshold,
Sogepa and GZBV shall support the appointment of one the shareholders shall take all appropriate actions as soon as
Spanish national that SEPI may present to them as Member of reasonably practicable, but in any event within 30 days, to fall
the Board of Directors of the Company, provided such person below the MTO Threshold.
qualifies as an Independent Director pursuant to the conditions
set forth in the Board Rules, and shall vote as shareholders in Transfer of Securities
any shareholders’ meeting in favour of such appointment and
Permitted transfer. Transfer of securities by any shareholder
against the appointment of any other person for such position.
to one of its affiliates.
If, for whatever reason, the French State Security Agreement
Pre-emption right. Pro rata pre-emption rights of the
and/or the German State Security Agreement has / have been
shareholders in the event any shareholder intends to transfer
terminated, KfW or Sogepa, as the case might be, shall propose
any of its securities to a third party directly or on the market.
two persons, and the shareholders shall exercise their best
endeavours so that these persons are appointed as Directors. Call-option right. Call option right for the benefit of the
Directors can be dismissed by the General Meeting at all times. shareholders in the event that the share capital or the voting
rights of any shareholders cease to be majority owned directly or
Modification of the Articles of Association. Sogepa and
indirectly by the French State, the German State or the Spanish
GZBV shall consult each other on any draft resolution intending
State as applicable.
to modify the Board Rules and/or the Articles of Association.

Tag-along right. Tag-along right for the benefit of SEPI in the also be Members of the Board of Directors. The qualifications to
event that Sogepa, the French State or any of their affiliates and serve as a German Defence Outside Director are comparable to
any French public entity and GZBV, the German State or any of those to serve as a French Defence Outside Director.
their affiliates and any public entity propose together to transfer
In February 2021, the Company and the Spanish State entered
all of their entire voting rights interests.
into an agreement relating to the protection of essential security
Various Provisions interests to the Spanish State (the “Spanish State Security
Agreement”). Under the Spanish State Security Agreement,
Termination. The Shareholders’ Agreement may cease to certain sensitive Spanish military assets are held by a Company’s
apply in respect of one or more Shareholders and/or their subsidiary (the “Spanish Defence Holding Company”).
affiliates, subject to the occurrence of certain changes in its Pursuant to the Spanish State Security Agreement, the Company
or their shareholding interest in the Company or in its or their granted the Spanish State a pre-emption right to acquire the
shareholders. sensitive assets as defined under the Spanish State Security
Governing law. Laws of the Netherlands. Agreement. The pre-emption right applies in case the Spanish
Defence Holding Company wishes to sell the sensitive assets to
Jurisdiction. Arbitration in accordance with the Rules of an entity outside Airbus or outside Spain’s territory. In such case,
Arbitration of the International Chamber of Commerce, with the the Spanish State has the right to acquire the sensitive assets.
seat of arbitration in The Hague (the Netherlands).
Dassault Aviation
3.3.2.3 Undertakings with Respect The Company entered into an agreement with the French State
to Certain Interests of Certain pursuant to which the Company:
Stakeholders –– grants the French State a right of first offer in case of the sale
of all or part of its shareholding in Dassault Aviation; and
The Company has made certain undertakings and entered into –– commits to consult with the French State prior to making any
certain agreements in connection with certain interests of its decision at any shareholders’ meeting of Dassault Aviation.
former core shareholders and the German State.
The Company holds 9.90% of Dassault Aviation’s share capital.
State Security Agreements and Related For more information about Dassault Aviation, see “– Information
Undertakings and Negotiations on the Company’s Activities – 1.1.5 Investments”.
The Company and the French State have entered into an
amendment to the existing convention between them relating Stock Exchange Listings
to the Company’s ballistic missiles business (as so amended, The Company has undertaken to the parties to the Shareholders’
the “French State Security Agreement”). Under the French Agreement that for the duration of the Shareholders’ Agreement
State Security Agreement, certain sensitive French military the Company’s shares will remain listed exclusively in France,
assets are held by a Company subsidiary (the “French Defence Germany and Spain.
Holding Company”). The French State has the right to approve
or disapprove of – but not to propose or appoint – three outside
Directors to the Board of Directors of the French Defence Holding
Specific Rights
Company (the “French Defence Outside Directors”), at least French State: Pursuant to the “French State Security
two of whom must qualify as Independent Directors under the Agreement”, the Company has granted to the French State:
Board Rules if they were Members of the Board of Directors. (a) a veto right, and subsequently, a call option on the shares of
Two of the French Defence Outside Directors are required also the Company performing the ballistic missiles activity exercisable
to be Members of the Board of Directors of the Company. under certain circumstances, including if (i) a third party acquires,
French Defence Outside Directors may neither (i) be employees, directly or indirectly, either alone or in concert, more than 15%
managers or corporate officers of a company belonging to or any multiple thereof of the share capital or voting rights of
the Company (although they may be Members of the Board the Company, or (ii) the sale of the shares of such companies
of Directors of the Company) nor (ii) have material ongoing carrying out such activity is considered, and (b) a right to oppose
professional relationships with Airbus SE. the transfer of any such shares.
The Company and the German State have entered into an German State: Pursuant to the “German State Security
agreement relating to the protection of essential interests to Agreement”, the Company and the German Defence Holding
the German State’s security (the “German State Security Company have granted to the German State a pre-emption right
Agreement”). Under the German State Security Agreement, to acquire the sensitive activities, as defined under the German
certain sensitive German military activities are pursued directly State Security Agreement. The pre-emption right applies in
or indirectly by a Company subsidiary (the “German Defence case the German Defence Holding Company wishes to sell the
Holding Company”). The German State has the right to approve sensitive activities to an entity outside the Company, or outside
or disapprove of – but not to propose or appoint – three outside the German territory, or the shares of a controlled entity which
Directors to the Supervisory Board of the German Defence hosts sensitive activities. In such a case, the German State may
Holding Company (the “German Defence Outside Directors”), acquire the shares of such a controlled entity. Furthermore, the
at least two of whom must qualify as Independent Directors under German State has the right to acquire the sensitive activities in
the Board Rules if they were Members of the Board of Directors. case the Company intends to allocate the sensitive activities
Two of the German Defence Outside Directors are required to outside Germany or to give-up the sensitive activities.

3.3.3 Form of Shares

The shares of the Company are in registered form. The Board of Directors may decide with respect to all or certain shares, on
shares in bearer form.
Shares shall be registered in the shareholders’ register without the issue of a share certificate or should the Board of Directors so
decide, with respect to all or certain shares, with the issue of a certificate. Share certificates shall be issued in such form as the
Board of Directors may determine. Registered shares shall be numbered in the manner to be determined by the Board of Directors.
3.3.4 Changes in the Shareholding of the Company 03

The evolution in ownership of the share capital and voting rights of the Company over the past three years is set forth in the table
below:
Position as of Position as of Position as of

31 December 2022 31 December 2021 31 December 2020
% of % of % of
% of voting Number % of voting Number % of voting Number
Shareholders capital rights of shares capital rights of shares capital rights of shares
SOGEPA 10.89% 10.89% 85,835,477 10.92% 10.92% 85,835,477 10.95% 10.95% 85,835,477
GZBV(1) 10.87% 10.88% 85,709,822 10.90% 10.91% 85,709,822 10.93% 10.94% 85,709,822
SEPI 4.10% 4.10% 32,330,381 4.11% 4.11% 32,330,381 4.12% 4.13% 32,330,381
Sub-total New
Shareholder Agt. 25.86% 25.87% 203,875,680 25.93% 25.94% 203,875,680 26.00% 26.01% 203,875,680
Public (2)
74.06% 74.05% 583,681,825 74.01% 74.05% 581,973,275 73.94% 73.99% 579,840,715
Own share buyback(3) 0.08% - 647,500 0.03% - 234,735 0.06% - 432,875
Total 100% 100% 788,205,008 100% 100% 786,083,690 100% 100% 784,149,270
(1) KfW & other German public entities.

(2) Including Company employees.
(3) The shares owned by the Company do not carry voting rights.
To the knowledge of the Company, there are no pledges over The shareholding structure of the Company as of 31 December
the shares of the Company. 2022 is as shown in the diagram in “– 3.3.1 Shareholding
Structure at the end of 2022”.
3.3.5 Persons Exercising Control over the Company

See “– 3.3.1 Shareholding Structure at the end of 2022” and “– 3.3.2 Relationships with Principal Shareholders”.
3.3.6 Simplified Group Structure Chart

The following chart illustrates the simplified organisational structure of Airbus as of 31 December 2022, comprising the Divisions
and the main Business Units. See “– Information on the Company’s Activities – 1.1.1 Overview – Organisation of the Company’s
Businesses”. For ease of presentation, certain intermediate holding companies have been omitted.

196
AIRBUS SE
(The Netherlands)
88.71% 94.73%
Airbus Defence Airbus Defence Airbus Defence

11.29% 5.27%
and Space GmbH and Space and Space, S.A. Airbus SAS
(Germany) Limited (Spain) (France)
(UK)
45%
Elbe Computadoras,
Flugzeugwerke Redes
GmbH e Ingenieria, S.A.
(Germany) (Spain)
Airbus / Universal Registration Document 2022

50%* 75%*
Airbus Canada
Airbus DS Holding Airbus Operations ATR GIE Airbus Atlantic Limited Airbus Americas,
SAS SAS Inc. Airbus Helicopters
4.04% (France) (France) Partnership (France)
(France) (France) (Canada) (USA)
99.99%
5.33 % Premium Aerotec 94.67%
Airbus Helicopters
Airbus Defence GmbH Airbus Group Deutschland
Airbus Defence (Germany) Inc.
and Space Holding and Space SAS GmbH
France SAS (USA) (Germany)
(France)
(France)
50%* 37.5%* Airbus
Airbus Operations Aerostructures
GmbH Airbus Helicopters
(Germany) GmbH
MBDA (Germany) UK Limited
Ariane Group (France) (UK)
Airbus
Operations, S.L. Airbus Helicopters
(Spain) España, S.A.
(Spain)
Airbus Helicopters
Airbus Operations
Ariane Group Limited
(UK)
MBDA Group
Subsidiaries held with no indication of ownership percentage are 100% owned.
* Indirectly
Legal forms are indicated for information purposes and are not always part of the legal name.
3.3.7 Purchase by the Company of its Own Shares

3.3.7.1 Dutch Law and Information on 3.3.7.3 French Regulations
Share Repurchase Programmes As a result of its listing on a regulated market in France, the
Under Dutch civil law, the Company may acquire its own shares, Company is subject to the European regulations summarised
subject to certain provisions of the law of the Netherlands and above in 3.3.7.2 (European Regulation).
the Articles of Association, if (i) the shareholders’ equity less the In addition, the Autorité des marchés financiers (“AMF”)
payment required to make the acquisition does not fall below General Regulations and AMF guidelines n°2017-04 define the
the sum of paid-up and called portion of the share capital and conditions for a company’s trading in its own shares to be valid in
any reserves required by the law of the Netherlands and (ii) the
Company and its subsidiaries would not thereafter hold or hold
in pledge shares with an aggregate nominal value exceeding
accordance with the Market Abuse Regulation and EU Delegated
Regulation no. 2016/1052. 03
one-half (50%) of the Company’s issued share capital. Share Moreover, the Company must report to the AMF, on at least
acquisitions may be effected by the Board of Directors only if a monthly basis, all the specified information regarding such
the shareholders’ meeting has authorised the Board of Directors purchases previously published on its website and information
to effect such repurchases. Such authorisation may apply for a concerning the cancellation of such repurchased shares.
maximum period of 18 months.
For the authorisations granted to the Board of Directors at 3.3.7.4 German Regulations
the AGM of Shareholders held on 12 April 2022, see “– 3.2.3
As a foreign issuer, the Company is subject to German rules
Modification of Share Capital or Rights Attached to the Shares”.
on repurchasing its own shares only to a limited extent, since
German rules refer to the law of the Member State in which the
3.3.7.2 European Regulation Company is domiciled. In addition, general principles of German
law on equal treatment of shareholders are applicable.
Pursuant to the Market Abuse Regulation and EU Delegated
Regulation no. 2016/1052, the Company is subject to conditions The European regulations summarised above in 3.3.7.2
for share repurchase programmes and disclosure relating (European Regulation) also applies to the Company in Germany.
thereto. In particular, prior to implementing the share repurchase
programme, the Company must ensure adequate disclosure of
the following information: the purpose of the programme, the
3.3.7.5 Spanish Regulations
maximum pecuniary amount allocated to the programme, the As a foreign issuer, the Company is not subject to Spanish
maximum number of shares to be acquired, and the duration rules on trading in its own shares, which only apply to Spanish
of the programme. issuers. The European regulations summarised above in 3.3.7.2
(European Regulation) also applies to the Company in Spain.
In addition, the Company must report to the competent authority
of each trading venue on which the shares are admitted to trading
or are traded no later than by the end of the seventh daily market
session following the date of execution of the transaction, all the
transactions relating to the buy-back programme and ensure
adequate disclosure of that certain information relating thereto
within the same time frame. These transactions must be posted
on the Company’s website and be made available to the public
for at least a five-year period from the date of adequate public
disclosure.

3.3.7.6 Description of the Share –– the Company undertakes to maintain at any time a sufficient
number of shares in public hands to meet the thresholds of
Repurchase Programme to Be Euronext, shares may be bought or sold at any time (including
Authorised by the Annual General during a public offering) to the extent authorised by the stock
Meeting of Shareholders to Be exchange regulations and by any means, including, without
limitation, by means of block trades and including the use of
Held on 19 April 2023 options, combinations of derivative financial instruments or
Pursuant to Articles 241-2-I and 241-3 of the French AMF General the issue of securities giving rights in any way to Airbus SE
Regulations, below is a description of the share repurchase shares within the limits set out in this document;
programme (descriptif du programme) to be implemented by –– the portion of shares repurchased through the use of block
the Company: trades may amount to all the shares to be repurchased
–– date of the shareholders’ meeting to authorise the share in the context of this programme. In addition, in the event
repurchase programme: 19 April 2023; that derivative financial instruments are used, the Company
–– intended use of the Airbus SE shares held by the Company will ensure that it does not use mechanisms which would
as of the date of this document: the owning of shares for the significantly increase the volatility of the shares in particular
performance of obligations related to employee share option in the context of call options, characteristics of the shares
programmes or other allocations of shares to employees of to be repurchased by the Company: shares of Airbus SE, a
Airbus and Airbus’ companies; company listed on Euronext Paris, on the regulierter Markt
–– purposes of the share repurchase programme to be of the Frankfurt Stock Exchange and on the Madrid, Bilbao,
implemented by the Company (by order of decreasing Barcelona and Valencia Stock Exchanges;
priority, without any effect on the actual order of use of –– maximum purchase price per share: not less than the
the repurchase authorisation, which will be determined nominal value and not more than the higher of the price of the
on a case-by-case basis by the Board of Directors based last independent trade and the highest current independent
on need): bid on the trading venues of the regulated market of the
–– the reduction of share capital by cancellation of all or part country in which the purchase is carried out;
of the repurchased shares, it being understood that the –– term of the share repurchase programme and other
repurchased shares shall not carry any voting or dividend characteristics: this share repurchase programme shall be
rights, valid until 19 October 2024 inclusive, i.e. the date of expiry of
–– the owning of shares for the performance of obligations the authorisation requested from the AGM of Shareholders
related to (i) debt financial instruments convertible into to be held on 19 April 2023.
Airbus SE shares, or (ii) employee share option programmes As of the date of this document, the Company has not entered into
or other allocations of shares to employees of Airbus and any liquidity agreement with an independent investment services
Airbus’ companies, provider in the context of the share repurchase programme.
–– the purchase of shares for retention and subsequent use for
exchange or payment in the framework of potential external
growth transactions, and Share Repurchase Programme 2022
–– the liquidity or dynamism of the secondary market of the In February 2022, the Company started implementing a share
Airbus SE shares carried out pursuant to a liquidity agreement buyback programme that was conferred by Board of Directors
to be entered into with an independent investment services on 12 April 2022 following the authorisation by the Company’s
provider in compliance with the decision of the AMF dated Annual General Meeting of shareholders on 12 April 2022. This
1 October 2008 (as amended) related to approval of liquidity share buyback programme is reported in accordance with the
agreements recognised as market practices by the AMF; Market Abuse Regulation.
–– procedure:
–– maximum portion of the issued share capital that may be
repurchased by the Company: 10%,
–– maximum number of shares that may be repurchased by
the Company: 78,820,500 shares, based on an issued share
capital of 788,205,008 shares as of 16 February 2023,
–– the amounts to be paid in consideration for the purchase of
the treasury shares must be, in accordance with applicable
Dutch law, a price per share not less than the nominal
value and not more than the higher of the price of the last
independent trade and the highest current independent bid
on the trading venues of the regulated market of the country
in which the purchase is carried out;

3.4 Dividends
3.4 Dividends
3.4.1 Dividends and Cash Distributions Paid
Cash distributions paid to the shareholders are set forth in the table below:
Financial year Date of the cash distribution payment Gross amount per share(1)
03
2016 20 April 2017 € 1.35
2017 18 April 2018 € 1.50
2018 17 April 2019 € 1.65
2019 N/A €0
2020 N/A €0
2021 21 April 2022 € 1.50
(1) Note: figures take into account the number of shares outstanding at the date of payment.
3.4.2 Dividend Policy of the Company

In December 2013, Airbus formalised a dividend policy The solid 2022 financial performance and our confidence in the
demonstrating a strong commitment to shareholder returns. future underpin the dividend proposal.
This policy targets sustainable growth in the dividend within a
The proposed dividend increases the pay-out ratio from 28%
pay-out ratio of 30%-40%.
for 2021 to 33% for 2022 and demonstrates our commitment to
The Board of Directors will propose to the Annual General sustained dividend growth. The record date should be 26 April
Meeting the payment to shareholders on 27 April 2023 of a 2023.
dividend of € 1.80 per share (FY 2021: € 1.50).
3.4.3 Unclaimed Dividends

Pursuant to the Articles of Association, the claim for payment of dividends shall lapse five years after the day on which the claim
a dividend or other distribution approved by the shareholders’ for payment of the dividend against which the interim dividend
meeting shall lapse five years after the day on which such claim could be distributed becomes due and payable.
becomes due and payable. The claim for payment of interim
3.4.4 Taxation
The statements below represent a broad analysis of the current and which may be substantially different from the general rules
tax laws of the Netherlands. The description is limited to the described below. Investors who are in doubt as to their tax
material tax implications for a holder of the Company’s shares position in the Netherlands and in their state of residence should
(the “Shares”) who is not and is not deemed to be resident in consult their professional advisors. Where the summary refers
the Netherlands for any Dutch tax purposes (a “Non-Resident to “the Netherlands” or “Netherlands” or “Dutch”, it refers only
Holder”). Certain categories of holders of the Company’s shares to the European part of the Kingdom of the Netherlands.
may be subject to special rules which are not addressed below

3.4 Dividends
Withholding Tax on Dividends Withholding Tax on Sale or

In general, a dividend distributed by the Company in respect of Other Dispositions of Shares
Shares will be subject to Dutch withholding tax at a statutory Payments on the sale or other dispositions of Shares will not
rate of 15%. Dividends include inter alia dividends in cash or in be subject to Dutch withholding tax, unless the sale or other
kind, deemed and constructive dividends, (partial) repayments disposition is, or is deemed to be, made to the Company or
of paid-in capital not recognised as capital for Dutch dividend a direct or indirect subsidiary of the Company. In principle,
withholding tax purposes, and liquidation proceeds in excess a redemption or sale to the Company or a direct or indirect
of the average paid-in capital recognised as capital for Dutch subsidiary of the Company will be deemed to be a dividend
dividend withholding tax purposes. Stock dividends paid out of and will be subject to the rules set forth in “Withholding Tax on
the Company’s paid-in-share premium, recognised as capital Dividends” above.
for Dutch dividend withholding tax purposes, will not be subject
to this withholding tax.
A Non-Resident Holder of Shares can be eligible for a partial or
Taxes on Income and Capital Gains
complete exemption or refund of all or a portion of the above A Non-Resident Holder who receives dividends distributed by
withholding tax pursuant to domestic rules or under a tax the Company on Shares or who realises a capital gain derived
convention that is in effect between the Netherlands and the from Shares, will not be subject to Dutch taxation on income or
Non-Resident Holder’s country of residence for tax purposes. a capital gain unless:
The Netherlands has concluded such conventions with the –– the income or capital gain is attributable to an enterprise
US, Canada, Switzerland, Japan, almost all European Union or part thereof which is either effectively managed in the
Member States and other countries. Netherlands or carried on through a permanent establishment
(vaste inrichting) or permanent representative (vaste
vertegenwoordiger) taxable in the Netherlands and the holder
Conditional Withholding Tax of Shares derives profits from such enterprise (other than by
on Dividends per 2024 way of the holding of securities); or
–– the Non-Resident Holder is an entity and has, directly or
As of 1 January 2024, a conditional withholding tax may
indirectly, a substantial interest (aanmerkelijk belang) or
apply against the highest corporate tax rate (i.e. 25.8% in
a deemed substantial interest in the Company and such
2023) on dividends distributed by the Company to an affiliated
interest is held by the Non-Resident Holder with the main
(gelieerde) entity of it if such entity (i) is considered to be resident
purpose of or one of the main purposes of avoiding personal
(gevestigd) in a jurisdiction that is listed in the annually updated
income tax for another person; or
Dutch Regulation on low-taxing states and non-cooperative
–– the Non-Resident Holder is an individual and such holder or
jurisdictions for tax purposes (Regeling laagbelastende staten
a connected person to such holder (verbonden persoon) has,
en niet-coöperatieve rechtsgebieden voor belastingdoeleinden),
directly or indirectly, a substantial interest (aanmerkelijk belang)
or (ii) has a permanent establishment located in such jurisdiction
or a deemed substantial interest in the Company which is not
to which the interest is attributable, or (iii) is entitled to the
attributable to an enterprise; or
interest payable for the main purpose or one of the main
–– the income or capital gain qualifies as income from
purposes to avoid taxation for another person, or (iv) is not
miscellaneous activities (belastbaar resultaat uit overige
considered to be the recipient of the interest in its jurisdiction of
werkzaamheden) in the Netherlands as defined in the Dutch
residence because such jurisdiction treats another (lower-tier)
Income Tax Act 2001 (Wet inkomstenbelasting 2001), including
entity as the recipient of the interest (a hybrid mismatch), or (v) is
without limitation, activities that exceed normal, active portfolio
not treated as resident anywhere (also a hybrid mismatch), or
management (normaal actief vermogensbeheer).
(vi) is a reverse hybrid whereby the jurisdiction of residence of a
participant that has a qualifying interest (kwalificerend belang) Generally, a Non-Resident Holder of Shares will not have a
in the reverse hybrid treats the reverse hybrid as tax transparent substantial interest in the Company’s share capital, unless the
and that participant would have been taxable based on one (or Non-Resident Holder, alone or together with certain related
more) of the items in (i)-(v) above had the interest been due to persons holds, jointly or severally directly or indirectly, Shares
the participant directly, all within the meaning of the Withholding in the Company, or a right to acquire Shares in the Company
Tax Act 2021 (Wet bronbelasting 2021). representing 5% or more of the Company’s total issued and
outstanding share capital or any class thereof. Generally, a
If the dividend withholding tax and the conditional dividend
deemed substantial interest exists if all or part of a substantial
withholding tax as per 2024 will cumulate, the conditional
interest has been or is deemed to have been disposed of with
dividend withholding tax will be reduced by the actual dividend
application of a roll-over relief.
withholding tax levied resulting in that the aggregate tax rate
on dividends may rise from 15% to the highest corporate tax
rate (i.e. 25.8% in 2023).

3.4 Dividends
Gift or Inheritance Taxes Other Taxes and Duties

Dutch gift or inheritance taxes will not be levied on the occasion There is no Dutch registration tax, stamp duty or any other similar
of the transfer of Shares by way of gift by, or on the death of, tax or duty other than court fees payable in the Netherlands by a
a Non-Resident Holder, unless the transfer is construed as an holder of Shares in respect of or in connection with the execution,
inheritance or gift made by or on behalf of, a person who, at the delivery and/or enforcement by legal proceedings (including any
time of the gift or death, is or is deemed to be resident in the foreign judgement in the courts of the Netherlands) with respect
Netherlands for the purpose of the relevant provisions. to the dividends on the Shares or on the transfer of the Shares.
Value Added Tax Residence

There is no Dutch value added tax payable by a holder of Shares A Non-Resident Holder will not become resident, or be deemed
in respect of dividends on the Shares or on the transfer of the
Shares.
to be resident, in the Netherlands solely as a result of holding
a Share or of the execution, performance, delivery and/or
03
enforcement of rights in respect of the Shares.

Chapter
202 Airbus / Registration Document 2022

04
Corporate
Governance
4.1 Management and Control 204

4.1.1 Corporate Governance Arrangements 204
4.1.2 Dutch Corporate Governance Code, “Comply or Explain” 228
4.1.3 Enterprise Risk Management System 229
4.1.4 Internal Audit 231
4.2 Interests of Directors and Principal Executive Officers 232

4.2.1 Remuneration Policy 232
4.2.2 Long-Term Incentives Granted to the Chief Executive Officer 247
4.2.3 Related Party Transactions 247
4.3 Employee Success Sharing and Incentive Plans 248

4.3.1 Employee Success Sharing and Incentive Agreements 248
4.3.2 Employee Share Ownership Plans 248
4.3.3 Long-Term Incentive Plans 249

4. Corporate Governance /
4.1 Management and Control
The corporate governance arrangements of the Company were the Company’s corporate governance, reflecting an emphasis
substantially changed pursuant to the Multiparty Agreement, on best corporate governance practices and the absence of a
including changes in the composition of the Board of Directors controlling shareholder group. Below is a summary description
and the rules governing its internal affairs (the “Board Rules”). of such changes.
These changes are intended to further normalise and simplify
4.1.1 Corporate Governance Arrangements

4.1.1.1 Board of Directors Directors by the shareholders’ meeting. No shareholder or group
of shareholders, or any other entity, has the right to propose,
nominate or appoint any Directors other than the rights available
a) Composition, Powers and Rules to all shareholders under Dutch law.
Under the Articles of Association, the Board of Directors consists
of at most 12 Directors. Under the Board Rules, each Board In addition to the membership and composition rules described
Director shall retire at the close of the AGM held three years above, the RNGC, in recommending candidates for the Board
following his or her appointment, unless the said mandate is of Directors, and the Board of Directors in its resolutions
renewed. Under the Board Rules, at least a majority of the proposed to the shareholders’ meeting regarding the renewal
Members of the Board of Directors (i.e. 7/12) must be European or appointment of Directors, are both required to apply the
Union nationals (“EU”; any reference in the Board Rules to the EU following principles:
includes the UK and its constituent countries, notwithstanding –– the preference for the best candidate for the position;
the withdrawal of the UK from the EU) (including the Chairman –– the preference for gender diversity between equal profiles;
of the Board of Directors) and a majority of such majority (i.e. –– the maintenance of appropriate skills mix and geographical
4/7) must be both EU nationals and residents. No Director experience;
may be an active civil servant. The Board of Directors has one –– the maintenance, in respect of the number of Members of
Executive Director and 11 Non-Executive Directors. While the the Board of Directors, of the observed balance among the
Board of Directors appoints the Chief Executive Officer of the nationalities of the candidates in respect of the location of the
Company (the “CEO”), the CEO is required to be an Executive main industrial centres of the Company (in particular among the
Director and must be an EU national and resident; therefore it nationals of France, Germany, Spain and the United Kingdom,
is anticipated that the Board of Directors will appoint as CEO where these main industrial centres are located); and
the person appointed by the shareholders as an Executive –– at least a majority of the Members of the Board of Directors
Director. At least nine of the Non-Executive Directors must be (i.e. 7/12) shall be EU nationals (including the Chairman), and
“Independent Directors” (including the Chairman of the Board a majority of such majority (i.e. 4/7) shall be both EU nationals
of Directors). and residents (including the UK and its constituent countries,
notwithstanding a withdrawal of the UK from the EU).
Under the Board Rules, an “Independent Director” is a Non-
Executive Director who is independent within the meaning of In accordance with these principles the Board of Directors shall
the Dutch Corporate Governance Code (the “Dutch Code”) and continue to seek greater diversity with respect to gender, age,
meets additional independence standards. Specifically, where geography, education, profession and background.
the Dutch Code would determine non-independence, in part,
In 2022, Mrs Rummelhoff and Mr Wood joined the Board of
by reference to a Director’s relationships with shareholders who
Directors as non-Executive Directors replacing, respectively,
own at least 10% of the Company, the Board Rules determine
Mr Tavares and Lord Drayson. Irene Rummelhoff has substantial
such Director’s non-independence, in relevant part, by reference
experience in the energy sector, notably in the field of energy
to such Director’s relationships with shareholders who own at
transition and renewables. Antony Wood notably brings a
least 5% of the Company. According to the criteria of the Dutch
comprehensive experience of the aerospace industry and
Code and the Board Rules, all Non-Executive Directors (including
defence sector. Both have the right competencies and personal
the Chairman) presently qualify as an “Independent Director”.
skills to fulfil their position in line with the Board of Directors’
The Remuneration, Nomination and Governance Committee of the expectations and the evolution of the Company’s business.
Board of Directors (the “RNGC”) is charged with recommending
At the end of 2022, the average age of the members of the Board
to the Board of Directors the names of candidates to succeed
of Directors was 60. The proportion of female representation
Board Members after consultation with the Chairman of the
on the Board of Directors is one third. The Board of Directors
Board of Directors and the CEO.
composition shows a balanced mix of experience with, for
The Board of Directors, deciding by simple majority of the example, seven members having aerospace industry skills,
votes cast (a “Simple Majority”), proposes individuals to the five having manufacturing and production skills, five having
shareholders’ meeting of the Company for appointment as sustainability skills, five having geopolitical skills, nine having

finance skills and four having information or data management key responsibilities of the Board of Directors, unless these
skills. More details about the diversity of the members of the transactions have been approved by the Board of Directors.
Board of Directors are available in the table (Airbus SE Board of
Matters that require Board of Directors’ approval include among
Directors until AGM 2023).
others, the following items (by Simple Majority unless otherwise
The Board of Directors is required to take into account, in the noted):
resolutions proposed in respect of the renewal or nomination –– approving any change in the nature and scope of the business
of Directors presented to the shareholders’ meeting, the of the Company;
undertakings of the Company to the French State, pursuant to –– debating and approving the overall strategy and the strategic
the amendment to the French State Security Agreement, and plan of the Company;
to the German State, pursuant to the German State Security –– approving the operational business plan of the Company
Agreement, in each case as described more fully above. In (the “Business Plan”) and the yearly budget of the Company
practice, this means that at all times the Board of Directors (the “Yearly Budget”), including the plans for investment,
needs to have: (i) two Directors who should also be French R&D, Employment, Finance and, as far as applicable, major
Defence Outside Directors (as defined above) of the French programmes;
Defence Holding Company (as defined above) who have been –– nominating, suspending or revoking the Chairman of the Board
proposed by the Company and consented to by the French of Directors and the CEO (Qualified Majority);
State and (ii) two Directors who should also be German Defence –– approving of all the members of the Executive Committee as
Outside Directors (as defined above) of the German Defence proposed by the CEO and their service contracts and other
04
Holding Company (as defined above) who have been proposed contractual matters in relation to the Executive Committee and
by the Company and consented to by the German State. deciding upon the appointment and removal of the Secretary
to the Board of Directors on the basis of the recommendation
The RNGC endeavours to avoid a complete replacement of
of the RNGC;
outgoing Directors by new candidates, and draws up an
–– approving the relocation of the headquarters of the
appointment and reappointment schedule for the Directors after
principal companies of the Company and of the operational
consultation with the Chairman and the CEO. In drawing up such
headquarters of the Company (Qualified Majority);
a schedule, the RNGC considers the continuity of company-
–– approving decisions in connection with the location of new
specific knowledge and experience within the Board of Directors,
industrial sites material to the Company or the change of the
also taking into account that a Director should at the time of his/
location of existing activities that are material to the Company;
her appointment or re-appointment not be older than 75 years
–– approving decisions to invest and initiate programmes financed
and ensuring that at least one third of Directors’ positions are
by the Company, acquisition, divestment or sale decisions, in
either renewed or replaced every year for a term of three years.
each case for an amount in excess of € 300 million;
This is to avoid large block replacements of Directors at one
–– approving decisions to invest and initiate programmes financed
single AGM, with the corresponding loss of experience and
by the Company, acquisition, divestment or sale decisions, in
integration challenges, provided that exceptions to these rules
each case for an amount in excess of € 800 million (Qualified
may be agreed by the Board of Directors if specific circumstances
Majority);
provide an appropriate justification for such exceptions.
–– approving decisions to enter into and terminate strategic
alliances at the level of the Company or at the level of one of
b) Role of the Board of Directors its principal subsidiaries (Qualified Majority);
Most Board of Directors’ decisions can be made by a Simple –– approving matters of shareholder policy, major actions or
Majority, but certain decisions must be made by a two-thirds major announcements to the capital markets; and
majority (i.e. eight favourable votes) of votes cast by the Directors –– approving decisions in respect of other measures and business
regardless of whether they are present or represented in of fundamental significance for the Company or which involves
respect of the decision (a “Qualified Majority”). In addition, an abnormal level of risk.
amendments to certain provisions of the Board Rules require
the unanimous approval of the Board of Directors, with no more The Board of Directors must have a certain number of Directors
than one Director not being present or represented (including present or represented at a meeting to take action. This quorum
provisions relating to nationality and residence requirements with requirement depends on the action to be taken. For the Board
respect to Members of the Board of Directors and the Executive of Directors to make a decision on a Simple Majority matter,
Committee). However, no individual Director or class of Directors a majority of the Directors must be present or represented.
has a veto right with respect to any Board of Directors’ decisions. For the Board of Directors to make a decision on a Qualified
Majority matter, at least ten of the Directors must be present or
The Board Rules specify that in addition to the Board of represented. If the Board of Directors cannot act on a Qualified
Directors’ responsibilities under applicable law and the Articles Majority Matter because this quorum is not satisfied, the quorum
of Association, the Board of Directors is responsible for certain would decrease to eight of the Directors at a new duly called
enumerated categories of decisions. Under the Articles of meeting.
Association, the Board of Directors is responsible for the
management of the Company. Under the Board Rules, the Board In addition, the Board Rules detail the rights and duties of the
of Directors delegates the execution of the strategy as approved members of the Board of Directors and set out the core principles
by the Board of Directors and the day-to-day management of which each member of the Board of Directors shall comply
the Company to the CEO, who, supported by the Executive with and shall be bound. These principles include acting in the
Committee and its executive leadership team, makes decisions best interests of the Company and its stakeholders, devoting
with respect to the management of the Company. However, necessary time and attention to the carrying out of their duties
the CEO should not enter transactions that form part of the and avoiding any and all conflicts of interest.

c) The Board of Directors

(i) Airbus SE Board of Directors until Annual General Meeting 2023
Board member Status Since Term Primary occupation Director expertise Board Committee attendance(4)
Age(1), Gender, Nationality expires & Other mandates attendance Audit RNGC ECSC
René 2018, Chairman of the Board of

previous Directors of Airbus SE and
OBERMANN Independent 2024
re-election Managing Director of Warburg
59, M, German in 2021 Pincus Deutschland GmbH
13/13
Guillaume 2019, Chief Executive Officer

previous of Airbus SE, Member
FAURY Executive
re-election
2025
of the Board of Directors
13/13
54, M, French in 2022 of AXA SA
Victor 2018, Chairman and CEO of First

CHU previous Eastern Investment Group
Independent 2024 10/13 5/5
65, M, Chinese / re-election and Member of the Board
British in 2021 of Nomura Holdings Inc.
Jean-Pierre 2018,
Chairman of the Board
previous
CLAMADIEU Independent
re-election
2024 of Engie and Member 13/13 5/5
64, M, French of the Board of AXA SA 4/4
in 2021
Ralph D. 2013,
Member of the Board
previous
CROSBY, Jr. Independent
re-election
2023(2) of Directors of Excelitas 13/13 4/4
75, M, American Holdings, LP
in 2020
Mark Member of the Board

DUNKERLEY of Directors of Spirit 4/4
Independent 2020 2023(2) 13/13 5/5 (post
59, M, British / Airlines Inc. and Volotea AGM)
American Airlines
Stephan Member of the Board

of Directors of Amadeus
GEMKOW Independent 2020 2023(2)
IT Group and Flughafen
13/13 5/5
63, M, German Zürich AG
Member of the
Catherine 2016,
Supervisory Board of KPN
previous
GUILLOUARD Independent
re-election
2025 and Chairwoman of 13/13 4/4
58, F, French the Supervisory Board 5/5
in 2022
of Ingenico
Amparo 2015, Member of the Board

previous of Directors of A.P. Moller -
MORALEDA Independent
re-election
2024
Maersk A/S, CaixaBank SA
13/13 3/4
58, F, Spanish 5/5
in 2021 and Vodafone PLC
Claudia 2016,
Member of the Board
previous
NEMAT Independent
re-election
2025 of Management of Deutsche 12/13 4/5
54, F, German Telekom AG
in 2022
Irene EVP of Marketing, Midstream

10/10 3/3
and Processing and Member
RUMMELHOFF Independent 2022 2025
of the Corporate Executive
(post (post
56, F, Norwegian AGM) AGM)
Committee of Equinor ASA
Tony Member of the Board 1/1

WOOD(3) Independent 2022 2026 of Directors (from Dec
56, M, British of National Grid PLC BoD)
Board and Committee meetings in 2022 13 5 5 4

Average attendance rate in 2022 96% 100% 95% 95%
Chair Global Engineering Manufacturing Aerospace Finance Geopolitical Defence Information & Data Asia Sustainability
Business & Technology & Production Industry & Audit Economics Industry Management
(1) As of 15 February 2023.

(2) Proposed for re-election in 2023.
(3) Appointed at December 2022 Board of Directors’ (BoD) meeting, subject to appointment by 2023 AGM.
(4) Two Ad Hoc Committee meetings were held in 2022 to address some specific strategic topics (as per 4.1.3 Board Committees section).

(ii) Curriculum Vitae and Other Mandates and Duties Performed in any Company by the Members
of the Board of Directors in 2022
The Company has not appointed observers to the Board of Directors. Pursuant to applicable Dutch law, the employees are not
entitled to elect a Director. There is no minimum number of shares that must be held by a Director.
René OBERMANN
CURRICULUM VITAE
René Obermann is Co-Head of Europe and Managing Director of Warburg Pincus Deutschland GmbH,
a leading global private equity firm that he joined in 2015. In addition, he is Deputy Chairman of the
Supervisory Board at IONOS Group SE, a leading European web hosting and cloud company, and a
Member of the Board of Directors at ISAT Connect Bidco Limited (the holding company for the Inmarsat
group), a satellite network provider. René Obermann previously served as a member of the Board of various
companies including Allianz Deutschland AG, Spotify and Telenor.
René worked as CEO of Ziggo BV in The Netherlands in 2014 until the merger with LibertyGlobal’s
UPC in November 2020. Prior to Ziggo, René worked at Deutsche Telekom Group (DT) from 1998 until
59 years old 2013. After running DT’s mobile Division (T-Mobile International), he was appointed as CEO of Deutsche
Telekom AG in November 2006, where he remained until December 2013.
Director since 2018,
Re-elected in 2021
Independent
René began his career with a business traineeship at BMW AG in Munich. Next, he founded his own
business in 1986: ABC Telekom, a company distributing telecommunication equipment and providing 04
technical services. After the acquisition of ABC Telekom by Hutchison Whampoa in 1991, René became
Managing Partner of the resulting company: Hutchison Mobilfunk GmbH. Between 1993 and 1998, he was
CEO of that company.
From 2007-2013, René also served as Vice-President of the German Association for Information Technology,
Telecommunications and New Media (BITKOM).
CURRENT MANDATES FORMER MANDATES

-- Chairman of the Board of Directors of Airbus SE; FOR THE LAST FIVE YEARS
-- Managing Director of Warburg Pincus -- Chairman of the Supervisory Board of 1&1
Deutschland GmbH; IONOS SE (until September 2021);
-- Deputy Chairman of the Supervisory Board of -- Member of the Supervisory Board of Allianz
IONOS Group SE; Deutschland AG (until March 2020);
-- Member of the Board of Directors of ISAT -- Member of the Supervisory Board of Inexio
Connect Bidco Limited (the holding company for Informationstechnologie und Telekommunikation
the Inmarsat Group). KGaA (until September 2019);
-- Member of the Board of Directors of Telenor ASA
(until August 2019);
-- Member of the Board of Directors of
ThyssenKrupp AG (until August 2018);
-- Managing Director of Warburg Pincus LLC,
London (until July 2018).

Guillaume Faury
CURRICULUM VITAE
Guillaume Faury was appointed Airbus Chief Executive Officer (CEO) in April 2019 and was reappointed
in 2022. Guillaume leads the Company’s Executive Committee. He was previously President of Airbus’
commercial aircraft business, a role he had held since February 2018.
Additionally, since April 2021, Guillaume is a member of the Board of Directors of AXA SA and since July 2021
he is the President of the Groupement des Industries Françaises de l’Aéronautique et du Spatial (GIFAS),
the French aerospace industries association.
Prior to this, Guillaume was Chief Executive Officer of Airbus Helicopters (2013-2018), where his achievements
included restructuring its manufacturing system and introducing new technologies. Before that, he enjoyed
55 years old a four-year spell in the car industry at Peugeot (2009-2013), the French automotive manufacturer, rising
to become the Executive Vice-President for research and development and a member of the company’s
Director since 2019 management board. He presided over significant advances in Peugeot’s lower-emissions hybrid-engine
Re-elected in 2022 technology and the overhaul of the company’s product range, among other accomplishments.
Between 1998 and 2008, he held various leadership positions in engineering, programmes and flight testing
Executive in Airbus’ helicopter business, which at the time operated under the name of Eurocopter. He became
Executive Vice-President for Programmes and a member of the Eurocopter Executive Committee, before
being appointed as Executive Director for research and development.
Guillaume began his career in 1992 as a flight-test engineer for the Eurocopter Tiger helicopter in the
Direction Générale de l’Armement (DGA), the French government agency responsible for the development
and purchase of defence systems for the French armed forces.
He graduated from the École polytechnique in Paris in 1990 and, subsequently, from the École nationale
supérieure de l’aéronautique et de l’espace in Toulouse.
Guillaume’s love of flying and aviation dates back to his childhood. He is a qualified light-aircraft pilot and
helicopter flight-test engineer with 1,300 hours of flying experience. He was born in 1968 in Cherbourg,
Normandy, and is married with three children.

-- Chief Executive Officer, Member of the Board FOR THE LAST FIVE YEARS
of Directors and of the Executive Committee -- Chairman of the Board of Directors of Airbus
of Airbus SE; Canada Managing GP Inc. (until December 2021);
-- President of Airbus SAS; -- Chairman of the Board of Directors of Airbus US
-- Member of the Advisory Board of AIRBUS A220, Inc. (until December 2021);
GROUP VENTURES FUND II, LP; -- Chairman of the Supervisory Board of Airbus
-- Vice Chairman of the Board of Directors of Operations GmbH (until June 2020);
AeroSpace and Defence Industries Association -- Chairman of the Board of Directors of Airbus
of Europe (until June 2023); Corporate Foundation (until April 2020);
-- President of Groupement des Industries -- Chairman of the Board of Directors of Airbus
Françaises Aéronautiques et Spatiales (GIFAS) (China) Enterprise Management and Services Co.
(until July 2023); Limited (until November 2019);
-- Member of the Board of Directors of AXA SA. -- Member of the Board of Directors of Airbus Africa
and Middle East FZE (until November 2019);
-- Member of the Board of Directors of Airbus
Americas, Inc. (until October 2019);
-- Member of the Board of Directors of Tallano
Technologies SAS (until September 2019);
-- Chairman of the Board of Directors of Airbus
Helicopters España, SA (until July 2018);
-- Member of the Supervisory Board of Airbus
Helicopters Deutschland GmbH (until May 2018);
-- Managing Director (Directeur Général)
of Airbus SAS (until April 2018);
-- President of Airbus Helicopters (SAS)
(until April 2018);
-- President of Airbus Helicopters Holding (SAS)
(until April 2018);
-- Chairman of the Board of Directors of Airbus
Helicopters, Inc. (until April 2018).

Victor Chu
CURRICULUM VITAE
Victor Chu graduated as a lawyer in London. He was admitted to practice law in England and Hong Kong.
After completing his training with Herbert Smith, the City law firm, Victor moved back to Hong Kong in 1982
with Herbert Smith. He has since handled a wide array of mandates in the field of corporate, commercial
and securities law, with special emphasis on China and regional investment transactions. In late 1985,
he founded Victor Chu & Co., which has become one of the leading law firms in Hong Kong.
In 1988, Victor Chu created the First Eastern Investment Group, a Hong Kong based international investment
firm which he has lead since then as Chairman and CEO. First Eastern specialises in private equity
investments, venture capital investments and investments in the expansion stage of business development.
65 years old Victor Chu was part of the first wave of specialists in the Chinese market. He penetrated China early and
built a lot of relationships at the highest level in the country. Victor Chu also currently serves as a Member
Director since 2018, of the Board of Nomura Holdings Inc.
Re-elected in 2021
Victor Chu has been instrumental in gaining the confidence of major international investors and institutions
Independent ready to co-invest with First Eastern Investment Group. Key projects have included toll roads, water treatment
operations, property and manufacturing industries and FinTech, as well as the launch of Japanese budget
airline Peach Aviation.
Victor Chu is an extremely respected business figure in Hong Kong and Asia. In addition to his business
activities, he has been very active with several international institutions such as The World Economic
Forum and The Royal Institute of International Affairs. He is also a generous philanthropist in the field
04
of environmental protection (having served on Global Ocean Commission and WWF) and education
(currently Chair of Council at University College London).

-- Member of the Board of Directors of Airbus SE; FOR THE LAST FIVE YEARS
-- Chairman and CEO of First Eastern Investment -- Alternate Member of the Board of China
Group; Merchants China Direct (until September 2021);
-- Member of the Board of Grand Harbour -- Member of the Board of China Merchants China
Marina PLC; Direct (until April 2020).
-- Member of the Board of Camper & Nicholsons
Marina Investments;
-- Member of the Board of FE Securities;
-- Member of the Board of Peach Aviation;
-- Member of the Board of Evolution Securities Asia;
-- Member of the Board of Sustainable
Development Capital;
-- Co-Chair of the International Business Council
(by World Economic Forum);
-- Senior Partner of Victor Chu & Co;
-- Member of the Board of Nomura Holdings, Inc.

Jean-Pierre Clamadieu
CURRICULUM VITAE
Jean-Pierre Clamadieu graduated from École Nationale Supérieure des Mines de Paris before becoming
Chief Engineer of the Corps of Mines. Between 1981 and 1993, he worked mainly for the French Ministry
of lndustry and as Technical Advisor to the Minister of Labor.
In 1993, Jean-Pierre Clamadieu joined RhônePoulenc to develop new activities in the field of automobile
pollution control. ln the following years, he held several executive positions in the Rhodia group, as President
of Rhodia’s Chemicals in Latin America, President of Rhodia Eco Services, Senior Vice-President for Rhodia
Corporate Purchasing, President of Rhodia Organic Fine Chemicals Division and President of Rhodia
Pharmaceuticals & Agrochemicals Division.
64 years old In October 2003, Mr Clamadieu was appointed CEO of Rhodia, and became its Chairman & CEO in
March 2008. Following a merger between Rhodia and the Belgian chemical group Solvay in 2011,
Director since 2018, Mr Clamadieu was appointed CEO of the new Solvay group. Since his appointment, Jean-Pierre Clamadieu
Re-elected in 2021
led the integration of the new group and its transformation into a major player in the field of specialty
Independent chemicals and advanced materials, which combines industrial competitiveness with the quest for sustainable
solutions for its clients. His mandate at Solvay SA ended in March 2019.
Since May 2018, Mr Clamadieu serves as Chairman of the Board of Directors of ENGIE, a French energy
company. He also serves as a Member of the Board of Directors at AXA SA.
Jean-Pierre Clamadieu also promotes an ambitious and coordinated European energy policy.

-- Chairman of the Board of ENGIE; -- Chairman of the Executive Committee and CEO
-- Member of the Board of Directors of AXA SA of Solvay SA (until March 2019);
(until April 2023); -- Member of the Board of Solvay Specialty
-- Chairman of the Board of Opéra National Chemicals Asia Pacific Pte. Ltd (Singapore)
de Paris. (until March 2019);
-- Director of Cytec Industries Inc.
(until March 2019);
-- Director Cytec UK Holding Inc. (until March 2019);
-- Member of the Board of Solvay Finances SA
(Luxembourg) (until March 2018);
-- Member of the Board of Faurecia SA (France)
(until February 2018).

Ralph Dozier Crosby, Jr.
CURRICULUM VITAE
Ralph Crosby is a Member of the Board of Directors of Excelitas Holdings, LP, headquartered in Boston.
Previously, he served until May 2021 as an Independent Director of American Electric Power headquartered
in Columbus, Ohio, where he chaired the Human Resources Committee. He was Member of the Executive
Committee of EADS from 2002 -2012 as well as Chairman and CEO of EADS North America from 2002
– 2009. Prior to joining EADS, Mr Crosby was an Executive within Northrop Grumman Corporation, where
he had served as a Member of the Corporate Policy Council with positions including President of the
Integrated Systems Sector, Corporate Vice-President and General Manager of the company’s Commercial
Aircraft Division and of the B-2 Division. Prior to his industry career, Mr Crosby served as an officer in the
75 years old US Army, where his last military assignment was as military staff assistant to the Vice-President of the
United States. Mr Crosby is a graduate of the US Military Academy at West Point, and holds Master’s
Director since 2013, degrees from Harvard University, and the University of Geneva, Switzerland. He is the recipient of the
Re‑elected in 2020 James Forrestal Award from the National Defense Industrial Association and has been awarded Chevalier
Independent of the Légion d’Honneur of France.

-- Member of the Board of Directors of Airbus SE;
-- Member of the Board of Directors of Excelitas
FOR THE LAST FIVE YEARS
-- Member of the Board of Directors of American
04
Holdings, LP. Electric Power Corporation (until May 2021);
-- Member of the Board of Directors and
of the Executive Committee of the Atlantic
Council of the United States (until August 2018).

Mark DUNKERLEY
CURRICULUM VITAE
Mark Dunkerley received his BS in Economics from The London School of Economics and Political Science
and his MS in Air Transport Management from Cranfield University in the UK.
Between 1989-1999, he held various senior positions at British Airways Plc. in a corporate strategy capacity
as well as in regional roles in Europe and the USA encompassing notably the management of sales,
marketing, customer services, operations, finance, industrial relations, human resources and alliances.
Thereafter, Mr Dunkerley successively served as President and COO of Worldwide Flight Services, a leading
multinational ground handling business, as Executive Vice-President at the San Francisco-based aviation
consultancy firm, Roberts Roach & Associates and as COO at Sabena Airlines Group.
59 years old In 2002, Mark Dunkerley joined Hawaiian Airlines, first as President and COO and from 2005 as President
Director since 2020 and CEO (including of the parent company, Hawaiian Holdings, Inc.) where he led the transformation of the
company from bankruptcy into one of the world’s most successful airlines from which he retired in 2018.
Independent Mr Dunkerley currently serves as Non-Executive Director of Spirit Airlines Inc., a NASDAQ listed US airline
and of Volotea Airlines, a privately-owned low-cost airline operating in Europe.

-- Member of the Board of Directors of Spirit -- President, CEO and Board Member of
Airlines Inc.; the Board of Directors of Hawaiian Airlines Inc.
-- Member of the Board of Directors of Volotea (until March 2018);
Airlines; -- President, CEO and Board Member of the
-- Member of the Board of Directors of the Board of Directors of Hawaiian Holdings Inc.
Smithsonian Air & Space Museum. (until March 2018);
-- Member of the Board of Governors of IATA (until
March 2018);
-- Member of the Board of Directors of Airlines
of America (until March 2018);
-- Member of the Board of Directors of Hawaii
Chamber of Commerce and Business
Roundtable (until March 2018).

Stephan GEMKOW
CURRICULUM VITAE
Stephan Gemkow studied business administration at the University of Paderborn, Germany, and at St. Olaf
College in Minnesota, USA.
From 1988 to 1990 he worked as a management consultant at BDO Deutsche Warentreuhand AG in
Hamburg.
Between 1990 and 2012, he held various management positions at Deutsche Lufthansa AG in Frankfurt and
Washington, such as Sales Manager, Head of Investors Relations, Head of Corporate Finance and Human
Resources for the Cargo Division which he accompanied through a major reorganisation. From 2006 to
2012, Mr Gemkow served as Chief Financial Officer and a member of the Management Board of Deutsche
63 years old Lufthansa AG which he successfully lead through growth, global expansion as well as the financial crisis.
Director since 2020 In 2012, he took the position of Chief Executive Officer and Chairman of the Board of Directors of Franz
Haniel & Cie, one of the largest family-owned investment holdings, based in Germany, where he drove the
Independent company through important restructuring and investment phases in a complex stakeholder management
context and where he remained until June 2019.
Mr Gemkow furthermore served as Chairman on the Supervisory Boards of TAKKT AG and Celesio AG
(now known as McKesson Europe AG), and as member of the Supervisory Board of Evonik Industries AG.
Stephan Gemkow currently holds positions as non-executive member in the Board of Directors of Amadeus
IT Group, Flughafen Zürich AG and CD Waelzholz GmbH & Co. KG. 04
Stephan Gemkow currently serves as senior advisor to BNP Paribas Group Germany since May 2021.

-- Member of the Board of Directors of Airbus -- Member of the Board of Directors of JetBlue
Defence and Space GmbH; Airways Corporation (until March 2020);
-- Member of the Board of Directors of Amadeus IT -- CEO and Chairman of the Board of Directors
Group SA; of Franz Haniel & Cie. GmbH (until June 2019);
-- Member of the Board of Directors of Flughafen -- Chairman of the Supervisory Board of TAKKT AG
Zürich AG; (until May 2019).
-- Member of the Board of Directors of CD
Waelholz GmbH & Co. KG.

Catherine Guillouard
CURRICULUM VITAE
Catherine Guillouard began her career in 1993 at the Ministry of Economy in the French Treasury working
for the department in charge of the Africa – CFA zone and later in the Banking Affairs Department.
She joined Air France in 1997 as IPO Senior Project Manager. She was subsequently appointed Deputy
Vice-President Finance Controlling in 1999, Senior Vice-President of Flight Operations in 2001, Senior
Vice-President of Human Resources and Change Management in 2003 and Senior Vice-President of
Finance in 2005. In September 2007, she joined Eutelsat as Chief Financial Officer and member of the
Group Executive Committee.
Ms Guillouard joined Rexel in April 2013 as Chief Financial Officer and Group Senior Vice-President.
58 years old Between May 2014 and February 2017 she was Deputy Chief Executive Officer of Rexel. From August 2017
to September 2022, Ms Guillouard served as Chairwoman and Chief Executive Officer of RATP Group, the
Director since 2016, third largest urban transportation operator in the world with nearly 16 million daily passengers in 12 countries
Re‑elected in 2022 and 4 continents. In April 2020, Ms Guillouard became a member of the Supervisory Board of KPN, one
Independent of the leading telecommunications and IT providers, market leader in the Netherlands. Ms Guillouard was
appointed Chairwoman of the Supervisory Board of Ingenico, the global leader in payments acceptance
solutions and services in 37 countries, on 30 September 2022. Ms Guillouard is also a member of the
Board of Directors of Lottomatica, an Italy based gaming and betting company.
Catherine Guillouard, born in 1965, is a graduate of the Institute of Political Studies of Paris and the École
Nationale d’Administration and she has a PhD of European laws (Panthéon-Sorbonne).

-- Member of the Supervisory Board of KPN; -- Chairwoman and Chief Executive Officer of RATP
-- Chairwoman of the Supervisory Board of Group (until September 2022);
Ingenico; -- Chairwoman of the Supervisory Board of RATP
-- Member of the Board of Directors of Lottomatica. DEV (until September 2022);
-- Member of the Supervisory Board of Systra (until
July 2021);
-- Member of the Board of Directors of ENGIE
(until May 2019).

María Amparo Moraleda Martínez
CURRICULUM VITAE
Amparo Moraleda graduated as an industrial engineer from the ICAI (Escuela Técnica Superior de Ingeniería
Industrial) Madrid and holds a PDG from IESE Business School in Madrid. Between January 2009 and
February 2012, she was Chief Operating Officer of Iberdrola SA’s International Division with responsibility
for the United Kingdom and the United States. She also headed Iberdrola Engineering and Construction
from January 2009 to January 2011. Previously, she served as General Manager of IBM Spain and Portugal
(2001-2009). In 2005 her area of responsibility was extended to encompass Greece, Israel and Turkey as
well. Between 2000 and 2001, she was executive assistant to the Chairman and CEO of IBM Corporation.
From 1998 to 2000, Ms Moraleda was General Manager of INSA (a subsidiary of IBM Global Services).
58 years old From 1995 to 1997, she was HR Director for EMEA at IBM Global Services and from 1988 to 1995 held
various professional and management positions at IBM España.
Director since 2015, Ms Moraleda is also a member of various boards and trusts of different institutions and bodies. She is
Re-elected in 2021 member of the academy of “Ciencias Sociales y del Medio Ambiente” of Andalucía (Spain), member of
Independent the Board of Trustees of MD Anderson Cancer Centre in Madrid and member of the Board of the global
alumni association of IESE Business School. In May 2017 she was inducted as a member of the Spanish
Royal Academy of Economic and Financial Sciences.
CURRENT MANDATES FORMER MANDATES 04

-- Member of the Board of Directors of Vodafone -- Member of the Supervisory Board of CSIC
plc; (Consejo Superior d’Investigaciones Cientificas)
-- Member of the Board of Directors of (until December 2022);
Caixabank SA; -- Member of the Board of Directors of Solvay SA
-- Member of the Advisory Board of SAP Spain; (until May 2021).
-- Member of the Advisory Board of Spencer Stuart
Spain;
Foundation;
-- Member of the Board of Trustees of Vodafone
Foundation;
-- Member of the Board of Directors of AP Møller-
Mærsk A/S;
-- Member of the Global Advisory Board of Kearney.

Claudia Nemat
CURRICULUM VITAE
Claudia Nemat has been a member of Deutsche Telekom’s Board of Management since 2011. She was
responsible for the Board area Europe and Technology until the end of 2016 and has been responsible for
Technology and Innovation since January 2017.
Before joining Deutsche Telekom AG, Claudia Nemat spent 17 years working McKinsey&Company where
she was elected Partner in 2000, and Senior Partner in 2006. She co-led McKinsey’s global Technology
Sector and had a number of interim management roles with global IT clients, ensuring disaster recovery
of large IT projects, and acting as interim CEO.
She focuses on digital transformation, the impact of new technologies like artificial intelligence on business
54 years old models, our work and lives, technology and product innovation, as well as IT transformation, security and
crisis management.
Director since 2016,
Re‑elected in 2022 She has worked in different European countries as well as the United States and was a member of the
Supervisory Board of Lanxess for several years. Since 2016, she has been a member of the Board of
Independent Airbus, as well as the Supervisory Board of Airbus Defence.
Claudia Nemat studied physics at the University of Cologne and taught at the Institute of Mathematics
and Theoretical Physics.

Defence and Space GmbH;
-- Member of the Management Board of Deutsche
Telekom AG;
-- Chairperson of the Supervisory Board
of Deutsche Telekom IT GmbH;
-- Member of the University Council of University
of Cologne;
-- Member of the Executive Committee of Deutsche
Gesellschaft für Auswärtige Politik e.V.;
-- Member of the Supervisory Board of T-Systems
International GmbH;
-- Vice-Chairwoman of the Supervisory Board of
Deutsche Telekom Security GmbH.

Irene Rummelhoff
CURRICULUM VITAE
Irene Rummelhoff has since 2018 served as Executive Vice-President of Marketing, Midstream and
Processing (MMP) at Equinor ASA (international energy company based in Norway) and been a member
of the company’s Corporate Executive Committee since 2015. With more than 3600 MMP-employees
worldwide, she has the responsibility for flow assurance, processing and marketing of all of Equinor’s
products, including marketing of the Norwegian State’s natural gas and crude on the Norwegian continental
shelf. This responsibility includes development of the company’s hydrogen and carbon capture and storage
(CCS) value chains.
Between 2015 and 2018 she served as the Executive Vice-President for Equinor’s New Energy Solutions
56 years old division, reporting to the CEO. In that context she was instrumental in Equinor’s market-leading transition
into the renewable energy field, ahead of all other oil majors. She was tasked with forming a new division and
Director since 2022 driving the development of the Equinor’s strategy in renewable and alternative energy solutions, whereby
Independent she pushed for offshore wind and low carbon solutions such as carbon capture and storage and other
related technologies, including hydrogen development.
Throughout her career, Ms. Rummelhoff has held a number of management positions in Equinor (previously
Statoil), with the majority having an international focus.
In 2014, Ms. Rummelhoff became an appointed member of the Board of Directors of Norsk Hydro (aluminum
and renewable energy producer) and was later promoted to Deputy Chair in 2016, a position she held until
the expiry of her term in 2022.
04
-- Executive Vice-President of Marketing, -- Member of the Board of Directors and Deputy
Midstream and Processing (MMP) and member Chair of Norsk Hydro ASA (until May 2022)
of the Corporate Executive Committee of Equinor -- Executive Vice-President, New Energy Solutions
ASA. division of Equinor ASA (until August 2018).

CHANGES IN THE BOARD COMMITTEE IN THE COURSE OF 2022
Antony Wood
CURRICULUM VITAE
Tony Wood was Chief Executive of Meggitt plc from 2018 to 2022 having joined the company in 2016.
He is also a Member of the Board of Directors of National Grid plc, one of the world’s largest publicly
listed utilities focused on transmission and distribution of electricity and gas, and a Director of ADS Group
Limited, the trade association for the Aerospace, Defence, Security and Space sectors in the UK having
served as its President from 2020 to 2022.
Prior to joining Meggitt, Mr Wood spent 15 years at Rolls-Royce plc where he was a member of the Executive
Committee from 2009 – 2016, latterly serving as President of Aerospace from 2013 – 2016. He began his
career as a sponsored undergraduate trainee with the Dowty Group in 1984 (now part of Safran SA) where
56 years old he held a variety of management roles.
Mr Wood has lived and worked in the UK, France and Canada. He holds a degree in Engineering from the
Director since Open University in the UK and a Master of Business Administration from INSEAD in France. He is a Fellow
2022 (appointed
of the Royal Aeronautical Society; a Fellow of the Association for Project Management and was awarded
at December 2022
Board of Directors’ an honorary Doctorate of Science from Cranfield University in 2015.
meeting, subject to
appointment by 2023
AGM) CURRENT MANDATES FORMER MANDATES
Independent
-- Member of the Board of Directors of National -- CEO of Meggitt plc (until September 2022);
Grid plc; -- President of ADS Group Limited (until
-- Member of the Board of Directors of ADS Group January 2022).
Limited;
-- Contractor of ATL Partners.

Changes in the composition of the Board in the course of 2022
Until 2022 AGM From 2022 AGM

Name Age Status Name Age Status
Mr. Carlos TAVARES 63 Member Ms. Irene RUMMELHOFF 55 Member
Lord DRAYSON (Paul) 61 Member

From December Board
Name Age Status
Mr. Tony WOOD 56 Member
Changes in the Board committees in the course of 2022
Until 2022 AGM From 2022 AGM

Committee
Remuneration,
Name Status Name Status
04
Nomination and Lord DRAYSON (Paul) Member Mr. Mark DUNKERLEY Member
Governance
Ethics, Compliance Lord DRAYSON (Paul) Member Ms. Irene RUMMELHOFF Member
and Sustainability
Independent Directors environment, as well as the situation in China and the US.
The Independent Directors appointed pursuant to the criteria Convened on an ad hoc basis early in April 2022, the Board
of independence set out above are René Obermann, Ralph dedicated a session to perform a comprehensive review of the
Crosby Jr., Catherine Guillouard, Victor Chu, Maria Amparo potential impacts of Russia’s invasion of Ukraine on Company
Moraleda Martinez, Claudia Nemat, Jean-Pierre Clamadieu, business and, more generally, on the aerospace industry.
Mark Dunkerley, Stephan Gemkow, Irene Rummelhoff and Regular updates on relevant developments in that regard were
Antony Wood. provided to the Board during the year. The Board continued
to review and discuss the operational and commercial status
Prior Offences and Family Ties of programmes, as well as the overall financial situation of the
To the Company’s knowledge, none of the Directors (in either their Company in a context where the COVID-19 situation significantly
individual capacity or as Director or senior manager of any of the improved but was followed by international sanctions and the
entities listed above) has been convicted in relation to fraudulent energy crisis that aggravated already existing tensions on
offences, been the subject of any bankruptcy, receivership or logistics, materials, components and skilled workforce.
liquidation, or companies put into administration nor been the
During the year, the Board reviewed the Company’s financial
subject of any official public incrimination and/or sanction by a
results and forecasts. After two consecutive years without
statutory or regulatory authority, nor been disqualified by a court
dividend payment, the Board decided to submit a dividend
from acting as a Member of the administrative, management
proposal to the 2022 AGM. The Board maintained an emphasis
or supervisory bodies of any issuer or conduct of affairs of any
on both Corporate Audit and ERM and reinforced its emphasis
company, during at least the last five years. As of the date of this
on internal controls.
document, there are no family ties among any of the Directors.
With regard to the commercial aircraft business, in May 2022
(iii) Operation of the Board of Directors in 2022 the Board reviewed and supported the evolution of the single
Board of Directors Meetings aisle industrial footprint to a rate of 75, including the creation
of a new single aisle final assembly line in Mobile, Alabama (the
Thirteen Board of Directors (the “Board”) meetings (including
US), and an A321 capability upgrade in Toulouse (France). The
ad hoc calls) were held in 2022. The average attendance rate at
Board received regular updates on the status of the production
these meetings was 96%. In addition, as it is the case every year,
ramp-up of the different aircraft families and on supply chain
the Board was informed in due time of any relevant developments
issues, as well as on their impact on the number of deliveries.
through reports from the CEO in between meetings of the Board.
In that context, the Board notably discussed and supported the
Regular non-executive sessions took place at the end of the
revision of the Company’s 2022 target for commercial aircraft
meetings of the Board.
deliveries in July and the decision to no longer maintain that
Throughout the year, the Board discussed all matters of target in December 2022 as recommended by management.
importance for the Company’s activities and there was a In addition, in-depth analyses on commercial aircraft sales
continual focus on geopolitical issues, including Russia’s contracts, approval processes and relations with customers
invasion of Ukraine and its impact on the Company’s operating were presented to the Board and discussed.

In relation to Airbus Defence and Space, the Board regularly On the recommendation of the RNGC, the Board selected two
reviewed the financial status of the Division, and the status of new Board Members who joined in 2022 (Irene Rummelhoff
the key programmes, including the progress of the FCAS. There and Antony Wood) and continued to keep an active pipeline
were in-depth discussions about the Company’s strategy in of talent for future changes within the Board, with a focus on
Defence, Space Systems and Connected Intelligence, and on continuing improving (gender) diversity.
critical skills identification and management.
On the recommendation of the RNGC, the Board approved the
For Airbus Helicopters, the Board focused its review on the increase in the CEO remuneration implemented in 2022 in the
financial situation of the Division, competition, progress made context of his renewal and that of the non-Executive Directors
on major projects, including military programmes and next- for implementation in 2023.
generation rotorcraft.
The Board also discussed several sustainability matters of major
The Board dedicated several sessions in 2022 to reviewing importance to the Company such as:
the strategic plan implementation status and key aspects –– safety: the Board performed a bi-annual review of product
of the Company’s strategy, including in Defence and Space safety related issues, received regular updates at quarterly
as mentioned above. As it is the case every year, the Board meetings of the Board of Directors and ad hoc updates on
had a strategy off-site meeting. In 2022, this meeting took relevant developments in between meetings of the Board of
place in Airbus UK’s Broughton premises where the Board Directors. In addition, the Board visited the newly created
met with the Company’s local teams and visited the industrial Airbus safety promotion centre in Blagnac (France);
site. There was a focus on Airbus’ single aisle operations, –– climate: the Board also approved the Company’s engagement
with a presentation of the wing assembly industrial system. with the SBTi for the assessment of its GHG targets, including
The Board also visited the Innovation Space facility where the establishment of a science-based target for its scope 3.
key initiatives on people and engagement were presented,
as well as the single aisle pre-equipping flowline, where In addition, an update on Airbus cybersecurity matters, including
the progress of Airbus’ safety journey was addressed. The the cybersecurity governance model, was presented to the
Board also discovered the Advanced Manufacturing Research Board and discussed.
Centre that is the home of Airbus’ flagship Wing of Tomorrow Following the settlements reached with the French, UK and
programme, a crucial part of Airbus’ R&T portfolio to develop US authorities in January 2020 in relation to the Serious
the new technologies, materials and skills to enable the next Fraud Office / Parquet National Financier / US Department
generation of decarbonised aircraft. of Justice / US Department of State investigations, the Board
In addition, the newly appointed Board Members (Irene of Directors and its Ethics, Compliance and Sustainability
Rummelhoff and Antony Wood), joined by other members of Committee remained fully committed and provided full support
the Board of Directors (in particular René Obermann, Stephan throughout the year to the post-settlement activities. The
Gemkow and Mark Dunkerley), followed the Airbus induction Board continued (and will continue) to pay close attention to the
programme aiming at providing relevant information to support Company’s active engagement with its shareholders, so that
them in their non-Executive Director roles. Three meetings Airbus’ approach to governance, compliance and sustainability
were organised in 2022 as part of this induction programme: is well understood and reflects shareholders’ expectations to
in Manching (Germany) at Airbus Defence and Space, in the extent possible. In 2022, in addition to the formal general
Marignane (France) at Airbus Helicopters and in Blagnac meeting, the Chairman and the lead Independent Director,
(France) at Airbus Commercial Aircraft. During those meetings, together with the Airbus team, sought regular engagements
presentations on business strategy and upcoming challenges with major shareholders in order to understand their views
were made by top Company executives. They were also an in particular on governance, remuneration, key sustainability
opportunity for Board Members to interact with talents (from matters and performance against the Company’s strategy.
top and middle management) and learn more about Company
Board Evaluation 2022
activities such as:
The Board of Directors implemented a continuous evaluation
–– Eurofighter Final Assembly Line (FAL), the FCAS lab, the
process based on a three-year cycle. As part of this process,
Eurodrone plateau and the Intelligence activities (OneAtlas
every three years, a formal evaluation of the functioning of
and Pléiades Neo programme) for Airbus Defence and Space;
the Board of Directors and its Committees is conducted with
–– th e R a c e r, D i s r u pti ve l a b a n d F l i g ht l a b, th e
the assistance of a third-party expert. In the year succeeding
H160 / H225 / H125 / H130 FALs for Airbus Helicopters; and
such an outside evaluation, the Board of Directors performs
–– flight test operations activities and aircrafts and the Airspace
a self-evaluation and focuses on the implementation of
customer showroom for Airbus Commercial Aircraft.
the improvement action plan resulting from the third-party
Eager to engage with Airbus’ teams globally, in 2022 René assessment. In the intervening second year, the General
Obermann also visited the sites of Getafe (Spain) and Hamburg Counsel, being also the Secretary of the Board, issues a
(Germany). questionnaire and consults with Board Members to establish
an internal evaluation which is then discussed with them.2022
Throughout 2022, the Board of Directors frequently addressed was the second year of the three-year cycle that started in
and discussed the Company’ strategy in relation to its employees. 2021. In November 2022, the Board of Directors, therefore,
This included critical skills and competences identification and carried out an internal evaluation based on a questionnaire
management, remuneration and retention schemes, employer issued by the General Counsel and circulated to each Board
attractiveness as well as inclusion and diversity (including Member. The questionnaire covered: Board composition, the
gender diversity). In parallel, the Board performed regular talent functioning and contribution of the Board and its Committees,
reviews, including in-person meetings with a number of talents the topics covered at Board level, the dynamic between the
identified as part of the top management succession planning. Board and management and further among Board Members,

Board decision-making processes, Board and management Enterprise Risk Management System”. Please refer to Annex E
succession planning, Board priorities and Board Secretary of the Board Rules for a complete list of responsibilities of the
support. Audit Committee.
In this internal evaluation, the Board confirmed its overall The Chairman of the Board of Directors and the CEO are invited
satisfaction with the progress made in the implementation of to the Audit Committee meetings. The CFO and the Head of
the “Improvement Action Plan” that resulted from the formal Accounting Record to Report are requested to attend meetings
evaluation conducted by a third-party expert, Korn Ferry, in to present management proposals and to answer questions.
2021. Furthermore, the Head of Corporate Audit & Forensic and the
Chief Ethics & Compliance Officer are requested to report to
The Board Members expressed their overall satisfaction the Audit Committee on a regular basis.
regarding the Board dynamic and efficiency. The Directors,
notably, valued the diversity of expertise, the high level of In 2022, this Committee met five times with an average attendance
engagement of fellow members, as well as the constructive rate of 100%. It fully performed all its duties and discussed all
and open debates under the Chairman’s leadership. They the items described above. In particular, it performed reviews of
welcomed the organisation of awareness sessions on specific internal controls, corporate audit (including major findings and
topics and, for those interested, the quality of the induction audit plan for 2022), accounts (i.e. 2021 full year accounts, 2022
programme. They highlighted the necessity to continue further Q1, H1 and Q3 accounts, specific provisions and accounting
improving gender diversity and reinforcing the Board’s defence items, operative planning and forecasts) tax related issues and
and technological expertise. independence of external auditors. In addition, the Committee
Following the last review, the Board has dedicated more time to
reviewed Airbus Bank activities and regular ERM, legal and
compliance updates were presented and discussed in meetings.
04
in-depth strategic debates and sustainability issues. Discussions
on other key topics such as supply chain management,
innovation, climate change and capital allocation will be further b) The Ethics, Compliance
enhanced. and Sustainability Committee
To reinforce the role and involvement of the Board of Directors
Finally, the outcome of the questionnaire notably emphasised the
on sustainability-related topics, the remit of the former Ethics
trustful and supportive equilibrium of power between the Board
& Compliance Committee established in 2017 was extended to
and management. The Board highlighted that participation
sustainability matters in July 2020. The Committee was renamed
of management in meetings of the Board of Directors has
the Ethics, Compliance and Sustainability Committee (“ECSC”)
increased. The Directors emphasised that relationships with
and the Board Rules have been amended accordingly. Pursuant
the management team beyond the Executive Committee should
to the Board Rules, ECSC which is required to meet at least
be reinforced, notably to support the Board and RNGC’s
four times a year, the main mission of the ECSC is to assist the
continuous work on the succession plan.
Board of Directors in overseeing the Company’s culture and
commitment to ethical business, integrity and sustainability.
4.1.1.2 Board Committees The ECSC is empowered to monitor the Company’s Ethics &
Compliance programme, organisation and framework to make
sure that the Company’s Ethics & Compliance governance is
a) The Audit Committee
effective (including all associated internal policies, procedures
The Audit Committee has four (4) Members and is chaired by and controls). This includes the areas of money laundering and
an Independent Director who is not the Chair of the Board terrorist financing, fraud, bribery and corruption, trade sanctions
of Directors or a current or former Executive Director of the and export control, data privacy, procurement and supply chain
Company. The Chair of the Audit Committee shall be, and compliance and anti-competitive practices. The ECSC is also
the other members of the Audit Committee may be, financial empowered to oversee the Company’s sustainability strategy
experts with relevant knowledge and experience of financial and effective governance and ensure that sustainability related
administration and accounting for listed companies or other topics are taken into account in the Company’s objectives and
large legal entities. strategy.
Pursuant to the Board Rules, the Audit Committee, which The ECSC makes recommendations to the Board of Directors
is required to meet at least four times a year, makes and its Committees on all Ethics, Compliance or Sustainability-
recommendations to the Board of Directors on the approval related matters, including on climate-related disclosures, and is
of the Annual Financial Statements and the interim accounts responsible for providing to the Audit Committee any necessary
(Q1, H1, Q3), as well as the appointment of external auditors disclosures on issues or alleged ethical and compliance
and their remuneration. Moreover, the Audit Committee has breaches that are financial and accounting-related. The ECSC
responsibility for verifying and making recommendations to maintains a reporting line with the Chief Ethics & Compliance
the effect that the internal and external audit activities are Officer, who attends every ECSC meeting and is requested to
correctly directed, that internal controls are duly exercised and provide periodic reports on its activities.
that these matters are given due importance at meetings of the
Board of Directors. Thus, it discusses with the auditors their The Chairman of the Audit Committee and the Chairman of the
audit programme and the results of the audit of the Financial RNGC are members of the ECSC. Unless otherwise decided
Statements, and it monitors the adequacy of the Company’s by the ECSC, the CEO and the Chairman of the Board of
internal controls, accounting policies and financial reporting. It Directors are invited to attend the meetings. From time to time,
also oversees the operation of the Company’s ERM system and independent external experts are also invited to attend ECSC
keeps a strong link to the Ethics, Compliance and Sustainability meetings.
Committee. For further details in this regard, see “– 4.1.3:

In 2022, the ECSC met four times with an average attendance questions. The CEO leaves the meetings when the RNGC
rate of 95%. All of the above described items were discussed discusses his/her remuneration or personal situation.
during the meetings and the ECSC fully performed all its duties.
Pursuant to the Board Rules, the Chair of the RNGC automatically
Following the settlements reached with the French, UK and US
fulfils the function of “Lead Independent Director”. In this
authorities in January 2020 in relation to the SFO / PNF / US
role, the Chair of the RNGC is responsible for (i) replacing the
DoJ / US DoS investigations, the ECSC maintained a sharp
Chairman if unable to attend meetings of the Board of Directors,
focus on post-settlement activities (including compliance and
(ii) organising the annual appraisal of the Chairman’s performance
export control reviews). The ECSC was notably provided with
by the Board of Directors and (iii) acting as an intermediary for,
regular updates on the status of the monitoring of the AFA
and between, the other Directors when necessary.
and on the activities of the ITAR Special Compliance Officer,
appointed under the Consent Agreement with the US State The RNGC is required to meet at least four times a year. In 2022,
Department. Airbus’ competition law practice was presented it met five times with an attendance rate of 95%. It discussed all
to the ECSC and discussed. of the above-described items during the meetings and it fully
performed all its duties. In particular, the RNGC worked on the
Half of the ECSC work was dedicated to Sustainability topics.
Board of Directors’ succession plan, with a strong focus on
In particular, the ECSC discussed the Company’s scope 1
diversity (including gender diversity and skills mix). The RNGC’s
& 2 decarbonisation target acceleration (from a well below
work notably led to the appointment of two new Board Members
2°C trajectory to a 1.5°C one by 2030). It also discussed the
in 2022, including one female. The Company constituted an
establishment of science-based target for the Company’s
active pipeline of talent for future changes within the Board.
scope 3, and its consistency compared to the ATAG (an
international sectoral body) and (later in 2022) ICAO’s long-term The RNGC work also included reviewing the membership of the
aspirational goal of the aviation sector achieving net-zero carbon Board Committees. Changes to the composition of the ECSC
emissions by 2050; it discussed the Company’s engagement and RNGC were implemented in 2022.
with the SBTi for the assessment of these scope 1, 2 & 3 targets;
and the Airbus’ human rights policy. The ECSC reviewed the Assisted by a specialised firm, the Committee carried out the
sustainability roadmaps (including towards a sustainable supply search process for a successor for the position of Chief Financial
chain), 2022 key priorities, dashboard and key performance Officer following the announcement of Dominik Asam’s decision
indicators. In addition, the ECSC reviewed stakeholders’ to resign, evaluating both internal and external candidates. The
expectations on sustainability issues including in relation to how RNGC also held regular discussions on the Executive Committee
environmental, social and governance matters affect defence. succession roadmap, on talent management (development,
engagement and retention) and diversity at top management
levels. In light of benchmarks performed by third-party experts,
c) The Remuneration, Nomination the RNGC further discussed the structure and level of the CEO
and Governance Committee remuneration in the context of his renewal in 2022, and reviewed
Pursuant to the Board rules, besides its role described in the remuneration of the non-Executive Directors.
section 4.1.1 above, the RNGC consults with the Chairman
and the CEO with respect to proposals for the appointment
of the members of the Executive Committee, and makes 4.1.1.3 The Executive Committee
recommendations to the Board of Directors regarding the
appointment of the Secretary to the Board of Directors. The a) Nomination and Composition
RNGC also makes recommendations to the Board of Directors The Executive Committee of Airbus (the “Executive Committee”)
regarding succession planning (at Board of Directors, Executive is chaired by the Chief Executive Officer and its members are
Committee and Senior Management levels), remuneration appointed on the basis of their performance of their individual
strategies and long-term remuneration plans. Furthermore, the responsibilities as well as their respective contribution to the
RNGC oversees contractual matters in relation to the members overall interest of Airbus.
of the Board and the Executive Committee, including the terms
and conditions of the relevant contracts, and the preparation The CEO proposes all the members of the Executive Committee
of the remuneration policy for approval by the Board. The rules for approval by the Board of Directors, after consultation with
and responsibilities of the RNGC have been set out in the Board (i) the Chairman of the RNGC and (ii) the Chairman of the Board
rules. of Directors, applying the following principles:
–– the preference for the best candidate for the position;
In addition, the RNGC reviews the Company’s top talent,
–– the maintenance, in respect of the number of Members of
discusses measures to improve engagement and to promote
the Executive Committee, of the observed balance among
diversity, as well as reviewing the remuneration of the Executive
the nationalities of the candidates in respect of the location
Committee members, the Long-Term Incentive Plans (“LTIP”),
of the main industrial centres of the Company (in particular
and the variable pay for the previous year.
among the nationals of France, Germany, Spain and the
Finally, the RNGC performs regular evaluations of the Company’s United Kingdom, where these main industrial centres are
corporate governance and makes proposals for changes to the located); and
Board Rules or the Articles of Association. –– at least two-thirds of the members of the Executive Committee,
including the CEO and the CFO, being EU nationals and
Unless otherwise decided, the Chairman of the Board of Directors residents.
and the CEO are invited to attend meetings of the RNGC. The
Chief Human Resources Officer (“CHRO”) is requested to attend The Board of Directors determines, by simple majority vote,
meetings to present management proposals and to answer whether to approve all of the Members of the Executive
Committee as proposed by the CEO.

b) Role of the CEO and Executive Committee matters, communications and market disclosures. It is also the
forum where the information or requests for approval destined
The CEO is responsible for executing the strategy, as approved
for the Board of Directors are discussed and approved. The EC
by the Board of Directors, and for managing the day-to-day
members shall jointly contribute to the overall interests of the
operations of the Company’s business with the support of the
Company, in addition to each member’s individual operational
Executive Committee (“EC”) and its executive leadership team
or functional responsibility within the Company.
through Executive Leadership Meetings (“ELM”) in which the
EC members participate. The CEO shall be accountable for the The EC comprises the heads of the Divisions and key functions
proper execution of the day-to-day operations of the Company’s of the Company.
business.
The CEO is the only Executive Director within the Board of
ELMs are held on a regular basis and aim at advising the CEO on Directors and represents the Company on the Board of Directors.
his day-to-day role, as well as ensuring that EC members report Depending on the topic, he usually asks the responsible EC
back on business progress, updates and concerns, addressing member to join him at Board meetings to present the financials
Company-wide topics including corporate matters, approving (CFO), programme / product topics (Division heads), HR matters
all vacancies and promotions above certain levels including (CHRO) or any other topic where a specialist is needed. This
with a focus on diversity. approach allows the Board Members to get to know the EC
members and equips them to make judgements when it comes
The EC further supports the CEO in performing these tasks. Under
to decisions about key positions.
the leadership of the CEO, the EC is responsible for business
04
strategy as well as organisational matters and management
of the business, monitoring key projects / products and major c) The Executive Committee in 2022
investments, overseeing performance targets, whether it be The EC comprises the heads of the Divisions and key functions
financial, individual, programmes or support functions, outlining of the Company.
policies to motivate, recruit and retain employees. It is also
accountable for regulatory and statutory obligations, policy The EC met four times during 2022.

COMPOSITION OF THE EXECUTIVE COMMITTEE AND TOP MANAGEMENT AS OF 31 DECEMBER 2022
Name Start of term Principal Occupation

Guillaume Faury 2018 Chief Executive Officer Airbus
Dominik Asam 2019 Chief Financial Officer (until March 2023)
Thierry Baril 2012 Chief Human Resources Officer
Bruno Even 2018 Chief Executive Officer Airbus Helicopters
Alberto Gutiérrez 2021 Chief Operating Officer
John Harrison 2015 General Counsel
Catherine Jestin 2021 Executive Vice-President Digital and Information Management
Julie Kitcher 2019 Executive Vice-President Communications and Corporate Affairs
Sabine Klauke 2021 Chief Technical Officer
Philippe Mhun 2019 Executive Vice-President Programmes and Services
Christian Scherer 2019 Chief Commercial Officer and Head of Airbus International
Michael Schöllhorn 2019 Chief Executive Officer Airbus Defence and Space
Antoine Bouvier(1) 2019 Head of Strategy, Mergers & Acquisitions and Public Affairs
C. Jeffrey Knittel(1) 2021 Chairman and Chief Executive Officer Airbus Americas
George Xu(1) 2018 Chief Executive Officer Airbus China
Note: Status as per 31 December 2022. The professional address of all Members of the Executive Committee for any matter relating to Airbus is Mendelweg 30, 2333 CS Leiden,
The Netherlands.
(1) Members of the Company’s top management regularly invited to attend Executive Committee meetings.
Guillaume Faury – Chief Executive Officer Airbus Thierry Baril – Chief Human Resources Officer
(see above under “– 4.1.1.1 Board of Directors”). Thierry Baril was appointed Chief Human Resources Officer of
Airbus on 1 June 2012.
Dominik Asam – Chief Financial Officer (until
March 2023) Thierry Baril joined Airbus Commercial Aircraft in 2007 as
Executive Vice-President, Human Resources, and Member
Until his decision to leave the Company on 3 March 2023,
of the Airbus Commercial Aircraft Executive Committee, with
Dominik Asam was Chief Financial Officer (CFO) of Airbus and
responsibility for defining and implementing a company-wide
a Member of the Executive Committee.
Human Resources strategy, enhancing integration and employee
Dominik Asam joined Airbus in April 2019 from Munich-based engagement. He oversaw the development of key skills and
Infineon Technologies AG, where he had been CFO since 2011. competences to support business growth and greater internal
During eight years he was responsible for functions including mobility. One of his main achievements was the transformation
Group Controlling, IT, Treasury, Investor Relations, Compliance of the Company in the areas of leadership culture and diversity,
& Risk Management, Export Control and Sustainability and having played a key role in the implementation of “Power8” and
Business Continuity. Airbus’ internationalisation strategy.
Previously, Dominik Asam was Head of Group Controlling at Prior to this, Thierry Baril was Executive Vice-President Human
RWE AG in 2010. Resources at Eurocopter – now Airbus Helicopters – and member
of the Eurocopter Executive Committee from January 2003.
Between 2005 and 2010 he held various positions at Siemens AG In this position, Thierry Baril managed the Company’s Human
such as CEO of Siemens Financial Services and Corporate Vice- Resources activities globally, including the implementation of
President and Treasurer. Human Resources policies across Eurocopter’s European sites
From 2003 to 2005, Asam headed Investor Relations, Mergers & and its 15 subsidiaries worldwide. He was instrumental in the
Acquisitions and Strategy at Infineon Technologies. implementation of “Vital”, a programme which transformed
Eurocopter as a business.
Dominik Asam began his professional career in 1996 in the
Investment Banking Division of Goldman Sachs Inc. with Thierry Baril started his career in 1988 as Deputy Human
postings in Frankfurt, London and New York. Resources Director at Boccard SA, and transferred to Laborde
& Kupfer-Repelec, a subsidiary of GEC ALSTHOM, as Human
A graduate in Mechanical Engineering from the Technical Resources Manager in 1991.
University of Munich and the École Centrale Paris, Dominik
Asam holds a Master’s in Business Administration from INSEAD From 1995, Thierry Baril held roles as Human Resources Director
(European Institute of Business Administration). of the Alstom Energy Belfort site and Vice-President of Human
Resources of the Alstom Energy Group.

Following on from his experience at Alstom Energy, in 1998 In this role he was responsible for the worldwide operations
Thierry Baril became Managing Director of Human Resources of the military aircraft business, including manufacturing and
for Europe for GE (General Electric) at their Belfort Headquarters, production in all the different sites of the company, setting up the
followed by Vice-President of Human Resources at Alcatel A400M Final Assembly Line in Seville, the A330 Tanker Conversion
Space’s Headquarters in Toulouse from 2000. Centres in Madrid, Brisbane (Australia) and Bournemouth (UK),
the revitalisation of the Indonesian Aerospace Industry and the
Thierry Baril holds a University Degree in Personnel Management
restructuring of the company’s Polish subsidiary in Warsaw
(Diplôme Universitaire de Technologie en Gestion des Entreprises
PZL as well as the defence business in Portugal through the
et des Administrations), as well as a Business Page 2 of 2 Degree
Portuguese Company OGMA.
in Human Resources Management and Development from the
Institut de Gestion Sociale (IGS) in Paris. Alberto Gutiérrez´s career started in 1985 as a young engineer
in the former CASA in Getafe, working and gaining experience in
Thierry Baril was born in February 1965 in Suresnes, France. In
different positions in Manufacturing and Production, IT, Planning
2007, he was appointed as a Chevalier de l’Ordre National du
and Programmes.
Mérite and was further commended as a Chevalier de l’Ordre
National de la Légion d’Honneur in 2012. In 2013, he was named Alberto Gutiérrez has a Telecommunications Engineering degree
HR Director of the year by Hudson, Le Figaro Economie and from the Universidad Politécnica of Madrid and holds a master
Cadremploi Group. in Information System Management.
Bruno Even – Chief Executive Officer – John Harrison – General Counsel

Airbus Helicopters
Bruno Even was appointed Chief Executive Officer (CEO) of
John Harrison has been General Counsel since June 2015 and
he is a member of the Airbus Executive Committee.
04
Airbus Helicopters as of 1 April 2018. He is a Member of the
Solicitor of the Supreme Court of England & Wales, John
Airbus Executive Committee.
Harrison completed his academic studies at the University of
He joined the Company from Safran, where he held various McGill, Montréal, Canada. He holds a Bachelor LLB (Hons) and
management positions at the Helicopter Engines and Electronic Masters LLM of Laws degree.
& Defence businesses. Since 2015, he served as Chief Executive
John Harrison began his career in 1991 at the international law
Officer of Safran Helicopter Engines (ex-Turbomeca). Prior to
firm Clifford Chance, working consecutively in their London, New
that position, he was CEO of Safran Electronics & Defence (ex-
York and Paris offices.
Sagem).
He joined Airbus then Technip SA where he served as Group
Bruno Even graduated from the École Polytechnique and began
General Counsel and Member of the Executive Committee from
his professional career in 1992 at the French Ministry of Defence,
2007 to 2015.
where he was in charge of developing the space component for
the Helios II satellite. Prior to joining Technip, Mr Harrison fulfilled various senior legal
positions in Airbus companies over a ten year period culminating
In 1997, he transferred to the Ministry of Foreign Affairs to
his tenure from 2003 to 2007 as General Counsel of the EADS
become technical advisor for the Director of Strategic Affairs,
Defence Division.
Security and Disarmament. He moved to the private sector and
joined Safran in 1999. John Harrison was born on 12 July 1967 in the United Kingdom.
Alberto Gutiérrez – Chief Operating Officer Catherine Jestin – Executive Vice-President

Alberto Gutiérrez has been Chief Operating Officer (COO) of Digital and Information Management
Airbus since 1 July 2021 and is a member of the Company’s Catherine Jestin has been Executive Vice-President Digital and
Executive Committee. Information Management at Airbus since 1 July 2021 and is a
member of the Company’s Executive Committee.
He leads the production, quality and procurement organisations.
His overriding goal is to ensure the speed, efficiency and quality The main focus of Catherine’s organisation is to foster digital
of aircraft production at Airbus. innovation across Airbus’ industrial ecosystem and its products
and services portfolio, accelerating data analytics, artificial
As the Company embarks on an era of digital and series
intelligence, automation and services for customers as well as
manufacturing, Alberto’s role is to implement continuous
digital security for the Company.
operational excellence and to develop the production system
of the future. In addition, he is Head of Airbus Spain, in charge Catherine works to reinforce the transversal cooperation
of overseeing the Company’s overall business activities in the across Airbus functions company-wide in order to continue the
country. successful deployment of the DDMS programme, established to
enable co-design capabilities and digital continuity system-wide.
He was previously Head of Military Aircraft within Airbus Defence
and Space and a member of the Division’s Executive Committee Catherine had previously held the position of Chief Information
since 1 January 2019, after having led Operations for Airbus Officer (CIO) at Airbus since March 2020. In this role, she was
Military Aircraft since July 2017, and Combat Air Systems since responsible for driving state-of-the-art Information Technology
January 2016. systems and solutions in support of Airbus employees, customers
and suppliers.
He was CEO for Eurofighter GmbH from 2013 to 2015, and Chief
Operating Officer (COO) for Airbus Military from 2007 to 2013.

Prior to this position, Catherine was Chief Information Officer programmes, development processes and change and
at Airbus Helicopters, a role that she held from July 2013 to innovation projects within the Airbus Commercial Aircraft division.
February 2020.
From 1998 to 2002 Sabine worked at DELMIA, a brand of
Before joining Airbus, Catherine held a variety of positions, Dassault Systèmes, where she carried out the deployment of
between 2007 and 2013, at Rio Tinto in Montreal, Canada within digital manufacturing software and supported the development
the field of Information Systems & Technology (IS&T). Catherine of the consulting and services department with customers in the
also spent 17 years at Accenture and was nominated Partner automotive and the aerospace industries.
in 2002, a position that she held for five years
Sabine has a PhD in Mechanical Engineering from the University
Julie Kitcher – Executive Vice-President of Technology (TU) in Dresden and is a graduate of the INSA
Communications and Corporate Affairs Hauts de France (formerly known as École Nationale Supérieure
d’Ingénieurs en Mécanique Énergétique in Valenciennes
Julie Kitcher is EVP Communications and Corporate Affairs of (ENSIMEV)).
Airbus and a member of the Executive Committee, reporting
to the CEO. Julie also serves as the Chief of Staff to the CEO. Philippe Mhun – Executive Vice-President
Julie heads Communications. In addition, she drives Airbus Programmes and Services
ambition and contribution to sustainable aerospace. Her role Philippe Mhun was appointed as Chief Programmes & Services
also oversees and coordinates the transformation agenda of Officer for Airbus Commercial Aircraft, effective 1 January 2019,
Airbus, Performance Management, Corporate Audit and Internal and a Member of the Company’s Executive Committee.
Controls.
In his previous role as Head of Customer Services since
Julie has over 20 years of experience at Airbus. She has held a October 2016, Philippe Mhun was responsible for all Airbus
number of roles in Finance including Financial Analyst, Corporate support and services activities for airline customers, lessors,
Planning and Business Controlling. MROs and operators, ranging from maintenance and engineering
to training, upgrades and flight operations but also material
Most recently and prior to her current position, Julie was the
management and logistical support. This included the supervision
Head of Investor Relations and Financial Communication. Under
of the Services Business Unit and affiliated subsidiaries, such as
Julie’s leadership, Airbus was awarded the “Most Honoured
Satair, Navblue, Airbus Interiors Services and Sepang. For the
Company” status in the Institutional Investor All Europe
past two years, Philippe has initiated and implemented a major
Executive Team survey four years in a row -2015 to 2018. As
transformation programme focusing on Customer Satisfaction,
part of this recognition, Julie was named “Best Investor Relations
Services development and digital enablers such as Skywise
Professional” in the Aerospace & Defence sector for the same
applications.
period.
Prior to this assignment, Philippe was Senior Vice-President
She also previously held a role in GE Capital Equipment Finance
Procurement for Equipment, Systems and support, a position
in the UK. Julie is a Chartered Management Accountant (CIMA)
he held since 2013.
with an MSc from ESC Skema (Lille).
Philippe joined Airbus in November 2004 as Vice-President A380
Sabine Klauke – Chief Technical Officer Programme within Customer Services to prepare and support
Sabine Klauke has been Chief Technical Officer at Airbus since the A380 entry-into-service. He then became Vice-President
1 July 2021 and is a member of the Company’s Executive Programmes in Airbus Customer Services leading Single Aisle,
Committee. Long Range, Widebody, A380 and A350 Programmes together
with e-operations and supplier support activities.
In this role, Sabine drives the Company’s ambition behind
delivering bold and breakthrough technologies to build the Before joining Airbus, Philippe held various positions within UTA
future of aerospace. She also leads a team of more than 11,000 and following the merger in 1993, within Air France, starting
Airbus engineers across the globe who design, develop, certify as a Structure Engineer for Boeing 747 at UTA all the way up
and ensure continuing airworthiness of all Commercial Aircraft to becoming the Head of Long-Haul Fleet Engineering and
products and services. Maintenance in Air France. From 1986 to 2004, Philippe was
involved in new programmes’ entry-into-service, engineering
Previously, Sabine was Head of Engineering within Airbus and maintenance at all levels of the Company.
Defence and Space and a member of the Division’s Executive
Committee. In this capacity, she was responsible for all Philippe Mhun holds a degree from the Applied Sciences National
engineering activities within the Defence and Space division and Institute (INSA Lyon) as a mechanical engineer.
in charge of its product and services portfolio. By managing the
technology, development and innovation roadmap, she played Christian Scherer – Chief Commercial Officer
a key role in preparing the future of Airbus Defence and Space. and Head of Airbus International
Christian Scherer was appointed Airbus Chief Commercial
Prior to this position, she served as Head of Programmes
Officer in September 2018 and is a Member of the Company’s
Customer Services: a responsibility she held for the A330/
Executive Committee. He is also heading Airbus International.
A340 programmes since 2015. Sabine joined Airbus in 2002,
where she has held positions of increasing responsibility within He was previously Chief Executive Officer of ATR, a position he
manufacturing engineering, production, product development held since November 2016.

Prior to this, Christian was Executive Vice-President and Head Michael began his career in 1984 in the German armed forces,
of Airbus Group International, responsible for driving the overall where he served as an officer and a helicopter pilot until 1994,
Airbus Group internationalisation strategy. with assignments in Germany and the US. Michael worked
in academia as a research assistant at the Helmut Schmidt
Christian started his professional career in 1984 when he joined
University (University of the German armed forces) in Hamburg
Airbus Industrie as a Commercial Contracts Manager. He was
(1994-1999). He started out his career with Bosch in 1999 and
seconded to the US between 1987 and 1994 as Vice-President
held various senior management positions in the automotive
Contracts of Airbus North America, responsible for pricing,
sector in the US, the Czech Republic and Germany before being
financial performance, negotiation and implementation of all
appointed EVP for Manufacturing and Quality in 2012.
sales transactions in North America.
Michael is President of BDLI, the association of the German
On his return to headquarters, as Vice-President Leasing
aviation industry as well as a presidium member of BDI, the
Markets, he developed and managed an integrated sales
association of the German Industry.
division covering all commercial activities dealing with operating
leasing companies and other financial institutions worldwide. He is Chairman of the Supervisory Board of Airbus
Operations GmbH, Managing Director of Airbus Defence and
In 1999, he was appointed Vice-President Contracts and Pricing
Space GmbH, member of the Board of Directors of Airbus
worldwide while retaining leadership of the Leasing Markets
Defence and Space Inc. US and member of the Board of
Division and in 2003 he also became the Deputy Head of
Directors of Stratasys Ltd (NASDAQ: SSYS).
Commercial.
04
Michael Schöllhorn holds a degree in Mechanical Engineering
Following his time in Commercial, he became Head of Strategy
and a PhD in Control Engineering from the Helmut Schmidt
and Future Programs at Airbus, responsible for defining Airbus’
University.
long-term strategic objectives and for driving the genesis of
future aircraft product offerings and programmes, such as the Antoine Bouvier – Head of Strategy,
A320neo, as well as Airbus’ international development in terms Mergers & Acquisitions and Public Affairs
of the US final assembly lines.
Antoine Bouvier has been appointed Head of Strategy, Mergers
In 2012, he was appointed Head of Sales & International & Acquisitions and Public Affairs Airbus, effective 1 June 2019.
Operations at Cassidian in Munich, Germany, responsible
for Sales, Marketing, Strategy and Cassidian’s International Antoine Bouvier joins Airbus from MBDA where he had been
Subsidiaries including Brazil, India, KSA, UAE, UK and US. Chief Executive Officer (CEO) since June 2007.
Upon integration of Airbus’ Defence, Space and Military aircraft From January 2002 to June 2007, he was CEO of Astrium
businesses, he became the Head of Marketing & Sales of Satellites (now part of Airbus Defence and Space).
Airbus Defence and Space and Managing Director of Airbus Previously, he was Executive Vice-President in charge of the
Defence and Space GmbH. In that role, he held the overall Commercial Helicopter Division of Eurocopter (now Airbus
responsibility for all Sales & Marketing activities. He also chaired Helicopters).
BDLI’s defence and security forum whilst being a member of
the BDLI presidium. In 1990, Antoine Bouvier joined Aérospatiale as Assistant to
the Director of the company’s Civil Aircraft Division. In 1991,
Born in 1962 in Duisburg, Germany, and raised in Toulouse, he became Director of the Division’s Department of Strategic
France, Christian Scherer holds an MBA from the University of Analysis.
Ottawa and graduated from the Paris Business School (ESCP)
in 1984. From 1992 until 1994, he was Secretary General and Industrial
Director of ATR GIE. From 1994 until 1998, he was Vice-President
Michael Schöllhorn – Chief Executive Officer Operations of ATR, going on to become President of ATR GIE
Airbus Defence and Space between 1998 and 2001.
Michael Schoellhorn has been Chief Executive Officer (CEO) of Antoine Bouvier started his career as an auditor at the Cour des
Airbus Defence and Space since 1 July 2021 and is a member of Comptes. He graduated from the École Polytechnique (1981-
Airbus’ Executive Committee, responsible for Airbus’s defence, 1984) and of the École Nationale d’Administration (1984 -1986).
space, unmanned air services and connected intelligence
activities. C. Jeffrey Knittel – Chairman and Chief Executive
Officer Airbus Americas
Previously, he was Airbus Chief Operating Officer (COO) and
a member of the Company’s Executive Committee. In this C. Jeffrey (Jeff) Knittel is the Chairman and CEO of Airbus
position, he led the production, quality, procurement and Americas, Inc. In addition, he is the Head of Region for the
information management organisations, transforming and Americas and as such reports directly to the Airbus CEO.
building the production system of the future. He is responsible for Airbus’ commercial aircraft business
throughout the Americas, as well as for providing leadership
Michael joined Airbus in February 2019 from BSH Home for the company’s market leading helicopter business and its
Appliances GmbH in Munich, where he was COO and a member space and defence unit in North America.
of the BSH Management Board from 2015.

Additionally, Knittel chairs A3 by Airbus, the company’s Silicon George Xu – Chief Executive Officer Airbus China
Valley-based innovation arm; is a Board Member of Airbus George Xu has been appointed CEO of Airbus China effective
Ventures, which scouts and invests in early stage technologies 8 January 2018. As country head of Airbus China, he is
across the globe; and a member of the Airbus Canada Limited responsible for all Airbus Commercial Aircraft business activities
Partnership Board – a multibillion dollar joint venture of Airbus, and providing leadership to the company’s Helicopters and
Bombardier, and the Province of Quebec to procure parts, Defence and Space businesses in China.
assemble, and market the world’s most modern commercial
aircraft, the A220. In 1995, George Xu worked for the Tianjin Economic and
Technology Development Area Administrative Committee. He
With more than 5,000 employees, Airbus Americas was nominated Deputy Director of the Investment Promotion
encompasses the regional corporate offices, engineering and Bureau of Tianjin Free Trade Zone in 2003 and was promoted
innovation centers, training facilities, MROs and spare parts as its Director in 2005, when he started to actively participate
distribution centers, imagery and drone services, as well as large in the Airbus A320 Family Final Assembly Line project including
scale manufacturing facilities producing commercial aircraft, site selection, and negotiation and set-up of the joint venture.
helicopters, and satellites.
From 2008 to 2011, George Xu was Deputy GM of Airbus
Knittel has more than 35 years of experience in aerospace Tianjin A320 Family Final Assembly Line and in parallel Director
and transportation finance. Before joining Airbus, Knittel was of the Investment Promotion Bureau of Tianjin Free Trade Zone
Chief Executive Officer of C2 Aviation Capital (C2), a global Administrative Committee and Deputy Chairman of Avicopter.
leasing company focused on acquiring, leasing and managing
commercial aircraft. Prior to leading C2 Aviation Capital, In 2011, he was appointed Chairman of Board of Airbus Tianjin
Mr. Knittel served since 1986 in a series of senior leadership Final Assembly Line and Vice-President of Tianjin Free Trade
positions at CIT Group Inc. – most recently as President of CIT Zone Administrative Committee.
Transportation Finance, a $21 billion diversified organisation that
In 2014, George Xu was nominated and worked full time as
provided leasing and financing solutions for the aerospace, rail
Party Secretary of Tianjin Youth League until 2017. George Xu
and maritime industries, including commercial airlines, business
was a member of the Standing Committee of Tianjin Municipal
aircraft operators, railroads and shippers.
People’s Congress from 2015 to 2017.
Knittel is currently a member of the Board of the National Air and
George Xu was born in 1972 in Suzhou, Jiangsu Province.
Space Museum, the Board and Chair of the Finance Committee
George Xu received a Bachelor of Engineering degree in
of the USO of Metropolitan New York, the Board of Trustees of
Information Management System from Tianjin University and
the National World War II Museum, and a member of the Board
Master of Business Administration from Roosevelt University
and Executive Committee of the Atlantic Council. He is a former
of Chicago. He also received a Doctorate degree in Economics
President and an emeritus member of the Board of Governors of
from Nankai University.
the Wings Club. He is a former Chairman of the Board of Just One
Break, a not-for-profit institution founded by Eleanor Roosevelt George Xu is married and in his spare time, he likes football,
for the disabled and later merged with The Viscardi Center. hiking and reading.
Mr. Knittel holds a bachelor’s degree in aviation management
from Embry-Riddle Aeronautical University. In addition, he
graduated from the Advanced Management Program at the
University of Pennsylvania’s Wharton School of Business.
4.1.2 Dutch Corporate Governance Code, “Comply or Explain”

In accordance with Dutch law and with the provisions of the For the financial year 2022, and in respect of compliance with
Dutch Code, which includes a number of non-mandatory the Dutch Code, the Company states the following:
recommendations, the Company either applies the provisions
of the Dutch Code or, if applicable, explains and gives sound 1. S
ecurities in the Company as Long-Term
reasons for why they have not been applied. Investment
On 20 December 2022, the Dutch Code was revised: its updated Provision 3.3.3 of the Dutch Code recommends that non-
recommendations apply to financial years starting on or after Executive Directors who hold securities in the Company should
1 January 2023. The Company welcomed the updates to keep them as a long-term investment.
the Dutch Code and continues supporting its emphasis on
topics, such as sustainable long-term value creation and the In the absence of legal requirement it is at the discretion of the
importance of culture (in particular, diversity and inclusion). non-Executive Directors to own shares. The Company does not
require the non-Executive Directors who hold shares to keep
While the Company, in its continuous efforts to adhere to the them as a long-term investment.
highest standards, applies nearly all the current recommendations
of the Dutch Code, it must, in accordance with the “comply or Provision 3.1.2 vi of the Dutch Code recommends that the
explain” principle, provide the explanations below. shares awarded to the CEO are held for at least five years after
they are awarded. The rules applicable within the Company
For the full text of the Dutch Code, please refer to: (as described in section 4.2.1.1 e) below) do not impose a
https://www.mccg.nl/.

minimum five year holding period for awarded shares; however, 3. D

iversity and Inclusion
the Company believes that potential deviations from this
recommendation are significantly limited by the share ownership Best practice provision 2.1.6 of the Dutch Code recommends that
guideline (set forth in section 4.2.1.1 f), under which the CEO is the corporate governance statement explain the diversity and
expected to hold throughout his/her tenure Airbus SE shares inclusion policy of the Company and the way it is implemented.
with a value equal to 200% of his/her base salary. In accordance with Dutch law (article 2:166 of the Dutch Civil
code) the Company provides such information in “– Information
on the Company’s Activities – 1.2.11 Inclusion & diversity” below.
2. D
ealings with Analysts
For information on the operation of the Shareholders’ Meeting,
Best practice provision 4.2.3 of the Dutch Code recommends
its key powers, the shareholders’ rights and how such powers
meetings with analysts, presentations to analysts, presentations
and rights can be exercised, see “– Shareholdings and Voting
to investors and institutional investors and press conferences
Rights – 3.1.10.2 Shareholdings and Voting Rights”.
shall be announced in advance on the Company’s website and
by means of press releases. In addition, it recommends that For information on the composition and operation of the Board
provisions shall be made for all shareholders to follow these of Directors and its respective committees, see “– 4.1.1.1a:
meetings and presentations in real time, and that after the Board of Directors composition, power and rules”; “– 4.1.1.1c(iii):
meetings the presentations shall be posted on the Company’s Operation of the Board of Directors in 2022”; and “– 4.1.1.2:
website. Board Committees”.
For practical reasons, the Company does not always allow For information on (i) significant direct and indirect shareholdings,
shareholders to follow meetings with analysts in real time.
However, the Company ensures that all shareholders and other
(ii) holders of shares with special control rights, (iii) rules governing
appointment and dismissal of Directors, (iv) amendments to the
04
parties in the financial markets are provided with equal and Articles of Association, and (v) the delegation to the Board of
simultaneous information about matters that may influence the Directors of the power to issue or buy back shares, see “– 3.3.1:
share price. Shareholding and voting rights – Shareholding structure at the
end of 2022”; “– 3.3.2: Relationships with principal shareholders”;
“– 4.1.1.1.a: Board of Directors composition, powers and rules”;
and “– 3.2.3: Shareholding and voting rights – Modification of
share capital or rights attached to shares”.
4.1.3 Enterprise Risk Management System

The long-term development and production cycles of the The ERM system relies on five pillars:
Company’s wide range of products and services in a globalised –– anticipation: early risk reduction and attention to emerging
supply chain and highly regulated environment make enterprise risks;
risk management (“ERM”) a crucial mechanism both to mitigate –– speak-up & early warnings;
risks faced by the Company and to identify and enhance potential –– robust risk mitigations;
opportunities. –– opportunities; and
–– strong governance.
Applied across the Company and its main subsidiaries, ERM is a
permanent top-down and bottom-up process, which is executed
across the Divisions at each level of the organisation. It is 4.1.3.1 ERM Process
designed to identify and manage relevant risks and opportunities.
A sharp focus is put on the operational dimension due to the The objectives and principles of the ERM system, as endorsed by
importance of programmes and operations for the Company. the Board of Directors, are set forth in the Company’s ERM Policy
External factors are also considered in our approach in order to and communicated throughout the Company. The Company’s
strengthen company resilience. ERM Policy is supplemented by directives, manuals, guidelines,
handbooks, and other supporting documents. External
ERM is an operational process embedded into the day-to- standards which contribute to the Company’s ERM system
day management activities of programmes, operations and include the ISO 31000 defined by the International Organization
functions. The top risks and their mitigations are reported to the for Standardization (“ISO”).
Board of Directors through a reporting synthesis, consolidated
on a quarterly basis. The ERM process consists of three elements:
–– a strong operational dimension – derived from ISO 31000 –
to enhance operational risk and opportunity management,
identifying and mitigating threats and vulnerabilities, including
single points of failure;
–– a reporting dimension (bottom up and top down), which
contains procedures for the status reporting of the ERM
system and the risk/opportunity situation; and
–– an ERM confirmation dimension, which comprises procedures
to assess the effectiveness of the ERM system.

The ERM process applies to all relevant sources of risks and and is backed by a dedicated risk management organisation
opportunities that potentially affect the Company’s activities, in the Company, focusing on the operational dimension, early
its businesses and its organisation in the short-, mid- and long- warning and anticipation culture development, while actively
term. The ERM process is part of the management process and seeking to reduce overall risk criticality by challenging the
inter-related with the other processes. business. The risk management organisation is structured as
a cross-divisional Centre of Competence (“CoC”) and pushes
All Airbus organisations, including the Divisions, subsidiaries
for a proactive risk management; and
and controlled participations, commit to and confirm the
–– the management at executive levels has responsibility
effective implementation of the ERM system. The annual ERM
for the operation and monitoring of the ERM system in its
Confirmation Letter issued by each organisation is the formal
respective areas of responsibility, and for the implementation
acknowledgement about the effectiveness of the ERM system.
of appropriate response activities to reduce risks and seize
For a discussion of the main risks to which the Company is opportunities, also considering the recommendations of the
exposed, see “– Risk Factors”. internal and external auditors.
4.1.3.2 ERM Governance 4.1.3.3 ERM Effectiveness

and Responsibility The ERM effectiveness is analysed by:
The governance structure and related responsibilities for the –– ERM CoC, based on ERM reports, confirmation letters, in situ
ERM system are as follows: sessions (e.g. risk reviews), participation to key controls (e.g.
major programme maturity gate reviews);
–– the Board of Directors with support of the Audit Committee
–– ERM KPIs measuring maturity and effectiveness of the ERM
supervises the strategy and business risks and opportunities,
process in the programmes and functions;
as well as design and effectiveness of the ERM system;
–– Risk & opportunity in-depth analyses proposed by the ERM
–– the CEO authorises the reports escalated to the Board of
CoC and performed by the functions with the involvement
Directors. The CFO is accountable for an effective ERM system
and support of the ERM CoC; and
and supervises the Head of ERM, and the ERM system design
–– Corporate Audit, based on internal Corporate Audit reports
and process implementation;
and on an annual survey of heads of programmes and
–– the Head of ERM has primary responsibility for the ERM
functions regarding the ERM network.
strategy, priorities, system design, culture development and
reporting tool. He supervises the operation of the ERM system
The combination of the following controls is designed to achieve reasonable assurance about ERM effectiveness:
Organisation Explanations
Regular monitoring
Board of Directors / The Board of Directors and the Audit Committee review, monitor and supervise the ERM system. Any material
Audit Committee failings in, material changes to, and/or material improvements of the ERM system which are observed, made
and/or planned are discussed with the Board of Directors and the Audit Committee.
ERM as part of the regular divisional business reviews
Results of the operational risk and opportunity management process, self-assessments and confirmation
Top Management
procedures are presented by the Divisions or other Airbus’ organisations to top management.
ERM working sessions at an executive leadership meeting twice a year.
ERM confirmation letter procedure
Management Entities and department heads that participate in the annual ERM compliance procedures must sign ERM
confirmation letters.
ERM effectiveness measurement
ERM CoC Assess ERM effectiveness by consideration of ERM performance KPI, ERM reports, ERM confirmations, in situ
sessions (risk reviews etc.), participation to key controls (e.g., major Programme maturity gate reviews).
Audits on ERM
Corporate Audit
Provide independent assurance to the Audit Committee on the effectiveness of the ERM system; annual survey.
Alert system
Ethics & Compliance Detects deficiencies regarding conformity with applicable laws and regulations, as well as with ethical business
principles.

4.1.3.4 Board Declaration

Based on the Company’s current state of affairs, the reports –– this report states the material risks and uncertainties that
made directly available to the Board of Directors coming from are relevant to the Company’s continuity for the period of
different processes, audits and controls and the information it 12 months after the preparation of the report.
received from management, the Board of Directors believes to
It should be noted that no matter how well designed, the internal
the best of its knowledge that:
risk management and control system has inherent limitations,
–– the internal risk management and control systems provide such as vulnerability to circumvention or overrides of the
reasonable assurance that the financial reporting does not controls in place. Consequently, no assurance can be given
contain any material inaccuracies; that the Company’s internal risk management and system and
–– this report provides sufficient insight into any material failings in procedures are or will be, despite all care and effort, entirely
the effectiveness of the internal risk management and control effective.
systems;
–– it is justified that the Financial Statements have been prepared
on a going concern basis; and
4.1.4 Internal Audit

04
In accordance with Principle 1.3 of the Dutch Code, Airbus Corporate Audit activities are independently assessed by
Corporate Audit & Forensic engages in the independent and Institut Français de l’Audit et du Contrôle Internes (“IFACI”).
objective corporate assurance activities of internal auditing, IFACI certifies that Corporate Audit adheres to and fulfils the
consulting activities, and forensic investigations. It supports requirements of the IFACI Internal Audit Professional Framework
the Company in improving its operations and accomplishing its 2020 and the International Professional Practices Framework
objectives by bringing a systematic and disciplined approach of the Global Institute of Internal Auditors. The Certification was
to evaluate and improve the design and effectiveness of the renewed on the 29 November 2021 for a period of three years.
organisation’s governance, risk management, and internal
controls. Its mandate is set out in the Airbus Corporate Audit and
Forensic Charter. The department’s independence is established
by direct reporting to the Audit Committee and by access to
the CEO.

4.2 Interests of Directors and Principal Executive Officers
4.2 Interests of Directors and Principal

Executive Officers
4.2.1 Remuneration Policy
The Remuneration Policy covers all members of the Board of into consideration the employment conditions of the Company’s
Directors: the CEO (who is the only Executive Director) and the employees; and (iii) incentivises further the Company’s corporate
other members of the Board of Directors (who are the Non- values by basing variable remuneration components also on
Executive Directors). the achievement of non-financial targets and metrics using
environmental, social or governance criteria via the sustainability
Pursuant to a resolution to that effect, the general meeting
performance measure.
may (re)adopt, amend or supplement the Remuneration Policy
on the basis of a proposal by the Board of Directors at the Before setting the targets to be proposed for adoption by the
recommendation of the RNGC. Board of Directors, the RNGC considers the financial outcome
scenarios of meeting performance targets, including achieving
The Board of Directors, at the recommendation of the RNGC,
maximum performance thresholds, and how these may affect
may decide to deviate (with either an upward or downward
the level and structure of the executive remuneration, as well as
effect on the remuneration levels) temporarily (and ultimately
potential risks for the Company’s business which may result from
until the General Meeting adopts an amended version of the
variable compensation. The Board of Directors shall also consider
Remuneration Policy following the occurrence of such deviation)
these aspects, based on the RNGC’s recommendations.
from any element of the Remuneration Policy as outlined below, if
this is necessary to serve the long-term interests and sustainability Also, before making a recommendation relating to the
of the Company or to assure its viability. Any deviation will be remuneration of the CEO, the RNGC and the Board of Directors
made public and duly justified. shall take note of the views of the CEO with regard to the amount,
level and structure of his or her remuneration.
The Remuneration Policy in the form set out below in this
section 4.2.1 has been adopted by the AGM held in 2020 with
effect as of 1 January 2020. b) Total Direct Compensation and Peer Group
The CEO’s total direct compensation (“Total Direct
The RNGC did not propose any specific changes to the current Compensation”) comprises a base remuneration (“Base
Remuneration Policy in 2022. The Remuneration Policy shall be Salary”), an annual variable short-term remuneration (“Annual
posted on the Company’s website as part of the Company’s Variable Remuneration” or “VR”) and an award under the
annual report of the Board of Directors. long term incentive plan (“LTIP”). The three elements of the
Total Direct Compensation are each intended to comprise one
4.2.1.1 Executive Remuneration – third of the total, assuming the achievement of performance
conditions is 100% of the applicable targets. The level of the
Applicable to the CEO Total Direct Compensation for the CEO (Base Salary, VR and
LTIP) is set by reference to the median of an extensive peer
a) Remuneration Philosophy group (as described in paragraph 4.4.3 item a) below) and takes
The Company’s remuneration philosophy aims to provide into account the scope of the role of the CEO, and the level
remuneration that will attract, retain and motivate high-calibre and structure of executive rewards within the Company. The
executives, whose contribution will ensure that the Company benchmark is regularly reviewed by the RNGC, with the support
achieves its strategic and operational objectives, thereby of an independent consultant, and is based on a peer group
delivering long-term sustainable returns for all shareholders and which comprises:
other stakeholders in a manner consistent with the Company’s –– global companies in the Company’s main markets (France,
identity, mission and corporate values. Germany, UK, Spain and US), excluding financial institutions;
and
The Board of Directors and the RNGC are committed to making –– companies operating in the same industries as the Company
sure that the executive remuneration structure (i) is transparent worldwide.
and comprehensive for all stakeholders; (ii) is consistent and
aligned with the interests of long-term shareholders, also taking

The elements of the Total Direct Compensation are described below:
Remuneration Element Main Drivers Performance Measures Target and Maximum

1/3 of Total Direct Compensation
Base Salary Reflects market value
Not applicable (when performance achievement
(in €) of position.
is 100% of target).
Collective (50% of VR): divided

between EBIT(1) (40%);
Rewards annual
Free Cash Flow(2) (40%) The VR is targeted at 100%
performance based
Variable and Sustainability (20%). of Base Salary for the CEO and
on achievement of
Remuneration depending on the performance assessment,
Company performance
(in €) Individual (50% of VR): ranges from 0% to 200% of target.
measures and individual
Achievement of annual individual The VR is capped at 200% of Base Salary.
objectives.
objectives, divided between
Outcomes and Behaviour.
The original allocation to the CEO

is capped at 100% of Base Salary
Rewards long-term at the time of grant. Vesting capped at 150%
Vesting, subject to performance
commitment and of initial grant (in number of Performance
over a three-year period.
04
Company performance, Shares and/or Units).
In principle, no vesting
and engagement based
LTIP if cumulative EBIT is negative. In addition, for the vesting
on financial targets
(in Units and/or Shares) If cumulative EBIT is positive, of Performance Units:
aligned with long-term
objectives subject to
vesting from 50% to 150%
of grant based on EPS (75%)
-- overall pay-out is capped at 250% of the
cumulative performance original value at the date of grant;
over a three-year period.
and Free Cash Flow (25%). -- the value that could result from share
price increases is capped at 200% of the
reference share price at the date of grant.
(1) The Company continues to use the term EBIT (earnings before interest and taxes). It is identical to Profit before finance cost and income taxes as defined by IFRS Rules.
(2) Airbus defines the alternative performance measure FCF as the sum of (i) cash provided by operating activities and (ii) cash used for investing activities, less (iii) change of
securities, (iv) contribution to plan assets for pension schemes, (v) realised treasury swaps and (vi) bank activities. It is a key indicator which allows the Company to measure the
amount of Cash Flow generated from operations after cash used in investing activities.
The following graphic depicts three relevant scenarios for the outcome of the Total Direct Compensation:
Below Threshold
Target
Maximum
0 1 2 3 4 5 6 7 8
Base Salary Variable Remuneration (VR) LTI paid in cash and/or shares
Indications assume a Base Salary of EUR 1.485 million.
“Below Threshold” includes annual Base Salary; VR at 0%; LTIP not vesting.
“Target” includes Base Salary, VR at target and LTIP grant face value in cash and/or in shares.
“Maximum” includes Base Salary; maximum VR value (200% of VR at target); maximum LTIP cash grant projected at vesting date (250%
of grant value); maximum performance applicable to the number of shares granted (150%). The final value of Performance Shares
depends on the share price development which is not capped. Illustrative table for a theoretical grant of 50% Shares / 50% Units.
c) Base Salary
The CEO’s Base Salary is determined by the Board of Directors, taking into account the peer group analysis mentioned above.

d) Annual Variable Remuneration

The Variable Remuneration is a cash payment that is paid following the end of each financial year, depending on the achievement
of specific and challenging performance targets as determined at the beginning of each financial year. The level of the CEO’s
variable remuneration is targeted at 100% of the Base Salary; it is capped at a maximum level of 200% of the Base Salary. The
entire Variable Remuneration is at-risk, and therefore if performance targets are not achieved as per the defined objectives agreed
by the Board of Directors, it may mean that no variable remuneration is paid at all.
The performance measures that are considered when awarding the variable remuneration to the CEO are split between common
collective performance measures and individual performance measures.
Common Collective Component

The common collective component is based on earnings before interest and taxes (“EBIT”) (40%), Free Cash Flow (40%) and
sustainability (20%) objectives (the “Common Collective Component”). At the beginning of each year, the Board of Directors sets
the targets for these key value drivers at Company and Division levels. The common collective targets relate closely to internal
planning and to guidance given to the capital markets (although there may be variations from these). The key value drivers that
form the sustainability component will be determined by the Board of Directors and disclosed in the implementation section of
the Company’s remuneration report for the relevant financial year. They can be related to matters such as health & safety, climate
and/or people.
To calculate the common collective annual achievement levels, actual EBIT, Free Cash Flow and sustainability performance are
compared against the targets that were set for the year. This comparison forms the basis for computing achievement levels,
noting that the actual EBIT, Free Cash Flow levels are occasionally normalised for a limited number of factors which are outside
management’s control (such as certain foreign exchange impacts or unplanned merger and acquisition activities). The RNGC’s
intention is to ensure ambitious financial and sustainability targets, and to incentivise the CEO’s commitment to meeting these targets.
The graphic below illustrates the Common Collective Component, how it is measured and what the key value drivers are:
FCF (Free Cash Flow) EBIT (Earnings before Interest & Tax)
Annual, M€ (40%) Annual, M€ (40%)
Measures cash generation Measures operational profitability
Driven by cash provided by/used for operating Driven by revenues and operating
and investment activities expenses
Airbus
Executives
common
collective
financial
targets
Sustainability
Annual, % (20%)
Criteria giving effect to the Sustainability

component could be related to health & safety,
climate and/or people
Individual Component
The individual element (“Individual Component”) focuses on outcomes and behaviour (as defined below). Individual performance
is assessed in these two important dimensions, which both contribute to the Company’s remuneration philosophy. Among other
matters, corporate social responsibility and the Company’s corporate values are considered as part of this assessment:
–– Outcomes encompass various aspects of what the CEO can do to contribute to the success of the business: specific business
results he achieves, projects he drives and processes he improves. The individual targets of the CEO are comprehensive and
shared with all employees via the Top Company Objectives.
–– Behaviour refers to the way results have been achieved, which is also critical for long-term success: how the CEO and the
Board of Directors work as a team, how the CEO leads the Executive Committee, quality of communication, encouragement of
innovation, etc. A specific part of the behaviour assessment relates to ethics, compliance, quality and other sustainability matters.
The performance of the Individual Component is measured by the RNGC for the CEO and for all the other members of the Executive
Committee.

The RNGC discusses the level of achievement of every single target and derives a combined target achievement level for the
outcomes. The behavioural part of the Individual Component is also discussed by the RNGC and constitutes an adjustment
factor for the target achievement of the outcomes. Finally, the RNGC proposes to the Board of Directors the compound Individual
Component of the CEO target achievement made up from the outcomes and behavioural achievements.
e) Long-Term Incentive Plan

The CEO participates in the Company’s LTIP in order to increase the alignment with shareholders’ interests. The LTIP allows the
award of Performance Units (“Performance Units” or “Units”) and/or Performance Shares (“Performance Shares” or “Shares”).
The value of the CEO’s LTIP allocation is capped at 100% of the Base Salary at the date of grant and subject to performance
conditions. The achievement of the performance criteria is assessed by the RNGC after a three-year period, based on relevant
financial criteria during this period of three years with stringent targets set in advance and agreed by the Board of Directors at the
recommendation of the RNGC.
At the end of this three-year period, the grant is subject to a performance calculation to determine whether and to what extent
it should vest. Depending on this calculation (i) Performance Units will vest in two tranches, the payment of which takes place
approximately six and 18 months following the end of the performance period and (ii) Performance Shares will vest in one tranche,
approximately six months following the end of the performance period. This is depicted in the graphic below:
GRANT DATE
Face value at grant date
Performance calculation
determines the number of Units 04
Allocation policy and Shares that may vest
Y Y+1 Y+2 Y+3 Y+4 Y+5
Performance period 3 years

Vesting in CASH X X
Vesting in SHARES X
The level of vesting of Performance Shares and Units is subject to the following performance measures:
–– 0-50% of the allocation: In principle, this element of the Performance Unit / Share award will not vest if the Company reports
negative cumulated EBIT results. Nonetheless, in case the Company’s EBIT results are impacted by exceptional and unpredictable
circumstances, the Board of Directors, upon recommendation of the RNGC, may decide that a maximum portion of 50% of the
allocation will vest;
–– 50-150% of the allocation: This element of the Performance Unit / Shares vests based on the two following performance criteria:
average earnings per share (75%) (“Earnings per Share” or “EPS”) and cumulative Free Cash Flow (25%).
Earnings per Share (75%) Free Cash Flow (25%)

Average over 3 years, € Cumulated over 3 years, M€
Measures profitability Measures cash generation

Driven by net income and number of shares Driven by cash provided by/used
for operating and investment activities
The vesting of Performance Units and Shares is subject to the following maximum cap:
–– the maximum level of vesting is 150% of the number of Units/Shares granted.
The vesting of Performance Units is subject to the following maximum caps:
–– the value that could result from share price increases is capped at 200% of the reference share price at the date of grant; and
–– the overall pay-out is capped at 250% of the value at the date of grant.
Performance Units and Performance Shares that vest in accordance with the terms and conditions applicable to them are settled
without further action being required by the beneficiary.
For each payment in cash, one Unit is equal to the value of one Airbus SE share at the time of vesting. The Airbus SE share value
is the average of the opening share price, on the Paris Stock Exchange, during the 20 trading days preceding and including the
respective vesting dates.

f) Share Ownership Guideline item k) below) assessed by the Board of Directors have been
fulfilled. If the CEO’s appointment as member of the Board of
The Board of Directors has established a share ownership
Directors terminates within a period of 12 months or less prior to
guideline pursuant to which the CEO is expected to acquire
his retirement date, the termination indemnity will be limited by
Airbus SE shares with a value equal to 200% of the Base Salary
pro-rating its amount. This will not apply if the CEO’s mandate
and to hold them throughout his or her tenure.
is terminated for cause (misconduct), in case of resignation or
termination on or after his retirement date.
g) Benefits
The benefits offered to the CEO are similar to the benefits granted The CEO’s appointment terms and conditions include a non-
to other executives of the Company and comprise, among other compete clause, which applies for a maximum of one year. The
matters, medical, death and disability coverage (both through compensation under the non-compete clause is equal to 50%
a social security system or a company plan, depending on the of the last total annual remuneration (defined as Base Salary
contractual agreement with the CEO), a company car and usual and VR most recently paid), subject to applicable local legal
facilities. requirements if any and paid in monthly instalments.
Unless the law provides otherwise, the costs and expenses of Past LTIP awards may be maintained, in such cases as retirement
the CEO are covered, including reasonable costs of defending or if a mandate is not renewed by the Company for a reason other
claims, under the conditions set forth in the insurance policy than cause (misconduct). The vesting of past LTIP awards follows
subscribed by the Company. Under circumstances excluded by the rules and regulations of the LTIP including performance
the insurance policy, such as an act or failure to act by the CEO conditions and is not accelerated in any case. LTIP awards are
that can be characterised as intentional, intentionally reckless, or forfeited for executives who leave the Company at their own
seriously culpable, there will be no entitlement to any coverage. initiative, but this is subject to review by the Board of Directors.
The term of the CEO’s appointment is linked to his or her mandate
h) Retirement as a member of the Board of Directors. The termination of the
The CEO is entitled to retirement benefits through mandatory CEO’s appointment may be subject to a notice period of six
applicable state and collective pension plans. months, except if the CEO’s appointment is terminated for cause
(misconduct), in which case the CEO’s appointment may be
The CEO participates also in a Company pension contributions terminated immediately, or in case of non-renewal of the CEO’s
based plan. This plan consists of an annual pension contribution mandate by the general meeting.
of 20% of the annual pensionable remuneration (as described
in paragraph 4.2.1.3 item h) below) subject to applicable local
practices (if any). 4.2.1.2 Non-Executive Remuneration –
Applicable to Non-Executive
i) Clawback Directors
In accordance with Dutch law, the Board of Directors may
The Company’s Remuneration Policy with regard to Non-
adjust a “bonus” (as defined under Dutch law, including short-
Executive Directors aims at ensuring fair compensation
term remuneration and awards under the Long-Term Incentive
and protecting the independence of the Board’s Members.
Plan subject to performance criteria) awarded to the CEO to
Their remuneration should be commensurate to the time spent
a suitable level, if payment or satisfaction of that bonus would
and the responsibilities of their role on the Board of Directors.
be unacceptable under the standards of reasonableness and
fairness. Also, the Company may reclaim a bonus already paid,
in whole or in part subject to applicable local legal requirements, Fees and Entitlements
if any, to the extent that such payment was made on the basis of Non-Executive Directors are entitled to the following remuneration
incorrect information regarding the achievement of the targets, components:
objectives and/or conditions underlying the bonus or regarding –– a base fee for membership or chair of the Board of Directors;
the circumstances on which the bonus was dependent. The –– a Committee fee for membership or chair on each of the
Non-Executive Directors, or a special representative designated Board’s Committees;
by the general meeting, may demand such repayment on the –– an attendance fee for the attendance of Board meetings
Company’s behalf. (subject to such conditions as may be imposed by the Board
Any such adjustment or clawback will be reported in the notes of Directors at the recommendation of the RNGC); and
of the relevant Financial Statements of the Company. –– an attendance fee for the attendance of Committee meetings
if and when such Committees would have more than four
Committee meetings per year (whether these meetings are
j) Loans held physically or by phone).
The Company does not provide loans or advances to the CEO.
Each of these fees is a fixed amount that is determined by the
Board of Directors from time to time, at the recommendation
k) Severance of the RNGC.
In case of termination of the CEO’s duties at the initiative of the
Board of Directors, the CEO shall be entitled to an indemnity Committee chairmanship and Committee membership fees are
equal to one (1) time the last Total Annual Remuneration cumulative if the concerned Non-Executive Director belongs to
(defined as Base Salary and VR most recently paid) subject two different Committees. Fees are paid twice a year at the end
to applicable local legal requirements if any, and provided that of each semester (as close as possible to the Board meeting
the performance conditions (as described in paragraph 4.4.3 dates).

Non-Executive Directors do not receive any performance or The Company does not provide loans or advances to the Non-
equity- related compensation, and do not accrue pension rights Executive Directors.
with the Company in the frame of their mandate, except what they
Unless the law provides otherwise, the Non-Executive Directors
would receive in the frame of a current or past executive mandate.
shall be reimbursed by the Company for various costs and
These measures are designed to ensure the independence of
expenses, including reasonable costs of defending claims.
Board Members and strengthen the overall effectiveness of the
Under certain circumstances, such as an act or failure to act
Company’s corporate governance.
by a Member of the Board of Directors that can be characterised
The Company does not encourage Non-Executive Directors to as intentional, intentionally reckless, or seriously culpable, there
purchase Airbus SE shares. will be no entitlement to this reimbursement.
4.2.1.3 Implementation of the Remuneration Policy in 2022: CEO

This paragraph 4.2.1.3 describes how the Remuneration Policy was implemented in 2022 with respect to the CEO (Mr Guillaume
Faury). As a reminder, the AGM held in 2020 approved the Remuneration Policy through resolution five with a very high level of support.
In line with the Remuneration Policy and the expectation of the RNGC and the Board of Directors, the philosophy of the remuneration
policy aims to provide remuneration that will attract, retain and motivate high-calibre executive, while taking into account best
practices as well as employee and shareholder considerations. It should help to ensure that the Company achieves its strategic
and operational objectives, thereby delivering sustainable returns for all shareholders and other stakeholders in a manner consistent
with the Company’s identity, mission and corporate values. 04
a) Benchmarking
The latest benchmark was performed in July 2021 at RNGC and Board of Directors request.
To consider the Company operations and employees’ breakdown by geographic areas, the relevant peer group from this last
benchmark, based on Willis Towers Watson database, was composed of 55 companies(1) selected from CAC40 in France, DAX 40
(formerly DAX 30) in Germany, FTSE 100 in the UK, IBEX 35 in Spain and DJ 30 in the US having comparable economic indicators
such as revenues, number of employees and market capitalisation and providing perspective on compensation practices from
direct or indirect competitors.
In particular, US companies were included in this peer group since Airbus has direct competitors in this country and since Airbus
has senior executives in the US where it competes to recruit talents. However, and considering the very unique US pay practices
and as Airbus executives are mainly based in Europe, US companies were solely weighted at 10% over all countries. The data was
compounded using the following weighting: France 30% Germany 30%, Spain 15%, the United Kingdom 15% and the USA 10%.
Financial institutions were excluded from the peer group.
Based on the benchmark run by this independent third party, the Board of Directors, upon recommendation of the RNGC decided
to increase by 10% the Total Direct Compensation (TDC) (Base Salary + Variable Remuneration + LTIP) of the CEO applicable from
1 January 2022.
(1) France: Total, Sanofi, Safran SA, Air Liquide, Stellantis, Danone, Schneider Electric, Saint-Gobain, Vinci, Engie, Thales, Dassault systèmes
Germany: Bayer, Volkswagen, Daimler, BASF, Deutsche Telekom, Siemens, BMW, Continental, E.ON, Henkel, Deutsche Post, SAP
Spain: Iberdrola, Endesa, Siemens Gamesa, Santander, Telefónica, Naturgy, Repsol, Banco Bilbao, Inditex, Ferrovial SA
UK: Shell, BP, BAT, GSK, Rio Tinto, Vodafone, Bae Systems, Rolls Royce, Diageo, Unilever, Tesco
US: Boeing, Lockheed, Raytheon, General Dynamics, Northrop Grumman, GE, Caterpillar, 3M, IMB, Fedex

This decision has been taken after due consideration of the outcome of the benchmark and the successful leadership of the CEO
during his ﬁrst term of office as CEO.
With this increase,
–– the Total Target Cash (TTC) (Base Salary + Variable Remuneration) of the CEO (€ 2,970,000) is closer to the median market range
of the peer group (i.e. € 3,000,000);
–– however his Total Direct Compensation (TDC) remains by around 28% below the median level of the peer group (i.e. € 4,455,000
for the CEO compared to € 6,200,000 for the peer group in 2022).
€ 7,000,000
€ 6,000,000
€ 5,000,000
€ 4,000,000
€ 3,000,000
€ 2,000,000
€ 3,000,000
€ 2,970,000
€ 6,200,000
€ 4,455,000
€ 1,000,000
€0
Total Target Cash Total Direct Compensation
(TTC) (TDC)
Median market of the peer group 2022 CEO remuneration
In addition to external benchmark, the RNGC also considers the remuneration of employees through the review of the evolution
of the pay-ratio (see 4.2.1.3 item (j)).
b) Base Salary
The 2022 CEO Base Salary level on a full year basis increased by 10% in the context of his renewal as per the Board of Directors’
decision, compared to 2021 and amounts to € 1,485,000 (still below the Base Salary of the former CEO: € 1,500,000 in 2019).
c) Annual Variable Remuneration

As stipulated in the Company’s Remuneration Policy, the CEO’s VR is targeted at 100% of the Base Salary and capped at 200%
of the Base Salary. It is subject to the fulfilment of collective and individual performance targets.
For 2022, the VR of the CEO amounts to an aggregate of € 2,041,875 composed of € 1,113,750 (55%) for the Common Collective
Component and € 928,125 (45%) for the Individual Component.
Common Collective
Component:
Variable € 1,113,750
Individual part: Remuneration Achievement:
€ 928,125 of CEO in 2022: 150%
Achievement: € 2,041,875
125%

Performance Achievement – Common Collective Component

According to the policy applicable for the financial year 2022, the Common Collective Component for the Company consolidated
achievement have been assessed at 150% by the RNGC and the Board of Directors in February 2023 against the target letters
validated at the beginning of 2022 and that include detailed vesting scales for each criteria(1). It is based on an achievement of 121%
of target EBIT, 161% of target Free Cash Flow, and 186% of target sustainability (which is based on achievement of 171% of target
reduction of CO2 emissions and 200% of target reduction of FR1).
These criteria and their assessment apply to all executives having a Common Collective Component in their variable remuneration
and since 2022 it has been extended to all Senior Managers. Therefore, circa 4,500 employees receive a collective bonus based
on the achievements mentioned above.
EBIT
Financial 121%
40%
80%
FCF
40%
161%
= 150%
CO2
171%
Sustainability 10%
20% FR1
10%
200% 04
Minimum Maximum
Achievement Achievement
0% 200%
High level of achievement for EBIT and Free Cash Flow was driven by Airbus Commercial and Airbus Helicopters partially offset by
Airbus Defence & Space. Normalisations were made to exclude exceptional financial impacts such as currency exchange differences.
Sustainability targets are measured by two criteria: the rolling lost time injury frequency rate (“FR1”) which is the monthly number of
lost time injuries per million worked hours averaged over 12 months and the reduction in CO2 emissions (“CO2e”), each weighted
for 10% of the Common Collective Performance.
–– In 2022, the rolling FR1 decreased by more than 30% in Airbus Commercial and by more than 20% in both Airbus Helicopters
and Airbus Defence and Space, leading to a consolidated achievement of 200%. For further details, see section 1.2.9 Health
and Safety.
–– In 2022, the CO2e decreased by 8.5% (reduction of circa 63ktons), which is above the targeted reduction of 5%, leading to an
achievement of 171%. For further details, “– Information on the Company’s Activities – 1.2.2 Climate Change”.
For 2023, the Board of Directors decided to maintain the sustainability component as follows: FR1 for 50% and CO2 avoidance
for 50%. The targets for 2023 are:
–– a reduction of the rolling FR1 by 15% in Airbus Commercial and Airbus Helicopters (the rolling FR1 in these two Divisions at the
end of 2022 being still above 1) and by 10% in Airbus Defence and Space (the rolling FR1 for this Division at the end of 2022
being below 1) versus the actual 2022 rolling FR1;
–– annual targets are set in line with the Company’s 2030 roadmap; they refer to a material sub-scope of its operations on which
the Company can have a more direct control and influence. The CO2e for 2023 was set in absolute value at 687ktons, which
represents a reduction of -0.9% vs. 2022 for a scope extended to another four sites. For further details, “– Information on the
Company’s Activities – 1.2.2 Climate Change”.
(1) While the Company is paying all due attention to investors’ feedback, for sensitivity reasons specific information on vesting scale (threshold, target, maximum) is not
disclosed.

Performance Achievement – Individual Component

The Individual Component in 2022 results from an achievement level of 125%, assessed by the RNGC and approved by the Board
of Directors in February 2023 on the basis of achievement demonstrated on different criteria defined at the beginning of 2022, as
summarised in the table below:
OBJECTIVE TARGET Weight (%) Ach. (%)

I. Outcomes element
-- Customer
-- Industrial performance
Top Company Objectives -- Financial performance 30% 90%
-- People
-- Sustainability
-- Enable the future
1 – Perform again 10% 90%
2 – Commercial aviation market position consolidation 10% 180%
Individual ojectives
3 – Secure and deliver key defence programmes 60% 10% 90%
(see next pages)
4–E
nvironment, Social and Governance, and Ethics and Compliance 20% 180%
5 – Deliver key 2022 strategic milestones 10% 130%
II. Behaviour element
Personal Focus Personal Development and Leadership Team Development 10% 130%
Performance achievement – Individual Component 125%
The Individual component has been assessed according to three sets of complementary objectives:
–– Top Company Objectives Assessment – accounting for 30% of the total Individual Component, shared with all company executives
to promote collective alignment;
–– CEO Individual Objectives – accounting for 60% of the total Individual Component;
–– CEO Behavioural Ojectives – accounting for 10% of the total Individual Component.
I. Outcomes element
A. 2022 Top Company Objectives
They have been defined and are structured around six clusters:
–– Customer;
–– Operational Performance;
–– Financial Performance;
–– People;
–– Sustainability;
–– Enable the Future.
A series of KPIs and associated targets have been set at the beginning of the year, for each of the clusters.
Each of the KPIs has been measured and compared to the relevant target, leading to a global measurement of the TCOs achievement
at 90% of the targets, as per details shown in the table “summary CEO achievement – Individual Component” at the beginning of
this chapter.
B. CEO Individual Objectives

In line with the TCOs, Individual Objectives have been set up specifically for the CEO.
They are structured around five priorities, detailed below.
Each of the priorities has been assessed by the RNGC, as per the details shown in the table “summary CEO achievement – Individual
Component”.
The main and most noticeable factors for each of the five priorities determining the achievement level of CEO Individual Objectives
include, but are not limited to:
1. Perform again
Despite a challenging supply chain context, with notable disruption on engines and electronic components, aircraft deliveries
increased, reaching 661 at the end of 2022 compared to 611 in 2021. However, this falls short of the initial 2022 delivery guidance.
The industrial setup reshaping was pursued, with progress on the restructuring of the Aerostructures business (Airbus Atlantic,
Airbus Aerostructures GmbH, Premium Aerotec Industries) as well as on making all Final Assembly Lines A321-capable (Tianjin
and Toulouse in addition to Hamburg and Mobile).

2. Commercial aviation market position consolidation

Progress was made on all major aircraft developments, notably on A321XLR, which made its first test flight and achieved concrete
steps towards certification and eventual entry into service. The development of the A350 Freighter also advanced, while also
confirming its market potential through new orders.
A strong overall order intake was secured (more than 1000 commercial aircraft gross orders), further consolidating the company
position as market leader for the fourth consecutive year. Good progress was also made on further developing customer relationships,
paving the way for future landmark orders, such as the one recently concluded with Air India.
3. Secure and deliver key defence programmes

Important strategic European military programmes have been secured:
–– FCAS Phase 1B negotiation was successfully completed resulting in contract signature in December 2022.
–– EuroDrone, Tiger MkIII as well as HIL for the French Armed Forces have been secured in 2022.
However, the overall performance of the Defence and Space Division remained below expectations, notably impacted by inflation
on long-term contracts such as the A400M programme.
4. Environment, Social and Governance (ESG) and Ethics & Compliance
04
ESG and Ethics & Compliance have been established as a strategic building block, actively engaging with the Company’s wide
stakeholders base:
–– notable steps have been made on the ZEROe aircraft programme, which aims to develop the first zero emission commercial
aircraft entering the market by 2035. In particular, the progress in terms of technology readiness level and industrial capabilities
can be highlighted, such as through the development of the ZEROe Emissions Development facilities;
–– developments were driven on SAF with the notable example of the establishment of a joint fund with Qantas;
–– very good progress has also been made on employee diversity, notably in terms of executives’ gender diversity hiring and
promotions;
–– progress has been made on integrating defence within the wider ESG framework. Positive feedback was received after the 2022
Capital Market Day, and increased alignment with the wider private and public stakeholder base;
–– positive feedback was received from the AFA following the audits, and significant progress was made in anchoring Compliance
as a key pillar of the Company’s culture. The Deferred Prosecution Agreements have now expired and formal closure by the
authorities is pending in line with the procedural requirements of each country.
5. Deliver the key 2022 strategic milestones

DDMS programme and digital transformation have progressed as planned.
The Company has recently set its first near-term science-based targets to reduce emissions on all scopes, in line with a 1.5°C
temperature pathway for its Scope 1 & 2 emissions, which were submitted to SBTi in June 2022 and validated in January 2023.
At the ICAO Assembly in October 2022, the member states agreed on a collective Long-Term Aspirational Goal (LTAG) for international
civil aviation operations of net zero carbon emissions by 2050, in support of the Paris’ Agreement’s temperature goal. The Company
has actively supported this outcome, which will prove pivotal in driving the overall industry towards a net zero emissions future.
The Company signed several strategic partnerships to accelerate the decarbonisation roadmap (e.g. DACC 1PointFive, Neste,
Renault).
II. Behaviour element

The “behaviour element” accounts for 10% of the total Individual Component and has been assessed around two axes:
–– Personal Development;
–– Leadership Team Development.
Each of the priorities has been assessed by the RNGC leading to a global achievement of 130% for the Behavioural Objectives, as
per details shown in the table “summary CEO achievement – Individual Component”.
Personal Development and Leadership Team Development

The CEO has gained strong recognition from his peers and the wider public, further reinforcing the Company leadership and
brand value. This contributes to putting Airbus in an even stronger position to drive change within the industry and attract talents.
Following the changes made in 2021, further development of the top management team was implemented, especially with a strong
focus on preparing the future generation and on promoting diversity, both in terms of gender and international profiles.
III. CEO priorities

For 2023, the CEO priorities revolve around operational performance, market position in commercial aviation, major European
defence programmes, ESG topics, digital and decarbonisation roadmap, leadership team development and portfolio management.

d) Long-Term Incentive Plan

2022 Grant
In 2022, under the Company’s LTIP, the Board decided to grant only Performance Shares, and no Performance Units. This applies
to the CEO as well as to all beneficiaries of LTIP. The value of the Performance Share award has been capped at 100% of the
Base Salary, in line with the current Remuneration Policy as validated by the AGM 2020, which then represents one third of the
CEO’s target Total Direct Compensation. The table below gives an overview of the Performance Shares granted to the CEO in
2022 pursuant to the LTIP:
SHARE PLAN: NUMBER OF PERFORMANCE SHARES
Granted in 2022 Vesting dates

Guillaume Faury 14,115 Vesting schedule is made up of one tranche expected in May 2026
The grants in 2022 were performed in compliance with the performance measures (average EPS (75%) and cumulative FCF (25%))
described in paragraph 4.2.1.1 item e). As per the current Remuneration Policy, the Performance Shares granted in 2021 will vest
in one tranche in May 2026.
Vesting Values in 2022

In 2022, the CEO received both cash payments and vested shares in connection with the vesting of 2017 and 2018 LTIP awards:
–– Cash: the total cash payment to the CEO amounted to € 226,388 in 2022.
–– Shares: in connection with the 2018 LTIP award, the CEO received 2,104 vested shares on 12 May 2022.
LTIP overview: granting and vesting

Units with
Date of Grant Share price Value at Performance performance Dates of Share value at
grants Type Number at grant grant date achievement achievement vesting vesting dates(*)
1st vesting
5 May 2021
2 vestings in € 100.25
2017 Unit 4,404 € 73.81 € 325,059 50% 2,202
2021 – 2022 2nd vesting
12 May 2022
€ 105.15
1 vesting in 5 May 2021

2017 Share 4,404 € 73.81 € 325,059 50% 2,202 € 97.58
2021
1st vesting
2 vestings in 12 May 2022
2018 Unit 4,208 € 106.94 € 450,004 50% 2,104
2022 – 2023 € 105.15
1 vesting in 12 May 2022

2018 Share 4,208 € 106.94 € 450,004 50% 2,104 € 104.4
2022
2 vestings in
2019 Unit 5,530 € 122.06 € 674,992 50% 2,766 Not yet known
2023 – 2024
1 vesting in
2019 Share 5,530 € 122.06 € 674,992 50% 2,765 Not yet known
2023
2 vestings in
2020 Unit 9,920 € 68.04 € 674,957 Not yet known Not yet known Not yet known
2024 – 2025
1 vesting in
2020 Share 9,920 € 68.04 € 674,957 Not yet known Not yet known Not yet known
2024
1 vesting in
2021 Share 12,121 € 111.38 € 1,350,037 Not yet known Not yet known Not yet known
2025
1 vesting in
2022 Share 14,115 € 105.20 € 1,484,898 Not yet known Not yet known Not yet known
2026
Calculations may involve rounding to the nearest unit.

(1) Vesting will occur according to the respective rules and regulations of each plan.
100% of units and shares granted are conditional to the achievement of performance conditions
NOTE: 2017 to 2018 awards were granted to Mr Faury before his appointment as CEO and should vest during his mandate.

Performance Conditions of LTIP 2019:

The performance conditions for LTIP 2019 were determined as follows: if the Company reports a positive cumulative EBIT, a
minimum portion of 50% of the Performance Units / Shares vest. If the Company reports a negative cumulative EBIT resulting
from exceptional circumstances, the Board of Directors can decide at its sole discretion to vest a maximum portion of 50% of the
Performance Units / Shares.
50% to 150% of the allocation would be granted depending on the compounded achievement of the two following performance
criteria:
–– 75% of average EPS (“Ave EPS”): determined on a linear basis depending on three-year Ave EPS for the 2020, 2021 and 2022
fiscal years, with the three-year Ave EPS target for an allocation of 100% equal to € 7.72; and
–– 25% of cumulative FCF (“Cum FCF”): determined on a linear basis depending on three-year Cum FCF for the 2020, 2021 and
2022 fiscal years, with the three-year Cum FCF target for an allocation of 100% equal to € 13,150 million.
Review of Achievement of Performance Conditions:
In February 2023, the Board of Directors noted the achievement of the performance conditions of the 2019 plan, i.e. for the 2020,
2021 and 2022 fiscal years. The three-year average EPS was € 3.10 and the three-year Cum FCF was € 4,320 million.
The cumulative EBIT for the 3-year period is positive, leading, according to the policy, to the vesting of 50% of Performance Shares
and Units. The positive performances of 2021 and 2022 exercises did not mitigate the 2020 exercise strongly impacted by the
sanitary crisis leading to no vesting above 50%.
For reasons of confidentiality, the precise targets set for the average EPS and cumulative Free Cash Flow, even though they have
04
been properly established and validated in a suitable manner, cannot be publicly disclosed as these objectives are considered as
competitive sensitive information. Nonetheless, in the spirit of providing the highest level of transparency to our shareholders and
to adhere to best practices, retrospective information demonstrating the stringency of the targets set by the Board of Directors is
provided for the previous LTIP, as follows:
Compounded For comparison,

Target for Performance performance Resulting average EPS for the
Date of Number a 100% achievement achievement vesting last 3 reported years
grants KPI of units allocation Achieved in percentage in percentage in number at the date of grant
Ave EPS € 6.00 € 1.83 50%
2017 8,808 50% 4,404 € 2.28(1)
Cum FCF € 9,339m € 4,331m 50%
Ave EPS € 6.73 € 2.27 50%
2018 8,416 50% 4,208 € 2.81(2)
Cum FCF € 13,000m € 3,230m 50%
Ave EPS € 7.72 € 3.10 50%

2019 11,060 50% 5,530 € 2.98(3)
Cum FCF € 13,150m € 4,320m 50%
(1) Average EPS of 2016, 2015 and 2014.

Based on the above, the ratio between the fixed part of depending on the number of shares acquired at fair market value
the remuneration of the CEO in 2022 (Base Salary, annual by the employees, with a maximum discount of 50%. The total
contribution to the Company’s defined contribution pension offering was up to 2.2 million shares of Airbus SE, open to all
plan and benefits) and the variable part of the remuneration qualifying employees. Information about the plan can be found
(Variable Remuneration related to 2022 paid-out in 2023 and on the Company’s website.
LTIP vesting in 2022) is 48% / 52% (versus 49% / 51% in 2021).
Under the umbrella of the ESOP 2022, a dedicated UK tax
advantageous Share Incentive Plan (“SIP”) was also deployed
e) Share Ownership in March 2022.
The CEO owned 26,599 Airbus SE shares on 31 December 2022.
The CEO has reached the target of 200% of the Base Salary in Although the CEO was eligible for the plan, he did not participate
2022 thanks to a personal investment plan in Airbus SE shares. in the ESOP 2021 plan leaving more shares for employees in
order to favour the development of employee shareholding.
Please refer to the AFM website www.afm.nl for any further
information related to the transactions of the CEO. g) Benefits
Costs of benefits provided through applicable mandatory
f) Employee Share Ownership Plan (ESOP) collective and social security plans are accounted for among
In March 2022, the Company offered all eligible employees the social charges (please refer to Note 34 to the IFRS Consolidated
opportunity to subscribe to a share matching plan, through Financial Statements for further details). The monetary value of
which the Company matches a certain number of directly other benefits provided to the CEO in 2022 amounts to € 32,734
acquired shares with a grant of matching shares. This ratio varies (vs € 32,479 in 2021).

h) Retirement j) Pay Ratio

Until the end of 2019, the retirement benefit of the CEO accrued The Dutch Code recommends that the Company provides a
through a defined benefit commitment. Following the Board ratio comparing the compensation of the CEO and that of a
of Directors decision approved in the AGM 2020, the accrued “representative reference group” determined by the Company.
pension rights under this commitment have been frozen based
The Company’s pay ratio is calculated by comparing the
on the seniority of the CEO as Executive Committee member
compensation of the CEO with the average compensation of full-
at the end of 2019. A replacement target ratio has therefore
time equivalent permanent employees from France, Germany,
been set at 52% of his Base Salary (i.e. 26% of the sum of his
the UK and Spain for the Company, excluding subsidiaries
Base Salary and his target VR) and will no longer accrue. The
(encompassing around 99,000 employees).
pension rights under this commitment remain unvested until the
retirement date of the CEO. Since 2021, the aggregate compensation over the fiscal year
that is used as a reference amount to calculate the ratio includes
The pension rights arising from the Company’s defined
the gross sum of the Base Salary, annual bonus, profit and
contribution plan (i.e. contribution of 20% of the pensionable
success sharing, overtime, premium for work conditions and
remuneration, which is the Base Salary and the most recently
other premiums, social charges, value of benefits and pension
paid VR) are deducted from the frozen pension rights described
contributions and the face value of LTIP at grant date.
above.
The ratio between the compensation of the CEO (including
The present value of the remaining CEO’s pension obligation
base salary, variable remuneration, social charges, benefits,
related to the frozen defined benefit commitment is estimated
pension contributions and LTIP grant face value) and the average
annually by an independent actuarial firm according to the
compensation of full-time equivalent permanent employees for
international accounting standard IAS 19 as applied by the
the fiscal year to which this report relates is 70 (for 2021: 61 after
Company for post-employment benefits. As of 31 December
restatement) (rounded to the nearest integer).
2022, the defined benefit obligation amounted to € 6,895,263
(€ 9,046,433 in 2021). This obligation has been accrued in the The increase in pay-ratio is mainly due to the increase in the
2021 Consolidated Financial Statements and will be updated collective component of the Annual Variable Remuneration (VR):
annually up to the retirement date of the CEO considering future the collective component related to the VR paid-out in 2021 to
changes on economic assumptions or other factors like salary CEO was impacted by the COVID-19 crisis, while it was not the
increase. case for the payment in 2022 related to the 2021 performance
which was very strong due to quicker than expected post
For the fiscal year 2022, the cost related to the CEO’s pension
COVID-19 recovery.
rights accrued under Company’s plans during the year
represented an expense of € 1,385,222 (versus € 1,138,794 in
2021). k) Severance
No payment has been made to the CEO in 2022 related to
The annual cost of pension rights accrued under applicable
severance or other termination indemnity.
mandatory collective and state pension plans are accounted
for among social charges (please refer to Note 34 to the IFRS Under the current CEO’s appointment terms and conditions,
Consolidated Financial Statements for further details). the payment of an indemnity in case of termination would be
subject to performance conditions. These conditions would be
i) Clawback fulfilled if the collective and individual components of the VR for
the last two financial years preceding the financial year during
The Board of Directors did not apply any clawback in 2022.
which the termination occurs have been assessed by the Board
of Directors at 100% or more.

l) Development of the compensation

The table below provides an overview of the development of the direct cash compensation paid to the CEO during a financial year
composed by the Base Salary plus the VR (as defined below) and of the Employee Compensation (as defined below).
Financial year 2022 2021 2020 2019 2018

I. CEO’s direct cash compensation
Annual Base Salary (in € thousand) 1,485 1,350 1,350 1,392(1) 1,500
VR (in € thousand) (2)
2,241 1,404 1,553 2,318 2,168
Total 3,726 2,754 2,903 3,710 3,668
Annual Variation +35% -5.1% -21.8% +1.1% +7.5%
II. Long Term Incentive Plan (in € thousand)(3) 1,485 1,350 1,350 1,350 -
III. Company Performance
EBIT Adjusted (in € million) 5,627 4,865 1,706 6,946 5,834
Annual Variation +16% +185% -75% +19% +37%
FCF before M&A and customer financing (in € million) 4,680 3,515 (6,935) 3,509 2,912
Annual variation
IV. Employee Compensation (in € thousand)(4)
+33%
79.1
n.a
71.6
-298%
72.0
+21%
75.1
-1%
73.6
04
Annual Variation +10.5% -0.6% -4.1% +2.0% +3.6%
(1) Base salary 2019 relates to the former CEO up to 10 April 2019 and to the current CEO from 10 April 2019.
(2) VR paid during the financial year at stake in relation to the previous financial year. In 2020, the VR paid is related to the former CEO from 1 January 2019 up to 10 April 2019
(based on target) and to the current CEO from 10 April 2019 up to the end of the year 2019. As a reminder, the current CEO decided in 2020 to donate the equivalent to his VR
related to 2019 to non-governmental organisations and humanitarian organisations.
(3) Face value of LTIP granted in the financial year. No LTIP was granted in 2018 to the former CEO due to his future departure.
(4) Average compensation of full-time equivalent permanent employees from France, Germany, the UK and Spain for the Company, excluding subsidiaries, composed by gross sum
of the Base Salary, annual bonus, profit and success sharing, overtime, premium for work conditions and other premiums. For the 2021 financial year, the amount presented has
been adjusted based on final figures. For the 2022 financial year, the amount presented is still an estimate and will be adjusted next year.
The 2022 CEO’s direct cash compensation is roughly the same The annual variation of the Employee compensation between
as in 2019, before the COVID-19 crisis. 2022 and 2021 is mainly due to two factors:
–– the success sharing paid in 2022 was much higher than the
The annual variation (+35%) of the CEO’s direct cash
one paid in 2021 due to the COVID-19 impact,
compensation between 2022 and 2021 is mainly due to the
–– in 2022, an exceptional premium of € 1,500 or £ 1,500 has
increase in the collective component of the Annual Variable
been paid following a decision from the CEO and the Executive
Remuneration (VR): the collective component related to the VR
Committee in order to support our employees facing the high
paid-out in 2021 to the CEO was impacted by the COVID-19
inflation environment.
crisis, while it was not the case for the payment in 2022 related
to the 2021 performance which was very strong due to quicker
than expected post COVID-19 recovery.
4.2.1.4 Implementation of the Remuneration Policy in 2022: Non-Executive Directors

This section describes how the Remuneration Policy was a) Board fees:
implemented in 2022 in respect of the Non-Executive Directors.
–– fixed fee for membership of the Board of Directors (EUR/year):
In line with the Remuneration Policy, the implementation thereof
–– Chair of the Board: 210,000,
with regard to the Non-Executive Directors aims at ensuring fair
–– Member of the Board: 80,000;
compensation and protecting the independence of the Board’s
–– attendance fees (EUR / Board meeting):
Members. Their remuneration should be commensurate to the
–– Chair: 15,000,
time spent and the responsibilities of their role on the Board of
–– Member: 10,000.
Directors.
Attendance fees shall decrease by 50% in case of an attendance
The CEO is the only Member of the Board of Directors who is by phone or a Board meeting held by phone.
not entitled to any Board or Committee fee.
b) Committee fees:
In 2022, Non-Executive Members of the Board of Directors were
entitled to the fees described below. These fees were based on –– fixed fee for membership of a Committee (EUR/year):
the review of the Board remuneration undertaken in 2018 with –– Chair: 30,000,
the support of an independent consultant to align the Board –– Member of a Committee: 20,000;
remuneration with market practice, incentivise attendance and –– attendance fee for membership of a Committee applicable
recognise the strategic role played by the Board of Directors in to chair and members (EUR / additional meeting above four
the Company’s developments. meetings per Committee per year, whether these meetings
were held physically or by phone):

–– physical participation: 3,000 if the Chair or Member is based Note: upon recommendation of the RNGC, the Board of Directors
in Europe and double attendance fee amount, i.e. 6,000 if decided that the Committee fees in relation to the meetings of
the Chair or Member is based outside Europe, the ad hoc Board Committee convened in 2022 to address
–– participation by phone (whether the meeting is held physically some specific strategic topics (see section 4.1.1.2 – Board
or by phone): 1,500. Committees), would be prorated to cover only the period from
July 2022, when the Committee first met, and December 2022.
The remuneration of the Non-Executive Members of the Board of Directors was as follows:
2022 2021
Attendance Attendance
(In €) Fixum(1) Fees(2) Total Fixum(1) Fees(2) Total
Non-Executive Board Members
René Obermann 225,000 135,000 360,000 210,000 90,000 300,000
Victor Chu 100,000 66,000 166,000 100,000 43,000 143,000
Jean-Pierre Clamadieu 140,000 96,500 236,500 130,000 67,500 197,500
Ralph D. Crosby Jr. 100,000 100,000 200,000 100,000 61,000 161,000
Mark Dunkerley(3) 124,420 112,000 236,420 100,000 66,000 166,000
Stephan Gemkow 110,000 98,000 208,000 100,000 63,000 163,000
Catherine Guillouard 140,000 98,000 238,000 130,000 67,500 197,500
Amparo Moraleda 140,000 103,000 243,000 130,000 54,500 184,500
Claudia Nemat 100,000 76,500 176,500 100,000 56,500 156,500
Irene Rummelhoff (4)
72,100 75,000 147,100 N/A N/A N/A
Antony Wood(5) 3,913 10,000 13,913 N/A N/A N/A
Former Non-Executive Board Members
Lord Drayson(6) 33,811 15,000 48,811 120,000 49,500 169,500
Carlos Tavares (7)
22,541 5,000 27,541 80,000 45,000 125,000
Total 1,311,785 990,000 2,301,785 1,300,000 663,500 1,963,500
(1) Fixum includes a base fee for Board membership and the relevant Committee membership as the case may be (Audit Committee, Remuneration, Nomination and Governance
Committee (“RNGC”), Ethics, Compliance and Sustainability Committee (“ECSC”) and/or ad hoc Committee). The fixum for the year 2022 was paid 50% in January 2022 and
50% in July 2022 except in relation to the ad hoc Committee for which the full amount was paid in January 2023. The fixum for the year 2021 was paid 50% in January 2021 and
50% in July 2021.
(2) 2022 attendance fees include the Board attendance fees and the fees in relation to the relevant Committee (Audit Committee, RNGC and ECSC) meetings. The Board
attendance fees related to the first semester 2022 were paid in July 2022, those related to the second semester 2022 were paid in January 2023. The Committees’ attendance
fees related to full year 2022 were paid in January 2023.
(3) Member of the RNGC since 12 April 2022.
(4) Member of the Board of Directors and the ECSC since 12 April 2022.
(5) Member of the Board of Directors since 14 December 2022.
(6) Member of the Board of Directors, the RNGC and the ECSC until 12 April 2022.
(7) Member of the Board of Directors until 12 April 2022.
The total aggregated remuneration (i.e. fixum and attendance attendance and recognise the strategic role played by the Board
fee) of the Non-Executive Members of the Board of Directors of Directors in the Company developments. The applicable
was respectively € 2,154,838 in 2020, € 2,350,176 in 2019 and fixum for Board membership as well as Committee membership
€ 2,010,910 in 2018. and chair remained unchanged since 2007.
For 2022, the applicable fixum for Board chair as well as the The applicable attendance fees for Committee membership
applicable attendance fees for Board Membership and chair remained unchanged since 1 January 2019 following the
remained unchanged since 1 January 2016 (first comprehensive decision made at the 2019 AGM to allocate an attendance
revision since 2007) following the decision made at the 2016 fee above four meetings per Committee per year in order to
AGM to increase the remuneration of the Chair (fixum by take into account Directors’ attendance at a greater number
€ 30,000 and attendance fees by € 5,000) and double (to of Committee meetings when the workload substantially
€ 10,000) the attendance fees of the Non-Executive Board intensifies due to exceptional circumstances.
Members in order to be in line with market practice, incentivise

4.2.1.5 Miscellaneous
Policy for Loans and Guarantees Granted circumstances, such as an act or failure to act by a member of
the Board of Directors that can be characterised as intentional,
The Company’s general policy is not to grant any loan to the
intentionally reckless, or seriously culpable, there will be no
members of the Board of Directors. Unless the law provides
entitlement to this reimbursement. The Company has also
otherwise, the members of the Board of Directors shall be
taken out liability insurance (“D&O” – Directors & Officers) for
reimbursed by the Company for various costs and expenses,
the persons concerned.
like reasonable costs of defending claims. Under certain
4.2.2 Long-Term Incentives Granted to the Chief Executive Officer

See “– 4.3.3 Long-Term Incentive Plans”.
4.2.3 Related Party Transactions

04
Reflecting Article 2:129(6) of the Dutch Civil Code, Article 18.5 of for the year-ended 31 December 2022, “Notes to the IFRS
the Articles of Association provides that “a Director shall not take Consolidated Financial Statements – Note 10: Related party
part in the deliberations or decision-making if he has a direct or transactions” for the year-ended 31 December 2021, “Notes to
indirect personal interest which conflicts with the interests of the the IFRS Consolidated Financial Statements – Note 10: Related
Company and of the enterprise connected with it. If as a result party transactions” for the year-ended 31 December 2020, as
thereof no resolution of the Board of Directors can be adopted, incorporated by reference herein.
the resolution is adopted by the General Meeting”.
For a description of the relationships between the Company
During the years 2020, 2021 and 2022, no agreement was and its principal shareholders, see “– General Description of
entered into by the Company with one of its Directors or principal the Company and its Shareholders – 3.3.2 Relationships with
officers or a shareholder holding more than 5% of the voting Principal Shareholders”. Other than the relationships between
rights of the Company outside the ordinary course of business the Company and its principal shareholders described therein,
and in conditions other than arm’s length conditions. For more there are no potential conflicts of interest between the duties
information, please refer to the “Notes to the IFRS Consolidated to the Company of the Directors and their respective private
Financial Statements – Note 11: Related party transactions” interests or other duties.

4.3 Employee Success Sharing and Incentive Plans

4.3.1 Employee Success Sharing and Incentive Agreements
The Company’s remuneration policy is strongly linked to the Success sharing schemes which are implemented in the
achievement of individual and Company objectives, both for Company in more than 30 countries, including France, Germany,
each Division and for the overall Company. Since 2012, an annual Spain and the UK, follow one set of common rules, ensuring a
Performance and Restricted Unit plan has been established consistent application across the group.
for the senior management of Airbus (see “– 4.3.3 Long-Term
Incentive Plans”), and employees are offered shares at favourable
conditions within the context of an Employee Share Ownership
Plan (see “– 4.3.2 Employee Share Ownership Plans”).
4.3.2 Employee Share Ownership Plans

Enabling employees to participate in the results of the Company According to shareholders’ resolutions adopted at the AGM, the
is a key element in the Airbus benefits policy. Since its creation, powers to issue shares and to set aside preferential subscription
the Company has developed a philosophy based on sharing rights of existing shareholders have been granted to the Board
the added value created by the Company with all employees of Directors at the 2022 AGM. Such powers include the approval
(including the CEO). Therefore, the Company has regularly of ESOP.
offered qualifying employees the opportunity to purchase shares
on favourable terms through the ESOP.
The following table summarises the main terms of the ESOPs conducted over the last three years:
Year Price per share Nominal value per share Number of shares issued Date of issuance
€ 136.00(1) / € 136.60(2) / €1 891,633 4 May 2020
2020 € 90.09(3) €1 84,522 18 November 2020
€ 89.52(1) / € 93.90(2) / €1 1,871,546 18 March 2021
2021 € 114.90(3) €1 62,874 18 October 2021
€ 114.01(1) / € 117.88(2) / €1 2,052,236 17 March 2022
2022 € 99.10(3) €1 68,809 18 October 2022
(1) Shares purchased within context of French group employee savings plan.
(2) Shares purchased directly.
(3) Under the umbrella of the ESOP, a dedicated UK tax advantageous Share Incentive Plan, SIP, was also deployed in 2018, 2019 and 2020.
In 2022 and 2021, the Board of Directors approved a new ESOP 2022 (2021: 17 February 2021), resulting in a price of € 114.01
scheme. Eligible employees were able to purchase a fixed (2021: € 89.52). In 2022, the Company issued and sold 1,296,252
number of previously unissued shares at fair market value (5, 10, ordinary shares (2021: 1,442,645) with a nominal value of € 1.00
15, 30, 60 or 100 shares in 2022; 5, 15, 30, 50 or 100 shares in each. In 2022, the Company issued and distributed 824,793
2021). The Company matched each fixed number of shares with matching ordinary shares (2021: 491,775) with a nominal value
a number of the Company free shares based on a determined of € 1.00 each. Compensation expense (excluding social security
ratio (5, 9, 12, 20, 35 and 55 free shares, respectively in 2022, contributions) of € 82 million (2021: € 49 million) was recognised
versus 4, 7, 10, 13 and 25 free shares, respectively in 2021). in connection with ESOP in 2022.
During a custody period of at least one year, employees are
The Company intends to implement an ESOP in 2023, subject
restricted from selling the shares, but have the right to receive
to approval by the Board of Directors, open to all qualifying
all dividends paid. Employees who directly purchased the
employees (including the CEO). With future ESOP, the Company
Airbus SE shares have, in addition, the ability to vote at the
intends to offer shares to eligible employees through the issuance
Annual Shareholder Meetings. The subscription price was equal
of shares or free distribution of shares or other existing or new
to the closing price at the Paris stock exchange on 16 March
securities giving access to the capital as a matching contribution.
2022 (2021: 17 February 2021) and amounted to € 106.82 (2021:
This plan would aim at favouring the development of employee
€ 93.90). Investing through a mutual fund led to a price which
shareholding.
corresponds to the average price at the Paris stock exchange
during the 20 trading days immediately preceding 16 February

4.3.3 Long-Term Incentive Plans
Since 2016, the Company operates a Performance Units and Performance Shares Plan. Performance Units qualify as a cash-settled
share based payment plan under IFRS 2 and Performance Shares qualify as an equity-settled share-based payment plan under
IFRS 2. Since 2022, the Company operates only a Performance Shares Plan.
The principal characteristics of these Performance Units and Performance Shares as of 31 December 2022 are set out in the “Notes
to the IFRS Consolidated Financial Statements – Note 33: Share-based payment”. They are also summarised in the tables below:
Nineteenth tranche
Date of Board of Directors meeting (grant date) 30 October 2017
Performance Units and Performance Shares plan
Performance Units Performance Shares
Number of units/shares granted (1)
421,638 425,702
Number of units/shares granted through Equity Pool(2) 1,898 1,898
Number of units/shares outstanding
-- Units/shares granted to:
0 0
04
-- Mr Guillaume Faury* 4,404 4,404
-- the ten employees having being granted the highest
number of units/shares during the year 2017
(nineteenth tranche) 53,808 57,872
Total number of eligible beneficiaries 1,601
Vesting dates: The Performance Units and Shares will vest if the participant is still employed by an Airbus company at the respective vesting
dates and upon achievement of mid-term business performance. Vesting schedule is made up of two payments over two years:
--Performance Units: 50% vested in May 2021, and 50% expected in May 2022;
--Performance Shares: 100% vested in May 2021.
Number of vested units/shares 192,010 194,975
(1) Based on 100% target performance achievement. A minimum of 50% of Performance Units will vest; 100% in case of on-target performance achievement; up to a maximum of
150% in case of overachievement of performance criteria. In case of absolute negative results (cumulative EBIT* of Airbus) during the performance period, the Board of Directors
can decide to review the vesting of the Performance Units including the 50% portion which is not subject to performance conditions (additional vesting condition).
(2) Mirroring the respective plan rules and regulations, but granted at a different date based on specific Board of Directors’ resolutions.
* For more information in respect of units and shares granted to the Chief Executive Officer, please refer to the “Notes to the IFRS Consolidated Financial Statements –
Note 34: Remuneration”.

Twentieth tranche
278,376 281,181
Number of units/shares outstanding 64,147 0
Units/shares granted to:
(twentieth tranche) 23,578 26,383
Number of vested units/shares 66,714 132,120
Twenty-first tranche
247,508 247,508
Number of units/shares outstanding 114,075 115,134
(twenty-first tranche) 28,058 28,058
Number of vested units/shares - -

Twenty-second tranche
Number of units/shares granted(1) 420,004 420,004
Number of units/shares granted through Equity Pool (2)
1,224 1,224
Number of units/shares outstanding 401,527 401,527
(twenty-second tranche) 48,610 48,610
--
--
Performance Units: 50% expected in May 2024, and 50% expected in May 2025.
Performance Shares: 100% vested in May 2024. 04
Number of vested units/sjates - -
* For more information in respect of units and shares granted to the Chief Executive Officer, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 34:
Remuneration”.
Twenty-third tranche
Date of Board of Directors meeting (grant date) 15 December 2021
Performance Shares Plan
Number of shares granted(1) 520,870
Number of shares granted through Equity Pool(2) 7,438
Number of shares outstanding 522,932
Shares granted to:
-- Mr Guillaume Faury* 12,121
-- the ten employees having being granted the highest number of shares
during the year 2021 (twenty-third tranche) 61,412
Vesting dates: The Performance Shares will vest if the participant is still employed by an Airbus company at the respective vesting dates
and upon achievement of mid-term business performance. Vesting schedule is expected in May 2025.
Number of vested shares -
(1) Based on 100% target performance achievement. A minimum of 50% of Performance Shares will vest; 100% in case of on-target performance achievement; up to a maximum of
can decide to review the vesting of the Performance Shares including the 50% portion which is not subject to performance conditions (additional vesting condition).
* For more information in respect of shares granted to the Chief Executive Officer, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 34: Remuneration”.

Twenty-fourth tranche
Date of Board of Directors meeting (grant date) 14 December 2022
Performance Shares Plan
Number of shares granted(1) 649,373
Number of shares granted through Equity Pool(2) 1,348
Number of shares outstanding 650,721
Shares granted to:
-- Mr Guillaume Faury* 14,115
-- the ten employees having being granted the highest number of shares
during the year 2022 (twenty-fourth tranche) 63,471
Vesting dates: The Performance Shares will vest if the participant is still employed by an Airbus company at the respective vesting dates
and upon achievement of mid-term business performance. Vesting schedule is expected in May 2026.
Number of vested shares -
(1) Based on 100% target performance achievement. A minimum of 50% of Performance Shares will vest; 100% in case of on-target performance achievement; up to a maximum of
can decide to review the vesting of the Performance Shares including the 50% portion which is not subject to performance conditions (additional vesting condition).
* For more information in respect of shares granted to the Chief Executive Officer, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 34: Remuneration”.
The information in respect of stock options and performance and restricted shares cancelled and exercised during the year are
set out in “Notes to the IFRS Consolidated Financial Statements – Note 33: Share-based payment”.
SHAREHOLDING IN THE COMPANY OF THE MEMBERS OF THE BOARD OF DIRECTORS AT THE END OF 2022
Member of the Board of Directors Shareholding

-- Mr Guillaume Faury 26,599 ordinary shares
-- Mr Jean-Pierre Clamadieu 2,000 ordinary shares
-- Ms. Amparo Moraleda 1,700 ordinary shares
-- Ms. Catherine Guillouard 185 ordinary shares
-- Mr Ralph Dozier Crosby, Jr. 10 ordinary shares
No other Member of the Board of Directors holds shares or other securities in the Company.

04

Chapter

05
General
Information
5.1 Entity Responsible for

the Universal Registration Document256
5.2 Statement of the Entity Responsible for

the Universal Registration Document 256
5.3 Information Policy 256
5.4 Undertakings of the Company Regarding Information 257
5.5 Significant Changes 257
5.6 Statement on Approval 257

5. General Information /
5.1 Entity Responsible for the Universal Registration Document
5.1 Entity Responsible

for the Universal Registration Document
Airbus SE
5.2 Statement of the Entity Responsible

for the Universal Registration Document
The Company declares that the information contained in the document is, to the best of the Company’s knowledge, in accordance
with the facts and contains no omission likely to affect its import.
The legal person responsible for the information in the Universal Registration Document is Airbus SE. The registered office of
Airbus SE is Mendelweg 30, 2333 CS Leiden, The Netherlands.
Airbus SE represented by:
Guillaume Faury
Chief Executive Officer
5.3 Information Policy

–– Contact details for information:
Mrs Helene Le Gorgeu
Head of Investor Relations and Financial Communication, Airbus SE
2 rond-point Émilie Dewoitine
BP 90112
31703 Blagnac France
Telephone: +33 5 82 05 53 01
E-mail: [email protected]
–– Special toll-free hotlines are available to shareholders in France (0 800 01 2001), Germany (00 800 00 02 2002) and Spain
(00 800 00 02 2002). An international number is also available for the rest of the world (+33 800 01 2001).
–– An e-mail box is dedicated to shareholders’ messages:
[email protected]
A website, www.airbus.com, provides a wide range of information on the Company, including the Board of Directors’ report.
Additionally, for the life of this Registration Document, copies of:
–– the Company’s Articles of Association;
–– the Registration Document filed in English with the AFM without prior approval on 23 March 2020;
–– the Registration Document filed in English with the AFM without prior approval on 26 March 2021;
–– the Registration Document filed in English with the AFM without prior approval on 6 April 2022; and
–– the IFRS Consolidated Financial Statements for the years 2020, 2021 and 2022 together with the related independent auditors’
reports, may be inspected at the Company’s registered office at: Airbus SE, Mendelweg 30, 2333 CS Leiden, the Netherlands,
Seat (statutaire zetel) Amsterdam, Tel.: +31 (0)71 5245 600.
The information on the website of the Company has not been scrutinised or approved by the competent authority and does not
form part of the Registration Document unless that information is incorporated by reference into the Registration Document.

5. General Information /
5.4 Undertakings of the Company Regarding Information
5.4 Undertakings of the Company Regarding

Information
Given the fact that the shares of the Company are listed on Euronext Paris, on the regulierter Markt (in the sub-segment Prime
Standard) of the Frankfurt Stock Exchange and on the Madrid, Bilbao, Barcelona and Valencia Stock Exchanges, the Company
is subject to certain laws and regulations applicable in France, Germany and Spain in relation to information, the main ones of
which are summarised in “General Description of the Company and its Share Capital – 3.1.3 Governing Laws and Disclosures”.
5.5 Significant Changes

As of the date of the Universal Registration Document, there has been no significant change in the Company’s financial performance
and there has been no significant change in the Company’s Financial Position since 31 December 2022.
05
5.6 Statement on Approval
This Universal Registration Document has been filed with the AFM on 4 April 2023 in its capacity as competent authority under
the Prospectus Regulation without prior approval pursuant to Article 9 of the Prospectus Regulation. This Universal Registration
Document may be used for the purposes of an offer to the public of securities or admission of securities to trading on a regulated
market if approved by the AFM together with any amendments, if applicable, and a securities note and summary approved in
accordance with the Prospectus Regulation.

Contact Airbus at:
2 rond-point Dewoitine
BP 90112
31703 Blagnac Cedex
France
Airbus SE
Mendelweg 30
2333 CS Leiden
The Netherlands

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Airbus Annual Report

2 Airbus / Universal Registration Document 2022

Airbus / Universal Registration Document 2022 3

1.2 Non-Financial Information 61

1.3 Other Corporate Activities 149

1.4 Recent Developments 157

4 Airbus / Universal Registration Document 2022

2.1 Operating and Financial Review 160 3.4 Dividends 199

2.2 Financial Statements 178

2.3 Statutory Auditor Fees 178 Corporate Governance 203

4.2 Interests of Directors and Principal

Airbus / Universal Registration Document 2022 5

Airbus / Universal Registration Document 2022 7

1. Financial Market Risks

8 Airbus / Universal Registration Document 2022

Airbus / Universal Registration Document 2022 9

Foreign Currency Exposure

Sales Financing Arrangements

10 Airbus / Universal Registration Document 2022

Source of risk Exposure Unexpected Loss Contribution

Airbus / Universal Registration Document 2022 11

12 Airbus / Universal Registration Document 2022

Airbus / Universal Registration Document 2022 13

Cyber Security Risks

Physical Security, Terrorism, Pandemics and Other Catastrophic Events

14 Airbus / Universal Registration Document 2022

Dependence on Key Suppliers and Subcontractors

Industrial System Adaptation

Airbus / Universal Registration Document 2022 15

Technologically Advanced Products and Services

Dependence on Public Spending and on Certain Markets

Availability of Government and Other Sources of Financing

Competition and Market Access

16 Airbus / Universal Registration Document 2022

Major Research and Development Programmes

Airbus / Universal Registration Document 2022 17

Acquisitions, Divestments, Joint Ventures and Strategic Alliances

Public-Private Partnerships and Private Finance Initiatives

18 Airbus / Universal Registration Document 2022

Airbus / Universal Registration Document 2022 19

Anti-Corruption Laws and Regulations

20 Airbus / Universal Registration Document 2022

Export Controls Laws and Regulations

Dependence on Joint Ventures and Minority Holdings

Product Liability and Warranty Claims

Airbus / Universal Registration Document 2022 21

22 Airbus / Universal Registration Document 2022

4. Environment, Human Rights,

Aggressive mitigation - Limiting warming to 1.5°C

Airbus / Universal Registration Document 2022 23

Climate-related risks: Change in climate, weather, environmental conditions, water

Climate scenario / time horizon(s)

24 Airbus / Universal Registration Document 2022

Climate scenario / time horizon(s)

Airbus / Universal Registration Document 2022 25

26 Airbus / Universal Registration Document 2022

Airbus / Universal Registration Document 2022 27

28 Airbus / Universal Registration Document 2022

1.1 Presentation of the Company 30

1.2 Non-Financial Information 61

1.3 Other Corporate Activities 149

1.4 Recent Developments 157

2.1 Operating and Financial Review 160 3.4 Dividends 199

2.2 Financial Statements 178

2.3 Statutory Auditor Fees 178 Corporate Governance 203

1.1 Presentation of the Company 30

1.2 Non-Financial Information 61

1.3 Other Corporate Activities 149

1.4 Recent Developments 157