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1.2	 Non-Financial Information
1.2.1	 The Company’s Approach to Sustainability
Purpose
The Company’s purpose is to pioneer sustainable aerospace 
for a safe and united world. It aims to lead the way in the 
decarbonisation of the aerospace industry, to unite and 
safeguard the citizens of the world, and continually expand 
human knowledge of our universe, from critical events on earth 
to the exploration of space. To this aim, the Company designs, 
manufactures and delivers aerospace products, services and 
solutions to customers on a worldwide scale bringing essential 
value to society and contributing to the UN Sustainable 
Development Goals (“SDGs”) through its core business and 
how it runs it.
First of all, the Company connects. Connections are vital 
to making the world a better place. That’s why the Company 
unites people and organisations across the globe; physically 
with its commercial aircraft and helicopters; and virtually with its 
connectivity solutions, allowing them to connect and understand 
each other.
The Company serves communities. Its satellites and tracking 
systems help make oceans safer with solutions that monitor and 
protect naval routes and maritime assets. Company-built aircraft 
are instrumental in firefighting, in maintaining energy systems and 
public safety. Its helicopters are the workhorses that carry out 
construction and infrastructure projects in hostile or inaccessible 
areas of local communities as they can often be the only tool 
able to transport heavy loads, building materials, supplies, cargo 
and more. Technology solutions from the Company protect many 
critical systems from cyberattacks.
The Company saves lives. When a humanitarian crisis arises, its 
aircraft help transport patients for urgent medical care, and they 
assist in search efforts to find those marooned at sea, stranded 
in the mountains, or isolated in remote regions. Its EO satellites 
are tasked to acquire images of the concerned area. This imagery 
is delivered to relevant authorities, together with archived data, 
to rapidly assess the extent of damage and support rescue 
planning by allowing actions to be prioritised, and identifying if 
roads, bridges and airport runways are still operational.
The Company protects. Its defence products and services help 
countries protect their citizens, values and vital infrastructure. In 
an unstable world, this security is a prerequisite of peace, the rule 
of law, political stability, democracy, environmental sustainability, 
human rights, economic development and prosperity, and 
scientific progress. The Company manufactures helicopters, 
fighter jets and military transport planes that allow nations to 
safeguard their airspace and respond to natural disasters. 
The Company supplies intelligence capabilities as well as 
terrestrial space and cyber security services. It provides secure 
communications to governments and organisations devoted 
to public safety. All help to make the world a safer place. Its 
defence activities contribute to diplomacy, conflict resolution and 
a multilateral approach to international relations. By supplying 
EU and NATO member states with advanced military equipment, 
it strengthens their diplomatic influence and credibility on the 
global stage – and in turn that of international institutions such 
as the UN and NATO, thereby contributing to SDG 16 – Peace, 
Justice and Strong Institutions.
The Company explores. It believes the exploration of our 
universe will enrich life for generations to come. Its space 
technologies and satellite imagery solutions continually expand 
human knowledge of our universe, from the ability to capture 
and analyse data on climate change and critical events on Earth, 
to providing the solutions that enable deep-space exploration. 
For decades, the Company has been at the very heart of space 
exploration. It’s at the forefront of creating the technologies that 
allow mankind to send spacecraft to planets, moons and comets 
both near our sun and millions of kilometres away.
GENERAL
GRI
SDGs
Others
102 General Disclosures
4, 5, 8, 9, 12, 13, 16, 17
Vigilance Plan
Highest governance body(ies) involved
Board of Directors / ECSC
Executive Committee supported by topic-focused Committees
Commitments to external frameworks
UN Global Compact, The Ten Principles, Sustainable Development Goals
Add. ressources
 : this symbol indicates a link  
to an external website
Sustainability on Airbus.com
, Airbus Tax Strategy
Innovation contributing to a more sustainable world on
 Airbus.com
, Earth monitoring 
and understanding
 (e.g. Climate change monitoring
, Application for sustainable agriculture)
‌, 
Example partnership for innovation: ANITI project
, Toulouse University (ANITI)
,  
The Future of Hydrogen by the IEA
,
ATAG Benefits Beyond Borders fact sheet
, ASD Fact Sheet 2021
UN Global Compact

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As a major European defence manufacturer, the Company also 
has significant economic impact across Europe. According to the 
AeroSpace and Defence Industries Association of Europe (ASD) 
the industry supports over 462,000 high-skilled jobs across 
the continent, all contributing to Europe’s economic prosperity 
with € 119 billion in annual revenue, € 45.6 billion of which are 
dedicated to exports.
While the Company contributes to the global economy as a 
whole it also contributes to the economic development of the 
communities it operates in. Full aerospace ecosystems, often 
bringing together academia, research centers and corporations, 
all with high value-added jobs, often develop around the 
Company’s sites such as those in Toulouse or Hamburg. This 
development is accelerated thanks to the Company’s innovation 
ecosystem such as the recently launched Airbus Scale initiative, 
a new innovation unit that brings together corporate innovation, 
start-up engagement and company-building activities. In this 
approach, Airbus Scale will promote and identify internal 
corporate innovation opportunities that can be developed into 
solutions for the external world, bringing them to market and 
attracting external investments that could result in spin-offs. This 
generates value for the Company but also the local communities 
where these new companies will set foot and prosper.
There are many other examples of how, in the process of 
developing its products and services, the Company is stimulating 
innovations and developments across the aerospace ecosystem, 
benefiting society more broadly.
For example, as the Company prepares for its ZEROe aircraft, 
it is stimulating multiple innovations and development around 
the use of hydrogen from low carbon and renewable hydrogen 
production and storage to combustion and propulsion, all 
beneficial beyond aerospace. As an example, by committing to 
a hydrogen-powered aircraft by 2035 the Company is priming 
demand, stimulating low carbon and renewable hydrogen 
production capacity. Currently, less than 0.1% of global dedicated 
hydrogen production comes from water electrolysis according to 
the International Energy Agency (IEA)’s 2019 report The Future 
of Hydrogen. However, this is expected to rapidly change. The 
cost of renewable energies is falling at an unprecedented rate. 
Investment in electrolysers – the “clean” technology used to 
separate hydrogen and oxygen atoms in water – is expected 
to boom worldwide.
Jobs supported by aviation worldwide
11.3 million direct jobs in the industry:
   648,000 at airport operators
   5.5 million in other on-airport jobs
   3.6 million at airlines
   1.3 million in civil aerospace
   237,000 at air navigation service 
   providers
18.1 million jobs supported through 
the aviation industry supply chain
13.5 million jobs through induced beneﬁts 
of industry and employee spending
44.8 million jobs supported in the tourism 
industry
Global contribution to GDP, 2018
(4.1% of world economic activity)
Economic
beneﬁts
  
  
  
87.7 million
$3.5 trillion
Aviation jobs are, on average,
4.3 times more productive than other jobs
4.3x
Worldwide trade by value carried
by air transport, 2018 ($6.5 trillion). 
By volume: 0.5%
35%
If aviation were a country, it would rank 
17th in size by GDP
17th
Additional indirect contributions
The Company’s contribution to a more prosperous and 
sustainable society goes well beyond what it offers directly 
through its products and services.
For example, as one of the most important players in the aviation 
industry, the Company contributes significantly to SDG 8 “Decent 
Work and Economic Growth” as highlighted through the 2020 
ATAG Benefits Beyond Borders – global fact sheet, found on the 
ATAG website (figures reflect pre-COVID-19 situation, a “normal” 
year for air transport):

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Sustainability Commitments
Furthermore, the Company understands that contributing to 
a sustainable society must be achieved not just through what 
it does but also how it does it, aiming at minimising negative 
impact and maximising the positive. In order to give direction and 
focus, in 2020 the Company updated its sustainability strategic 
framework around the below listed four sustainability priority 
commitments that apply across its entire value chain. These 
commitments are in close connection with the UN SDGs and 
contribute more specifically to eight of them.
Across each commitment the Company has set key performance 
indicators (“KPIs”) and targets enabling the Company to 
monitor progress towards these ambitions. These can be 
found in “– 1.2.8 ESG Data Board”, which gathers all reported 
sustainability metrics. They can also be found in the related 
sections of this chapter which is structured around each of the 
four commitments above, completed by two sections which 
cut across all four commitments, “– 1.2.6 Responsible Supply 
Chain” and “– 1.2.7 Community Impact”.
Several sources were essential in deciding on the four 
commitments, including the 2019 materiality assessment, a 
thorough benchmark, an analysis of market and regulatory 
trends, an evaluation of ESG risks in the Company’s risk report, 
a human rights gap analysis and the consideration of the 
Company’s values.
The stakeholder viewpoint was captured via a mix of surveys 
and artificial intelligence (via analysis of reports, legislation and 
media sources). The materiality viewpoint of stakeholders was 
mapped against the actual or potential impact on the Company of 
identified environmental, social and governance (“ESG”) issues, 
in addition to an analysis of which ESG issues the Company has, 
or could have, the most impact on. These were both captured 
via surveys sent to the Company’s executives. Results led to 
the following three-dimensional materiality matrix, fundamental 
in establishing the Company’s four commitments. The intention 
is to launch a new assessment in 2022.
Stakeholder engagement
At a strategic level, the 2019 materiality assessment was a critical exercise in capturing the voice of 12 of the Company’s most 
important stakeholder groups, helping it identify which ESG issues were most material to them, and integrating this into its strategy. 
These key stakeholder groups included:
Customers
NGOs
Authorities
MRO providers
Suppliers
Investors
Governments
Airports
Partners
Employees
Industry Associations
Community at large
The Company’s four Commitments
Material topics
SDGs
Section
#1
Lead the journey towards clean 
aerospace
Environmental impact  
of our operations
Environmental impact  
of our products
1.2.2
#2
Build our business on the foundation  
of safety and quality
Product Safety
Cybersecurity
Health & Safety
1.2.3
#3
Respect human rights and foster 
inclusion
Human Rights
Inclusion & Diversity
Labour Relations
People
1.2.4
#4
Exemplify business integrity
Business Integrity
1.2.5

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Materiality matrix
INCREASING MATERIALITY TO STAKEHOLDERS
INCREASING IMPACT ON AIRBUS
Security (incl. Cyber security)
Stakeholder Engagement
Product Safety
& Quality
Business Culture
& Leadership
Economic
Environment - Products
Technology & Innovation
Environment - Operations
Community Impact
Health & Safety
Responsible
Supply Chains
Responsible employer
y
Bubble size : Impact OF Airbus
Environment
Safety & Quality
Human rights
Business integrity
Other
HIGH
HIGHEST
HIGHER
HIGH
HIGHEST
HIGHER
Source: Datamaran.
Governance
Conscious of the strategic importance of sustainability, the 
Company has defined an adapted governance and organisation 
at the highest level.
Hence, oversight has been established at the Board of 
Directors level with the Ethics, Compliance and Sustainability 
Committee (“ECSC”). For further information about the ECSC, 
see “– Corporate Governance – 4.1 Management and Control”.
The ECSC is responsible for assisting the Board of Directors to 
oversee the Company’s:
–– Culture and commitment to ethical business, integrity and 
sustainability;
–– Ethics & Compliance programme, organisation and framework 
for the effective governance of ethics and compliance, including 
all associated internal policies, procedures and controls; and
–– Sustainability strategy and effective governance to ensure 
that sustainability-related topics are taken into account in the 
Company’s strategy and objectives.
Under the Board Rules, the Board of Directors delegates the day-
to-day management of the Company to the CEO, who, supported 
by the Executive Committee, makes decisions with respect to 
the management of the Company, including sustainability. The 
Executive Committee has the responsibility to provide top level 
expectations and direction while overseeing and validating the 
sustainability strategy. This entails validating sustainability targets 
including those integrated into the Top Company Objectives.
The Executive Committee is supported by several committees or 
boards linked to the Company’s four sustainability commitments:
–– the Environment Executive Steering Committee, the Inclusion 
& Diversity Board as well as the Product Safety Board, all 
chaired by EC members;
–– the Steering Committees of the Human Rights and Sustainable 
Supply Chain Roadmaps, both sponsored by Executive 
Committee members.
Other sustainability topics such as Health & Safety and Business 
Integrity are brought directly to the attention of the Executive 
Committee.

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Ethics, Compliance & Sustainability Committee
Health & Safety, Human Rights, Business Integrity,
Sustainable Supply Chain 
Direct cascading of topics to the Executive Committee
Inclusion & Diversity
Advisory
Board
Product Safety
Board
Environment
Executive
Steering
Committee
Board of Directors
Executive Committee
The Company also believes the integration of sustainability 
criteria in its reward mechanisms is an important enabler 
for accelerating its sustainability ambitions. A sustainability 
component is integrated into the Common Collective Component 
of the CEO’s variable remuneration, accounting for 20% of the 
payout, see “– Corporate Governance – 4.4 Remuneration 
Policy”. This principle also applied to the other members of 
the Executive Committee who do not serve on the Board of 
Directors, and to a large extent to executives employed at the 
Company.
Organisation and policy framework
The Sustainability & Environment team put in place in 
January 2020 at corporate level has continued to develop and 
expand. Its mission continues to be to:
-- Set the ambition level for the four sustainability strategic 
commitments.
-- Identify the levers to achieve this ambition.
-- Enable the business to deliver this ambition across 
the full value chain.
-- Engage employees on sustainability.
-- Provide clarity on ambition and progress to internal 
and external stakeholders.
While the Sustainability & Environment team has a Company-wide 
role to provide direction and check regularly on advancements 
across all sustainability topics, for each of those topics (e.g. 
Health & Safety, Inclusion & Diversity, Human Rights, etc.), there 
are related functions, departments or “roadmaps” (multifunctional 
teams addressing cross functional sustainability topics) driving 
their continuous improvement. These teams are for the most 
part supported by dedicated policies which are referred to in 
the Company’s Code of Conduct, a single reference intended 
to guide daily behaviour and help employees resolve the most 
common ethical and compliance issues that they may encounter. 
The Code of Conduct applies to all employees, officers and 
directors of the Company.
1.2.1.1	 Airbus’ way forward: Vigilance 
Plan
The Company is determined to conduct its business responsibly 
and with integrity. The Company is convinced that promoting 
responsible business conduct within its value chain is key to 
sustainable growth. For the Company’s Vigilance Plan for its 
supply chain, see “– 1.2.6 Responsible Supply Chain”, which 
shall be deemed to be incorporated by reference and form part 
of this plan.
As far as its own operations are concerned, the Company has 
adopted internal policies and management tools to perform 
the assessment, monitoring, mitigation and reporting of risk 
and compliance allegations, which are embedded into the 
Company’s culture and processes.
Enterprise Risk Management & Internal Audit: With regard 
to risk management, sustainability risks and opportunities are 
fully embedded in the Company’s Enterprise Risk Management 
(“ERM”). For further information on ERM, see “– Corporate 
Governance – 4.1.3 Enterprise Risk Management System”. For 
further information on the Company’s risks, see “– Risk Factors”. 
Internal audits are also performed regularly across the Company, 
including on sustainability topics. See “– Corporate Governance 
– 4.1.4 Internal Audit”. External audits are also performed in line 
with certification requirements as detailed in the related material 
topic sections.
Sustainability competencies & employee engagement: 
Awareness-raising, competence development and employee 
engagement are essential to preventing and mitigating 
sustainability risks and maximising opportunities. To this aim, 
the Company offers employees over 400 training opportunities, 
online and in-person, linked to environment, human rights, 
inclusion & diversity, data privacy, cybersecurity, product/
aviation safety, health & safety and ethics & compliance. Training 
courses linked to sustainability topics were integrated into the 
2021 mandatory training list for Company employees. Specific 
information on training is covered in the related material topic 
sections.

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Affiliates: All Company-controlled affiliates are expected to 
deploy similar internal policies by applying the Company’s 
directives. A Company-wide single directive defines rules, 
processes and procedures applicable to the Company’s 
affiliates and their respective boards, directors and officers. Its 
enforcement is supported by the Directors’ training programme 
which, in 2021, was delivered to around 267 people over 18 
full-day digital sessions. The single directive assists the 
Company’s affiliates in effectively fulfilling their responsibilities 
while assuring the Company’s ongoing commitment to high 
standards of corporate governance. It was built on the basis 
of Company-related internal policies including but not limited 
to: the Company’s Code of Conduct, International Framework 
Agreement; Agreement on the European Works Council; Supplier 
Code of Conduct; Health & Safety Policy; Environmental Policy; 
the Company’s Anti-Corruption Policy and related Directives. An 
online self-assessment is completed on an annual basis by the 
controlled affiliates to self-assess their internal controls, including 
how they relate to the environment, health & safety, human 
resources, governance, finance, procurement and compliance 
requirements in order to identify any gaps and define remedial 
action plans as required. Controlled affiliates can update the 
self-assessment on a quarterly basis based on their progression. 
Since 2019, affiliates have also been asked to regularly evaluate 
risks via the Company’s ERM system, as well as to regularly 
monitor them as part of their risk assessment process.
Grievance & whistleblowing mechanism: The Company is 
committed to maintaining a “speak-up” culture by promoting 
an open and trusting dialogue with employees at all levels. All 
employees are encouraged to express their views, defend their 
opinions, and point out unacceptable behaviour – especially 
behaviour that violates the Company’s Code of Conduct. 
Employees can raise concerns to their line manager, their 
human resources business partner, to a Legal & Compliance 
representative, or through the Company’s “OpenLine” hotline 
(www.airbusopenline.com). The OpenLine is anonymous where 
legally permissible and also available to external stakeholders, 
including affiliates and suppliers, and covers all sustainability 
topics. The Company endeavours to ensure that the procedures 
to assess, investigate and manage allegations are well aligned 
throughout the Company. For further information about the 
OpenLine, see “– 1.2.5 Exemplify Business Integrity”.
For further information on the Company’s approach to the 
environment, see “– 1.2.2 Lead the Journey Towards Clean 
Aerospace – Environment”. For further information on the 
Company’s approach to human rights and health and safety, 
see 1.2.4 and 1.2.3 respectively.
A dedicated section also appears at the end of this report 
compiling key information related to the vigilance plan. See 
“– 1.2.9 Deployment of Vigilance Plan (Devoir de Vigilance)”.
1.2.1.2	 Reporting standards
The Company reports against the GRI (Core) standard. A GRI 
index is available in “– 1.2.12 GRI Index”.
TCFD and SASB: Disclosed information is referenced in 
dedicated tables in sections “– 1.2.11 TCFD Correspondence 
Table” and “– 1.2.13 SASBI Correspondence Table” respectively.
1.2.2	 Lead the Journey Towards Clean Aerospace
I.	
Introduction
In line with the Company’s purpose “pioneering sustainable 
aerospace for a safe and united world” and its aim to drive the 
transition of the air transport system towards climate neutrality, 
the Company’s foremost ambition as an aircraft manufacturer 
is to bring the first zero exhaust CO2 emission (“zero emission”) 
commercial aircraft to the market by the middle of the next 
decade and to play a leading role in the decarbonisation of the 
aviation sector. The Company is investing major resources into 
examining and reducing the impact of its products in operation 
together with all actors within the aviation sector.
As a supporter of the Task Force on Climate-related Financial 
Disclosures (“TCFD”), the Company not only tracks and measures 
the environmental impact of its sites, products and services, but 
also works in cooperation with its worldwide supply chain to 
drive more effective environmental management, decarbonise its 
industry and foster circularity by optimising resource utilisation. 
To help the Company reach its vision, it places innovation at the 
core of this effort by investing in research, new technologies 
and sustainable solutions. The Company approach to address 
climate risks and opportunities follows the four pillars of the 
TCFD – governance, strategy, risk management, metrics & 
targets – as reflected in the Company reporting hereafter, and 
in its answers to the CDP questionnaire published on its website. 
The Company maintained its A- CDP rating in 2021.
The Company has identified climate change as its most 
material environmental impact and as such recognises its role 
in contributing to mitigating the global footprint of the sector and 
the importance of aligning and respecting the commitments 
of the Paris Agreement. Climate change may also affect the 
environmental conditions in which the Company’s manufacturing 
activities and products are operated. Another main area 
of attention is the elimination or management of regulated 
substances. The Company is continually seeking technically-
feasible sustainable solutions to reduce the environmental 
impacts of its products and operations, in cooperation with 
its suppliers and industrial stakeholders. Other environmental 
aspects such as the impact on water resources, the production 
of waste or the emission of air pollutants are also part of the 
Company’s priorities.
To this end, the Company has set key environmental ambitions:
–– lead the decarbonisation of the aerospace sector aiming to 
bring the first zero emission commercial aircraft to market 
by 2035;
–– reduce the industrial environmental footprint at sites worldwide 
and throughout our supply chain;
–– develop a more circular model, leveraging ecodesign and 
digitalisation to optimise material utilisation and reduce use 
of critical resources;
–– enhance the current product and services portfolio contributing 
positively to climate change mitigation and adaptation.

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ENVIRONMENT
GRI
SASB
SDGs
Others
302 Energy
303 Water  
and Effluents
305 Emissions
306 Waste
-- Energy Management
-- Hazardous Waste Mgmt
-- Fuel Economy & Emissions  
in Use-Phase
9-12-13-17
TCFD
Vigilance  
Plan
Highest governance body(ies) involved
Board of Directors / ECSC
Executive Committee / Environment Executive Steering Committee
Related Corporate Policies
Environmental Policy
Management system
Relevant certifications
EMS – Environmental Management System
ISO14001 -88% of workforce covered
KPIs
Target  
2030
Baseline 
2015(8)
2020
2021
2021 
vs. 2020
2021 vs. 
Baseline
CO2e Scope 1&2(1) (ktons)
-63%(2) in line with 
1.5°C pathway
“net zero Scope 1&2” 
by 2030(3)
1,116
882
827
-6%
-26%
Energy(4) (GWh)
-20%
3,107
2,665
2,728
+2%
-12%
Waste:
Waste produced(5) (tons)
-20% produced
and 0% landfill  
and incineration w/o 
energy recovery
107,967
74,898
69,660
-7%
-35%
Air emissions:
VOC (tons)
0% increase
1,464
1,047
1,051
0%
-28%
NOx (tons)
0% increase
15
14
14
-3%
-8%
SOx (tons)
0% increase
247
239
222
-7%
-10%
Water:
Water purchased (m3)
-50%
3,311,578
2,865,793
2,584,644
-10%
-22%
Water withdrawal (m3)
0% increase
3,754,503
3,371,030
3,078,590
-9%
-18%
Other key metrics (More metrics available in the ESG Data Board)
2020
2021
2021  
vs. 2020
SCOPE 3 – Use of sold product – Commercial Aircraft(6)(7) (CO2e kton)
440,361
463,592
+5.3%
Delivered aircraft efficiency intensity (gCO2/km.pax)
63.1
62.6
-0.8%
SCOPE 3 – Use of sold product – Helicopters(6) (CO2e ktons)
1,085
1,137
+4.8%
SCOPE 3 – Purchase of Goods and Services(6) (CO2e ktons)
11,346
NA
stable
CDP Rating
A-
A-
Remuneration
CO2 performance included in CEO and Executives variable remuneration.
Targets (on TCO scope): -3% in 2021, -5% in 2022. 2021 performance: actual -7%; retained -6%, 
net of guaranteed origins in excess of amount planned for target setting.
KPI assumptions
(1) Scope 2: location based with purchased guarantees of origin deduced.
(2) Established following the Science based Target methodology in line with a 1.5°C pathway.
(3) Neutralising residual emissions through permanent removal and storage solutions.
(4) Total consumption from stationary sources.
(5) Total waste excluding exceptional waste.
(6) Scope 3 methodologies are detailed in the environment section hereafter.
(7) 2020 figures restated, integrating refined emission factors.
(8) Baseline was refined to reflect changes in scope, align with GHG protocol guidelines 
and rectify actuals for some entities.
Additional resources
Environmental Policy Statement
, Environment on Airbus.com
, CDP Climate Change 
Questionnaire on Airbus.com
 and on CDP website
, ATAG Waypoint 2050
, IEAG – GHG 
Reporting Guidance
,
ITAKA Initiative Towards sustAinable Kerosene for Aviation
, Clean Sky initiative
, SESAR 
initiative
 , Partnership on Smart Cities and Communities (EIP-SCC)

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II.	 Governance
Environmental policy
The Airbus Environmental Policy is the top level referential defining 
the guiding principles, mission, vision and associated top level 
Initiatives for environment. The policy applies Company-wide, 
including to affiliates where the Company owns more than one 
half of the voting rights or the right to appoint the majority of the 
Board directors to the extent that the shareholders agreement 
and/or the level of control in force in each relevant affiliate allows 
it. It covers the Company’s employees and contractors whilst on 
the Company’s sites or at work under the responsibility of the 
Company. The policy takes a holistic approach to measuring 
and acting upon the Company’s environmental performance 
by assessing the environmental impact of internal operations 
as well as providing capabilities to the Company’s customers to 
reduce the impact of the products in operation. This also means 
introducing a lifecycle perspective and mitigating the risks and 
impacts at all stages of the lifecycle, from the procurement of raw 
materials, through the design and manufacturing of products, 
to their in-service life until their retirement.
Organisation and responsibilities
Two main management structures are relevant for the governance 
in sustainability matters and climate change: the Board of 
Directors and the Executive Committee.
As mentioned above, the Board of Directors is supported by 
the ECSC. In practical terms, the ECSC as a committee of the 
Board of Directors oversees strategic decision-making and the 
execution of the approved sustainability strategy, including areas 
such as innovation and environmental and climate action.
In 2021, the ECSC reviewed and provided guidance on a number 
of environmental topics such as the Company’s decarbonisation 
strategy for its direct operations, supply chain and products.
To support the Executive Committee in environmental matters, 
especially climate-related, an Environment Executive Steering 
Committee (“EnC”) was established in 2019. The EnC is 
composed of members of the Executive Committee and senior 
executives Company-wide, responsible for environmental topics. 
It meets monthly to review the progress and take decisions 
on all matters related to the environmental strategy. The EnC 
reviews climate change related topics, including the progress 
on greenhouse gas (“GHG”) emissions reduction objectives, the 
decarbonisation strategy and climate related risks.
Environmental operations are led by the Sustainability & 
Environment department (described above), whose role is to 
guide the business in environmental matters and to set the policy 
and deploy, drive and improve the Environmental Management 
System (“EMS”) throughout the Company.
The Company’s EMS is based on ISO 14001:2015. Airbus was 
the first aircraft manufacturer to be ISO 14001 certified, and 
continues to show its commitment by having been recertified 
to ISO 14001: 2015 in November 2019, and confirmed by a 
certification surveillance audit in 2020 and 2021. The Company 
also monitors environmental regulatory developments to 
understand, evaluate and prepare for legal and regulatory 
evolutions applicable to its activities and products.
The Company’s environmental strategy is implemented 
operationally by dedicated multifunctional teams at corporate 
and/or divisional level. These cover topics such as industrial 
and site impact, product operation, supply chain or chemical 
substances.
Disclosure of environmental indicators
The Company actively monitors its environmental data throughout 
the organisation in order to measure the environmental impact 
of its operations, track its performance and communicate 
information on environmental matters to internal and external 
stakeholders. Since 2010, environmental data published by the 
Company is verified by external auditors. This data is included 
in the ESG data board at the end of this section.
As part of its transparency policy, the Company provides climate 
change related data and information to the CDP annually, 
providing its investors and other interested parties with the insight 
they need. In 2021, the Company has maintained the A- score 
obtained in 2020.
III.	 Risk Management
Environmental risk and opportunities are managed following 
the Company’s ERM system. A specific Sustainability and 
Environment ERM plan integrates additional requirements 
defined within the ISO14001:2015 certified EMS and provides 
a transverse set of rules applicable Company-wide to ensure a 
consistent management of environmental risks and opportunities.
Relevant criteria for the evaluation of environmental risks and 
opportunities include: financial impact, impact on environmental 
performance, impact on EMS certification, as well as legal, 
supply chain and reputational aspects.
Risks and opportunities are reported quarterly to the Executive 
Committee of each Division and top risks, including climate-
related risks, are consolidated at Company level to be brought 
to the attention of the Board of Directors and reviewed semi-
annually.
Climate-related risks
Climate-related risks (adaptation and mitigation) are described in 
“– Risk Factors – 4 Environment, Human Rights, Health & Safety 
Risks” and shall be deemed to be incorporated by reference and 
form part of the Non-Financial Information.

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IV.	 Implementation/Activities
1.	 Industrial operations
The Company has been working for many years on the reduction 
of its environmental footprint, not only its products and services 
but also its production and facilities. This started in 2006 with the 
Blue5 programme, supporting the 2020 Vision objectives for the 
reduction of the Company’s industrial environmental footprint.
High5+ revised targets in line with a “1.5°C” pathway 
and neutralising residual emissions by 2030
In 2019, the Company continued with the 2030 vision and 
extended its programme in order to anticipate increasing 
environmental regulation, foster employees’ engagement and 
provide answers to stakeholders’ expectations for the coming 
decade.
Named “high5+”, the programme is built on a set of ambitious 
reduction targets covering the five most material environmental 
impacts for the Company in order to reduce energy consumption, 
CO2 emissions, water withdrawal, Volatile Organic Compounds 
(VOCs) emissions and waste production. These objectives have 
been set in absolute value, with 2015 levels as reference, as 
follows:
–– CO2: reduce direct (scope 1) and indirect (scope 2) net GHG 
emissions by -63% by 2030 compared to 2015. This target 
has been set by applying the relevant “Science Based Target 
Initiative” (SBTi) methodology for a near-term target in line with 
a “1.5°C” pathway. While the Company is working on a detailed 
pathway for a long-term target in line with the SBTi Net-Zero 
standard, it has committed to neutralise the scopes 1 and 2 
residual emissions from 2030 by using only carbon removals;
–– energy: reduce energy consumption from stationary sources 
by 20% by 2030;
–– waste: reducing the amount of waste produced by 20% 
by 2030 and divert 100% of the waste from landfilling and 
incineration without energy recovery;
–– air emissions: 0% increase of VOCs emissions by 2030;
–– water: develop strong maintenance and rehabilitation 
programmes to reduce drinking (purchased) water by 50%, 
with no increase in overall water withdrawal.
Annual objectives and CEO / executives remuneration
In order to better embed this ambition into the Company’s 
performance management, short-term targets are established 
consistently. The Executive Committee agreed in 2020 to include 
a reduction target for 2021 (compared to 2020) of -3% for CO2 
and -5% for purchased water (see table below) as part of the 
Company’s top objectives.
In 2021, the Executive Committee agreed to include reduction 
targets of -5% for CO2 for 2022 (compared to 2021) as part of 
the Company’s top objectives.
As such, these annual targets form part of the CEO’s and other 
Executive Committee members’ remuneration, see “– Corporate 
Governance – 4.2.1 Remuneration Policy”. In 2022, the CO2 
target will also be included as a non-financial KPI in the variable 
remuneration of executives.
For 2021, the CO2 and water annual performance is described in the table below:
Target
2020
2021
2021 v. 2020
Covered scope
CO2 (ktons)
-3%
811
754
-7% (-6% retained(1))
91%
Water (m3)
-5%
2 101 229
1 791 662
-15%
69%
Data audited by EY®
Annual objective on CO2. Geographical scope: In 2021: 48 sites. Scope of metrics: Scope 1 & 2 (including Oversize Transport) and excluding: refrigerant leakage, butane 
consumption, electricity on site from CHP, emissions due to processes. Scope 2 is location based with purchased guarantees of origin deduced.
(1)	Net of guaranteed origins in excess of amount planned for target setting.
Annual objective on puchased water. Geographical scope: In 2031: 35 sites in Europe, China, USA and Canada, excluded: subsidiaries and Airbus Helicopters sites. Scope of 
metrics: Volume of purchased water.  
Scope: The TCO scope os reviewed annually. 2020 data were updated to reflect change in TCO scope accordingly.

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GHG emissions and energy reduction
Stationary sources (e.g. heating, cooling, manufacturing 
processes etc.) account for c.70% of GHG emissions at the 
Company’s sites and mobile sources (ground vehicles, “Beluga” 
air transport operations, flight test, etc.) for c.30%. Action plans 
for reducing emissions from stationary sources mainly rely 
on increasing energy efficiency and using low carbon energy 
sources, while plans for reducing mobile sources emissions 
include switching to lower emission vehicles where possible and 
avoiding emissions through better planning of flights and logistics 
and using lower carbon fuels (e.g. sustainable aviation fuels (SAF)).
Fig. High5+ CO2 performance vs. revised ambition
2015
2021
611
2030
0
500
0
100
200
300
400
500
600
700
800
900
1 000
1 000
2 000
1 500
ktons CO2e - Scope 1&2
Deliveries
Actuals
Target
Ambition
Revised ambition
Deliveries
827
-63% vs 2015
In 2021, scope 1 and 2 GHG emissions have decreased by 
around 6% (7% on TCO scope), primarily due to oversize 
transportation efficiency and operation improvements, reduced 
flight tests activities and European emission factors improvement 
that more than offset production ramp-up impact.
Since 2019, SAF is used in the operation of the Company’s 
Beluga transport aircraft for the purpose of internal logistics. 
In 2022, flight test activities will also start using SAF as part 
of the Company’s revised GHG emissions reduction plan. The 
share of SAF used in these activities will progressively increase 
to 50% by 2030.
In the same timeframe, the share of renewable electricity used in 
industrial operations in Europe will also progressively increase, 
starting with an increase of 10% of guarantee of origin (GoO) 
certificates per year and the incorporation of long-term power 
purchase agreements (PPAs). The PPA project was launched in 
2020 and achieved a major milestone in 2021 with the validation 
of the requirements to purchase renewable and low-carbon 
energy as well as the selection of suppliers to be finalised in 2022. 
This will allow the Company to accelerate its ambition to secure 
100% renewable and low-carbon energy supply to all sites in 
Europe by 2024. The Company is investigating opportunities 
in other regions (eg. US, China) to follow the approach applied 
to Europe.
In addition, the Company uses an internal carbon price to 
support investment with positive energy and CO2 reduction 
impacts on operations. In 2021, this price was updated from 
30 €/tCO2 to 150 €/tCO2, giving a clear signal to project leaders 
on the importance of CO2 footprint reduction and enabling a 
strong acceleration of project portfolio implementation.
Carbon offsetting and neutralising residual emissions
Carbon offsetting: in 2019, the Company introduced a 
mechanism to compensate emissions of activities for 
which reduction measures and use of renewable energy 
are not sufficient to meet the internal targets, such as air 
and sea activities, as well as emissions from air business 
travel. This mechanism follows an approach of first avoiding 
and reducing GHG emissions in absolute value to later 
compensate for residual emissions. The Company built 
a rigorous procurement process 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 need to 
be 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 were met. In addition, understanding 
that these carbon offsetting programmes may have gaps 
in their methodologies, additional proof was requested of 
how such gaps are managed by the provider. Moreover, 
societal aspects were considered, such as prevention of 
child labour, respect of human rights and the relation with the 
communities surrounding the projects. The volume of offsets 
required in 2021 is about 40ktCO2e, procured through offset

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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).
Neutralisation of residual emissions: as part of 2030 road 
map, the Company is developing a plan to neutralise residual 
emissions. The plan will follow as a minimum the SBTi “Net 
Zero” standard and the current scientific understanding in its 
definition of neutralisation by including only permanent removal 
and storage of carbon from the atmosphere.
Water management
The Company’s water usage is mostly linked to sanitation and 
general uses (around 85%), while the rest is used in production 
related processes.
In 2021, the purchased water volume followed a similar trend 
as CO2, decreasing by 15%. This reflects the increase in remote 
working (reduced presence on site), also resulting from the 
COVID-19 situation, as well as an increased water-efficiency 
and leak repair campaigns. Increased focus is put on the local 
level of water stress: in 2021, an analysis was conducted based 
on the World Resource Institute’s (WRI) Aqueduct Water Risk 
Atlas tool in order to understand where the Company’s activities 
have the greatest impact on water resources. In 2022, the action 
plan will be adapted to reflect the priorities accordingly.
Air emissions
Air emissions, primarily referring to VOC emissions related 
to surface treatment, are mostly impacted by the number of 
deliveries. Substance substitution may also lead to the use of 
new chemicals with more VOC emissions which need to be 
monitored. Overall VOCs emitted are stable, reflecting the effort 
on product substitution even if production rate has increased 
compared to 2020.
Material consumption and waste management
The Company promotes the development of a circular economy 
model, and is proactive in seeking ways to recover, reuse and 
recycle materials beyond their initial life.
Not only does the Company send around 50% of its waste to 
be recycled, but already, through the TARMAC Aerosave joint 
venture, more than 90% of an aircraft’s weight is recycled or 
reused through a selective dismantling (reverse manufacturing) 
process.
Regarding waste management, a multifunctional team is 
currently working in order to meet the high5+ ambition, gathering 
skills across the organisation such as engineering, information 
management, procurement, industrial operations and facility 
management.
The focus has been on standardising the existing practices 
towards waste collectors in order to take into account the 
involved regulatory framework and to enhance data monitoring 
and reporting needs. There are also strategic projects ongoing 
to clarify and enhance site monitoring strategy as well as on 
waste recycling.
Hazardous waste
In the Company’s European operations, the main sources of 
hazardous waste are contaminated packaging and chemical 
waste, especially waste from surface treatment activities, oil, fuel 
and various chemicals. While chemical waste reduction remains 
a priority, this is a topic also driven by chemical regulations, the 
evolution of which may impact the reduction roadmap’s ambition 
and timing (see Chemical Substances section below).
Biodiversity
When building a new site or extending an existing one, the 
Company engages with local partners on conservation and 
remediation projects to preserve flora and fauna where impacted 
by the Company’s industrial activities.
Digitalisation
The Company leverages digitalisation as an enabler to optimise 
and reduce its environmental footprint. For example, some 
applications target to improve design, material utilisation or to 
optimise critical resources usage.
At the same time, the Company strives to minimise the direct 
increase in the environmental footprint as a consequence of 
digital technologies development.
Life cycle thinking and conscious design
The Company invests in Life Cycle Assessment (LCA) for 
environmental impact accounting associated with a specific 
product in accordance with the requirements specified in the 
standard ISO14040. Detailed LCA studies have been completed 
for the A220, A320neo and A350XWB product lines, covering 
over 95% of the Company’s deliveries of commercial aircraft 
products in 2021. These studies are currently being verified by 
a third party auditor.
In addition, this holistic approach is used to provide a framework 
for projects to make environmentally conscious design choices to 
reduce projects footprint and optimise aspects such as product 
end-of-life management and critical raw materials usage. As 
an example, as part of its Ecodesign initiative, the Defence and 
Space Division used LCA for the development of the Sentinel 
satellites that are built for the European Space Agency (ESA).
Chemical substances
Many substances used in the global aerospace industry to 
achieve high levels of product quality and meet stringent 
technical performance, airworthiness and reliability requirements 
are subject to strict regulations.
In the aerospace industry, regulations on substances impact 
key processes and products, such as surface treatments, paints 
and fire protection.
The Company remains committed to moving towards 
replacement of such substances in products and processes. 
To help achieve this, the Company has put in place a portfolio of 
activities and projects, working with suppliers to identify, develop, 
qualify and deploy new technologies and solutions that avoid the 
use of substances classified as posing a risk to human health 
or the environment, whilst satisfying airworthiness, certification 
and performance requirements.
The Company also engages with suppliers to promote the 
adoption of a similar approach through regular communication 
and more widely, by working together with the aerospace 
industry to promote worldwide harmonisation of regulations 
and ways of working, taking into account the sector’s safety 
and lifecycle specificities.

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Using information obtained from its suppliers, the Company 
tracks, registers, assesses and declares regulated substances. 
Since 2011, the Company has analysed the impact of over 
1,100 substances and qualified and deployed substitutes for 
over 100 substances in 300 products.
Currently, the Company is actively working to substitute 
65 substances in its own design, and an additional 45 in its 
supply chain, over the next five years.
The Company invests substantial time and resources in research 
and development for technologies that use alternatives to 
regulated substances. When it can be demonstrated that 
these technologies meet the strict safety and reliability criteria 
required for aviation, the Company seeks to implement them in 
its aircraft design and manufacturing. For example, the Company 
is, in cooperation with its suppliers, developing, qualifying and 
progressively deploying on all its new aircraft, new Chromate-
free corrosion protection and paint systems for aluminium 
structures. Another example is the halon replacement project 
that researches alternatives to halon, a highly regulated ozone 
depleting substance, used for the fire extinguishing systems in 
engines and cargo areas.
Noise
Noise around the Company’s sites can also be an important 
topic for neighbouring communities. The Company is actively 
engaged with local authorities and the affected population to 
minimise its impact, by adapting operating times and actively 
seeking to reduce the noise at the source. In Toulouse, Airbus 
has launched the Median initiative regrouping actors in charge 
of flight activities around the airport to find the most effective 
solution to reduce noise levels.
Light pollution caused by Airbus activities has been deemed to 
be non-material to the Company’s value chain.
2.	 Product operations
According to “Our World in Data”, air transport as a whole represents approximately 2% of global human-induced GHG emissions, 
and around 12% of the transport sector emissions – see graph 1.
Graph 1: Global greenhouse gas emissions by sector – source: Our World in Data with data from Climate Watch, 
the World Resources Institute (2020)
Energy
73,2%
Agriculture,
Forestry & 
Land Use
18,4%
Waste 3,2%
Industry 5,2%
Energy
73.2%
Agriculture,
Forestry & 
Land Use
18.4%
Waste 3.2%
Industry 5.2%
En
er
gy
 u
se
 in
 I
nd
us
tr
y 
(2
4.
2
%)
Tr
an
sp
or
t (
16
.2
%)
En
er
gy
 u
se
 in
 b
uil
di
ng
 (
17
.5
%)
Co
mm
erc
ial 
(6.
6%
)   
    
   R
esi
de
ntia
l b
uild
ing
s (
10.
9%
)
Iro
n a
nd 
ste
el (
7.2
%)
Non-ferrous metals (0.7%)
Chemical & petrochemical 3.6%
Food & tobacco (1%)
Paper & pulp (0.6%)
Machinery (0.5%)
Other industry 10.6%
Road Transport 11.9%
Aviation 1.9%
Shipping 1.7%
Unallocated fuel
combustion 7.8%
Fugitive emissions from
energy production 5.8%
Energy in Agriculture
& Fishing (1.7%)
Cement 3%
Chemicals 2.2%
Wastewater (1.3%)
Landfills 1.9%
Grassland 0.1%
Cropland 1.4%
Deforestation 2.2%
Crop burning 3.5%
Rice cultivation 1.3%
Agricultural soils 4.1%
Livestock & manure (5.8%)
Rail (0.4%)
Pipeline (0.3%)

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The Company is committed to contributing to meeting the Paris 
Agreement targets and taking a leading role in the decarbonisation 
of the aviation sector in cooperation with all stakeholders. The 
Company is convinced that aviation can achieve net zero CO2 
emissions by 2050. This is why the Company has the ambition 
to develop the world’s first zero-emission commercial aircraft by 
2035. In parallel, the Company is also developing a multifaceted 
climate-impact programme for commercial aircraft. This includes 
a focus on new aircraft technology development, sustainable 
aviation fuel (SAF), hydrogen, air traffic management (ATM) 
solutions and carbon removal solutions.
Aviation industry targets
The aviation sector’s measures for reducing its environmental 
footprint started decades ago and significant achievements have 
been made. Since the 1990s, the sector has improved significantly 
the fuel and CO2 efficiency of subsequent generations of aircraft, 
thereby reducing CO2 emissions per revenue passenger kilometer 
by more than 50%.
In 2008, the aviation sector was the first to agree at sectoral 
level on ambitious CO2 emission reduction goals through the Air 
Transport Action Group (“ATAG”) by committing to an aspirational 
goal of reducing net emissions from aviation by 50% by 2050 
compared to 2005 levels. In September 2021, ATAG updated its 
ambition and commitment with the 2021 edition of the “ATAG 
Waypoint 2050” report to reflect the industry’s increased ambition 
to achieve net-zero carbon emissions by 2050 and contributing 
to the Paris Agreement goals.
Along with the revised ambition, ATAG provided several scenarios 
with ranges of improvement for each mitigation option (technology 
and design improvements, operational and ATM enhancements, 
SAF and hydrogen non-drop-in solutions, and International Civil 
Aviation Organisation’s (“ICAO”) Carbon Offsetting and Reduction 
Scheme). In the most ambitious scenario, a reduction of up to 
40% of CO2 emissions can be achieved through technological 
developments, as illustrated by Graph 2 below.
Graph 2: The aviation industry’s roadmap to net zero carbon emissions by 2050
2015
500
0
1,000
1,500
2,000
2,500
2020
2025
2030
2035
2040
2045
2050
Technology
Latest generation
aircraft
Operations
and infrastructure
Sustainable
Aviation Fuels
Offsetting
INDUSTRY 2050 GOAL
CO2 emissions (millions of tonnes)
Source: Airbus based on ATAG Waypoint 2050 report (2021) – Scenario 3: “aspirational and aggressive technology perspective”
In Europe, the EU Green Deal creates conditions and opportunities for the Company and the European aviation industry to speed 
up the transition: the Company shares the ambition to reach a net-zero carbon aviation ecosystem in Europe by 2050, and will 
contribute to the EU’s “2030 Climate Target Plan”. At international level, the Company actively supports and strongly encourages 
ICAO to introduce a global ambition by setting a meaningful long-term aspirational goal to reduce CO2 emissions from international 
civil aviation, whilst maintaining a global level playing field.

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The Company’s roadmap to reducing emissions
The Company believes that an approach which focuses on 
accelerating technological development, in complement to a 
dynamic deployment of SAF, should be pursued. This would form 
a strong basis for the development of hydrogen-powered aircraft 
and the associated infrastructure and minimise the recourse to 
offsetting to achieve the ambition.
The Company is investing in and focusing its efforts on five 
complementary strategic pathways to reduce its environmental 
footprint, in support of the overall sector ambition as highlighted 
above. In 2021, the total research and development spend of 
the Company amounted to € 2.7 billion.
Strategic pathway 1. Renew current fleets with best 
in class aircraft
The Company is continuously improving its products through 
new designs, advanced materials, upgraded systems and 
more fuel-efficient engines. Thanks to significant investments 
into new aircraft technology and designs, the Company’s 
commercial aircraft products have reached a rolling average 
of 2.1% fuel efficiency improvement annually over the past 
ten years, exceeding targets set by the industry through ATAG 
– see graph 3.
The Company’s commercial aircraft portfolio includes the most 
efficient aircraft product line:
–– A350 and A330neo offer 25% reduction in fuel burn and 
significantly reduced noise footprints versus the previous 
generation of aircraft;
–– the A320neo family brings a 20% reduction in fuel burn, and 
nearly half the noise footprint compared to previous generation 
of aircraft;
–– A220 offers 25% reduction in CO2 emissions per seat 
versus previous generation of small single-aisle aircraft, 50% 
reduction in noise footprint and 50% fewer NOx emissions 
than the standards.
Graph 3: Average intensity metric (gCO2e/pax.km) of sold products
2011
2013
2015
2017
2019
2021
55
60
65
75
80
70
The average emission
intensity of delivered
commercial aircraft has 
decreased by 21%
in the last 10 years
Delivery year
This continuous improvement is also reflected by the Company’s 
contribution to Europe’s CleanSky2 programme, with the use of 
new materials as well as the design and implementation of new 
aerostructures and technologies aiming to achieve CO2, NOx 
and noise reductions. For this purpose a military aircraft C295 
from the Company has been used as an in-flight technology 
demonstrator (flight test bed).
Strategic pathway #2. Investing in technologies enabling 
the Company to market zero‑carbon vehicles
The Company is committed to contributing to developing, 
building and testing advanced technologies improving the 
aerodynamic and structural efficiencies combined with advanced 
propulsion systems– to enable the aviation industry to reduce 
CO2 emissions of commercial aircraft, helicopters and future 
urban air mobility vehicles.

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Zero-emission commercial aircraft ambition
The Company’s work in electric flight has laid the groundwork 
for our future concept of zero-emission commercial aircraft.
The Company believes hydrogen is one of the most promising 
technologies to reduce aviation’s climate impact. If generated 
from decarbonised electricity through electrolysis, it generates 
little-to-no CO2 emissions and would essentially allow aviation 
to be powered by decarbonised energy.
Aviation will be an end use application of hydrogen. The Company 
sees two primary uses for hydrogen:
–– Hydrogen can be combusted through modified gas-turbine 
engines, or converted into electric power via fuel cells. The 
combination of both would create an efficient hybrid electric 
propulsion chain powered entirely by hydrogen.
–– Hydrogen used to create eFuels (power-to- liquid or power-
biomass-to-liquid synthetic fuels in combination with carbon 
from biomass or enhanced carbon sink sources).
On 21 September 2020, the Company revealed three different 
hydrogen-powered “ZEROe” concept aircraft. Those illustrate 
the research that the Company is investing in, with the objective 
to bring a zero emission commercial aircraft to market in 2035. 
From hydrogen propulsion to hydrogen-based synthetic SAF, 
from pod configuration to blended-wing aircraft, the Company 
is evaluating, maturing and validating radical technological 
breakthroughs which could be hosted on its zero-emission 
aircraft by 2035.
The Company is also investing in the required facilities to test these 
new technologies. Inaugurated in October 2019, the E-Aircraft 
System House (“EAS”) is, with more than 3,000m2, the largest 
test house dedicated exclusively to alternative propulsion 
systems and fuels in Europe. This means the Company can 
now test the latest electric motors and hybrid-electric engines 
directly on its own premises, and develop its own low-emission 
alternative propulsion units.
The Company goes beyond technology maturation by 
collaborating with the appropriate ecosystems. In 2019, the 
Company signed a Memorandum of Understanding with airlines 
such as SAS Scandinavian Airlines and easyJet to jointly research 
a zero-emission aircraft eco-system and its infrastructure 
requirements. The Company is also part of several major 
hydrogen alliances (such as the Hydrogen Council, Hydrogen 
Europe, European Clean Hydrogen Alliance etc.) and launched 
a joint-venture in 2020 with ElringKlinger in order to benefit from 
the huge cross-industry experience of other industries, and 
accelerate its ambition.
Zero-emission urban air mobility ambition
Since 2014, the Company has been exploring how recent 
technology advancements – from battery capacity and autonomy 
to electric propulsion – could help drive the development of new 
kinds of aerial vehicles with the potential for zero emissions when 
powered by renewable energies. In May 2018, the Company 
created the Urban Mobility entity to take its exploration into 
cutting-edge commercial urban air mobility solutions and 
services to the next level.
The idea for a compact “flying taxi” first came from the Company’s 
desire to take city commuting into the air in a sustainable way. 
Airbus has learned a lot from the test campaigns with two 
demonstrators: CityAirbus and Vahana. The CityAirbus NextGen 
revealed at the Airbus Summit in September 2021 combines 
aspects of both, with the new architecture striking a balance 
between hover and forward flight. The prototype is paving the 
way for first flight in 2023 and certification expected around 2025.
Beyond the vehicle, Airbus is working with partners, cities, and 
city inhabitants in order to create the ecosystem that is essential 
to enabling this new operating environment to emerge in a true 
service to society.
Strategic pathway #3. Investing in smart ATM solutions 
and optimised operations
Improving the efficiency of air transport operations and 
infrastructure could contribute to emission reductions by around 
10%. The Company therefore supports initiatives aimed at 
reducing ATM inefficiencies (such as the Single European Sky 
Air Traffic Management Research programme – SESAR), while 
working on disruptive practices, such as formation flying.
Through its subsidiary Navblue, the Company provides services 
helping its customers to minimise fuel consumption with best 
operational practices, innovative services and training. The 
Company also focuses on developing fuel saving 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.
In November 2019, the Company launched the fello’fly project 
which aims to demonstrate the technical, operational and 
commercial viability of two aircraft flying together for long-haul 
flights. Through fello’fly, a follower aircraft will retrieve the energy 
lost by the wake of a leader aircraft, by flying in the smooth 
updraft of air it creates. This provides lift to the follower aircraft 
allowing it to decrease engine thrust and therefore reduce fuel 
consumption in the range of 5-10% per trip. By end 2020, the 
Company’s fello’fly had signed agreements with two airline 
customers; Frenchbee and SAS Scandinavian Airlines, as well 
as three Air Navigation Service Providers (ANSP) to demonstrate 
its operational feasibility; France’s DSNA (Direction des Services 
de la Navigation Aérienne), the UK’s NATS (National Air Traffic 
Services) and European Eurocontrol. In November 2021, two 
A350 test aircraft conducted the first-ever transatlantic fello’fly 
flight, confirming the potential for fuel savings of more than 5% 
during long-haul flights.
Strategic pathway #4. Developing and deploying SAF, 
with all aircraft types 100% SAF compatible before 2030.
Energy source is the main driver in the CO2 emissions and CO2 
intensity of products coming from the Company’s commercial 
aircraft activity. Although they only represent a small share of 
aviation’s current fuel use, SAF (biomass-based or synthetic) are 
key in the air transport sector decarbonisation strategy.
Since 2008, the Company has acted as an important catalyst in 
the certification process, demonstration flights, partnerships and 
policy advocacy of sustainable jet fuel. Since 2011, over 360,000 
commercial flights have used SAF and more than 1 million flights 
with SAF are expected by 2025 (source: IATA, flynetzero, 2021).
All the Company’s commercial aircraft are already certified to fly 
with a fuel blend of up to 50% SAF. SAF produced by using most 
advanced pathways can provide CO2 emission reductions of up 
to 80% throughout their life cycle. This means that already today 
the emissions from aircraft currently offered by the Company 
could be reduced by ~40% if their full blending capability was 
used. The Company’s ambition is for its commercial aircraft to

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be capable of being operated with 100% SAF before the end 
of the decade (third scenario on the chart below, “Full aircraft 
potential”).
As detailed above (see “Aviation industry targets”), the Company 
supports decarbonisation scenarios which include an ambitious 
rollout of SAF using all possible pathways (HEFA, Alcohol to Jet, 
Fischer Tropsch, Power to Liquid, etc.). Under such scenarios, 
the Company estimates that products delivered in 2021 could 
see their life-time emissions reduced by around 17%, thanks 
to the gradual introduction of SAF during their operational life 
(second scenario on the chart below, “Anticipated SAF rollout”).
The Company is involved in two main research projects: VOLCAN 
and ECLIF3, conducted in partnership with important actors of 
the industry. Both aim at assessing the impact of 100% SAF on 
engine and fuel systems whilst measuring the positive impact 
on aircraft’s emission and fuel efficiency. First test flights took 
place in 2021 and the final outcomes will be publicly published 
by the project partners once available. Both projects will pave 
the way for going beyond current maximum blending levels 
for SAF (currently 50%). It 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.
However, today the price and global production capacity 
remain the main constraints for operators, preventing large-
scale incorporation of these types of fuels. The rapid scale-up 
of SAF plays a major role in aviation’s decarbonisation scenarios, 
decreasing emissions of the Company’s products in use. 
As of 2021, 36 countries have implemented SAF policies to 
support industry’s ambition, according to IATA. The Company 
supports policies that would incentivise their production and 
usage at affordable costs and is engaged in many initiatives and 
partnerships promoting the development of SAF production and 
use (World Economic Forum Clean Sky for Tomorrow Coalition 
and First Movers Coalition as examples).
Strategic pathway #5. Encouraging temporary CO2 
emission compensation schemes
Finally, CO2 emission compensation will be instrumental to 
stabilising aviation emissions in the medium term until disruptive 
solutions reach market maturity. For that reason, the Company 
supports ICAO’s CORSIA as the only global market-based 
measure for international civil aviation.
Reporting of emissions from value chain
Scope 3 Use of sold products
The main contribution of the Company’s value chain on climate 
change comes from the use of sold products, especially related 
to its commercial aircraft activities.
In order to provide the level of transparency expected by 
stakeholders and following recommendations from the TCFD, 
the Company reports in-use emissions of the products it delivers 
(Scope 3 – Use of sold products). This started in 2020 with the 
disclosure of emissions from commercial aircraft products, and 
was extended to civil helicopters in 2021. The Company will 
continue to progressively extend the scope of reporting to other 
families of products, for which the calculation methodologies 
are still under development. Nevertheless, current results 
and advanced estimations have shown that the vast majority 
(over 90%) of the Scope 3 – Use of Sold Product impact of the 
Company’s products is due to the commercial aircraft family of 
products, and that this situation is unlikely to change once all 
the product families will have been assessed.
Fig. Scope 3 emissions reduction levels in potential SAF scenarios, in My CO2e
Assuming constant
Current SAF usage
(0.1%)
Impact of Anticipated
SAF rollout
as per ATAG Waypoint 2050 F4
Full aircraft
potential 
(50% SAF with 80% abatement)
383
278
464
Commercial aircraft products
In 2021, the Company delivered 611 commercial aircraft. 
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), the total CO2 emissions for these products over their 
anticipated life-time is estimated at around 460MtCO2e (of which 
around 80Mt are linked to upstream fuel production), which 
translates to an average efficiency of 62.6gCO2e per passenger-
kilometre. In 2020, the Company delivered 566 aircraft with 
resulting estimated life-time emissions of around 440MtCO2e 
(of which 80Mt are linked to upstream fuel production) and 
average efficiency of 63.1gCO2e per passenger-kilometre.
For the purpose of this calculation, the operating conditions 
of the aircraft were considered to be static over the whole 
service life. Therefore, the numbers above do not reflect the 
anticipated gradual introduction of decarbonisation measures 
such as SAF, and as a result constitute a “worst case scenario” in

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terms of carbon intensity. As such they represent an unmitigated 
scenario that can only serve as a general basis to assess carbon 
emissions efficiency improvements over time.
In order to better understand the potential impact of SAF on 
scope 3 emissions, this chart shows three scenarios comparing 
the current SAF usage, an ambitious deployment scenario as 
envisaged by ATAG and the maximum reduction potential as 
allowed by the current 50% blend limit.
The Company calls for a sectoral alignment on these 
methodological aspects through the relevant international bodies, 
in order to provide consistency in the way such impacts are 
calculated and communicated throughout the air transport sector.
Civil helicopters
In 2021, for 192 civil helicopters delivered, the Company 
estimated a scope 3 “use of sold product” impact around 
1.13  MtCO2e, of which around 0.20  MtCO2e are linked to 
upstream fuel production. In 2020, for 201 civil helicopters 
delivered, the resulting scope 3 “use of sold product” impact 
was around 1.09 MtCO2e, of which around 0.19 MtCO2e are 
linked to upstream fuel production. In 2021, the internal forecast 
of flying hours used for the calculation was updated, resulting 
in a slight increase in emissions despite the lower number of 
deliveries compared to 2020.
Methodology
-- The Company’s emission calculation methodology was developed by a team consisting of key personnel from the engineering 
and environment departments and is aligned with the guidance provided by the Greenhouse Gas Protocol. The external auditor 
performed a review of the calculation methodology applied by Airbus and assessed the reasonableness of the supporting 
assumptions.
-- The Company has used a number of assumptions based on internal and external information including assumptions based on 
publicly-available data:
-- For commercial aircraft these assumptions include the aircraft load factor, the current penetration rate of sustainable aviation 
fuels, their CO2 reduction potential and the indirect emissions index from jet fuel production, emission factors, as well as 
aircraft operational usage and average in-service lifetime. Primary data collected within the Company was also used, such as 
the type of sustainable aviation fuel considered or aircraft performance and configuration parameters;
-- For civil helicopters, these assumptions include feedback from the market in terms of helicopters operations such as flight 
hours per year and region where the helicopter is operated. Direct and indirect emissions are included over the product’s 
entire service life. Emission factors are consistent with those used in the commercial aircraft methodology. Sustainable 
Aviation Fuel impact is not considered.
-- Civil helicopters considered for Scope 3 calculations correspond to helicopters produced during the year having reached the 
“available for flight” status.
Key Hypothesis
-- The estimation includes CO2 emissions. Emissions related to CH4 and N2O were excluded given the very low levels produced 
by modern aircraft engines. Emissions related to NOx were estimated and excluded given the uncertainty related to the NOx 
emission factors and the relatively low contribution of this emission stream.
-- Emissions related to commercial aircraft engine start and taxing have been included, however, emissions from the auxiliary 
power units (APU) and ground handling equipment have been excluded.
-- For helicopters, the flight hours model is directly derived from in-service helicopters.
Scope 3 Purchased goods and services
In 2021 for the first time, the Company has published an estimate of the GHG emissions arising from the goods and services it 
purchases (Scope 3 – Purchased goods and service based on its 2020 spent). The Company estimates that the 2020 emissions 
of purchased goods and services were around 11.3MtCO2e.
Methodology
-- This evaluation was performed using a dedicated tool developed by the International Aerospace Environmental Group (IAEG) 
offering a choice between two approaches: a “spend based” approach, allocating emissions to each amount spent in specific 
commodities and a “mass based” approach, allocating emissions to quantities of materials purchased. For this first evaluation, 
the Company has used the “spend based” approach. While this method embeds a certain degree of uncertainty, considered 
high by the IAEG on a certain number of emissions factors used in the methodology, it provides a relevant view of the sources of 
GHG emissions in the Company’s supply chain and enables comparison of the various Company’s scopes throughout its value 
chain. The calculation will be refined in future years as better quality data becomes available.

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1.2.3	 Build Our Business on the Foundation of Safety and Quality
Sustainable space products
Beyond commercial aviation, the Company’s Defence and Space 
Division delivers satellites and intelligence that informs decision 
making on significant environmental issues. Its aerial imagery of 
climatic and environmental changes around the planet reveals 
the scale of change and dependencies at work.
The Company is working to ensure a sustainable space 
environment to prevent space debris and protect valuable 
national assets, such as satellites, that are in orbit around the 
globe.
The Company through its Defence and Space Division is the 
first company to test technologies which clear out space junk 
and avoid spacecraft collisions. Three main debris-removal 
technologies have been tested in orbit: harpoon, net and 
vision-based navigation. As space law evolves, the Company 
is committed to ensuring its products meet these new regulations 
(such as the French Space Operations Law requiring to avoid 
satellite collisions and ensure the safe removal of spacecraft from 
useful orbit at the end of life) as it believes in the importance of 
promoting sustainable space
a.	 Aviation and Product Safety
I.	 Introduction
The Company believes that everyone in the aerospace industry 
has a role to play to further enhance the safety of the air transport 
system. Flying today is safer than ever before, and collective 
efforts continue to ensure that it will be even safer by anticipating 
and responding to risks, threats and challenges. Whilst the 
foundations of the air transport system are built on regulatory 
compliance, the safety culture at the Company goes beyond 
compliance with certification and continued airworthiness 
requirements to also focus on safety enhancement activities in 
products and services. This also extends to the products and 
services of the Company’s Defence and Space Division that 
offer communication, collaboration and intelligence knowledge 
solutions to assist government authorities, emergency service 
providers and healthcare providers. For further information, see 
“– Information on the Company’s Activities – 1.1.4 Defence and 
Space”.
Aviation / Product Safety
GRI
SASB
SDGs
Others
416 – Customer  
Health and Safety
Product Safety
12
Highest governance body(ies) 
involved
Product Safety Board (PSB), involving several Executive Committee members
Related Corporate Policies
Airbus Product Safety Company Policy (A67)
Management system
Relevant certifications
SMS
Corporate Safety Management System
Products
EASA regulation (Parts 21/145/147/M/ORA), EU 996/2010, EU 376/2014  
(for Commercial Aircraft products), ECSS-Q ST-40-C (for Space Products)  
and Def-Stan 00-56 (for Defence Products)
EN9100, EN9001, EN9110, AQAP 2110, AQAP 2210 and AQAP 2310
Operations
Key metrics
2020
2021
Fatal accident rate Industry 
wide(1)
0.04(Gen4)
0.03(Gen4)
% SMS officers nominated
100%
100%
% SMS officers trained
92%
100%
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
A dedicated safety organisation within the Company acts as an 
independent voice of safety. The Chief Product Safety Officer 
for the commercial aircraft activities of the Company reports 
directly to the CEO and is the Chairman of the Product Safety 
Board (PSB). Several Executive Committee members and senior 
executives are part of the PSB. This ensures proactive safety 
decision-making is based on multidisciplinary assessments at 
the highest decision level of the Company. The PSB makes 
decisions regarding technical aspects, safety governance and 
strategy. Regular reviews with the Board of Directors are also 
performed.

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Airbus Safety Management System
Consistent with ICAO Annex 19, the Company’s Corporate Safety 
Management System (“SMS”) is based on the four ICAO pillars: 
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 
by an appointed Corporate SMS Officer and SMS Officers 
per function with support from a network of nominated SMS 
Representatives throughout the Company.
During 2020-21, Airbus Defence and Space evolved its Product 
SMS by adapting governance principles from established Airbus 
Commercial and Military Airsystems SMS to all of its programme 
lines, including cybersecurity systems, land communications, 
surveillance systems, drones and more. Programme Line Safety 
Boards and a shared online reporting tool have been established. 
Implementation is ongoing.
Airbus Safety Strategy
To support the Airbus vision for safety – “we constantly strive to 
enhance safety together in our quest to reach zero accidents.” – 
the Company’s product safety strategy is to:
–– implement programmes to continuously enhance the safety 
culture to ensure each employee has a personal and collective 
engagement consistent with the Airbus safety values;
–– provide means so that any employee can report safety 
concerns;
–– ensure product safety is a priority in decision making, and
–– share lessons learned and best practices with internal and 
external stakeholders, and take action as appropriate also 
based on identified top safety threats or opportunities.
Regulatory Compliance
Product certifications are provided by the competent aviation 
authorities including the main civil aviation authorities and specific 
military authorities. Within each Division, and according to their 
respective functions, the Company works to ensure compliance 
through design and certification of products under EASA Part 21 
Design Organisation Approvals (DOA); ECSS-Q ST-40-C (for 
Space Products) and Def-Stan 00-56 (for Defence Products); 
manufacturing under Production Organisation Approvals (POA); 
monitoring of in-service safety through approved EASA Part-M 
Continuing Airworthiness Management Organisations (CAMO); 
aircraft maintenance and retrofit operations conducted in line 
with civil and military EASA Part 145 regulations; and training 
provided to flight crews, cabin crews and maintenance crews 
through EASA Part 147 Approved Training Organisations (ATO).
The certified organisations within the Company where specific 
approvals are granted by the aviation authorities, are audited 
and monitored by these authorities to ensure compliance with 
regulatory requirements. Additional audits are conducted by 
third parties as part of the quality certifications appropriate to 
each Division, including EN9100, EN9001, EN9110, AQAP 2110, 
AQAP 2210 and AQAP 2310.
Commitment to “Just and Fair” Culture
This commitment ensures that the appropriate reporting 
channels are available and known to all employees to report 
product safety and quality related matters in an atmosphere of 
trust and empowerment. It is documented and endorsed with 
the signatures of the CEO, Executive Committee members and 
top management.
III.	 Risk Management
Applying proactive risk management principles has contributed 
to significant improvements for the safety of flight in recent 
decades. This risk management approach drives the Company’s 
Corporate Safety Process, which has been in place for more 
than 15 years. It supports the principles of the Company’s 
safety enhancement culture, going beyond compliance with 
certification and airworthiness duties.
IV.	 Implementation/Activities
Consistent with its end-to-end approach and as part of its safety 
strategy, the Company has several collaborative initiatives that 
contribute to reinforcing resilience capabilities in the air transport 
system and enhancing the safety level of its products with all 
key actors.
For example, the Company is working with its supply chain to 
extend its safety enhancement principles with its suppliers. 
This  includes specific SMS forums and initiatives with its 
suppliers, which reinforce the collaborative approach for 
optimising responses to in-service feedback and reports.
D10X (short for Air Transport Safety, Destination 10X Together) 
is another collaborative initiative with airlines. The aim of D10X 
is to propose pragmatic solutions, together with operators of 
Airbus aircraft, for the key safety issues identified within this 
network.
Sharing safety information is a key contributor to increasing the 
level of safety. There have been 25 flight safety conferences 
with the Company’s customers since the first was held in 1994. 
Another means of sharing information is through “Safety first”, the 
Company’s safety magazine contributing to the enhancement 
of safety for aircraft operations by increasing knowledge and 
communication on safety related topics. It reaches over 1,000 
aviation professionals daily via the website safetyfirst.airbus.com 
and the Safety first app.
In addition to these external safety promotion initiatives, 
the Company invests in internal safety promotion with the 
objective to continuously reinforce the safety culture of all 
employees. This is supported by different means including 
communication campaigns, training, safety awareness sessions, 
and development of a Safety Promotion Centre. SMS officers 
are nominated and trained in all key business functions to 
ensure implementation and operation of the SMS within the 
Company, including safety promotion. As of 31 December 2021, 
all SMS officers have been nominated and trained. The above-
mentioned commitment to a just and fair reporting culture is 
another example of an initiative that promotes the Company’s 
safety culture. These elements are integrated in the Company’s 
SMS action plan.
Airbus also continues to innovate to benefit from technological 
evolutions to further enhance both operations and safety.
All of these initiatives lead to continuous improvement of the 
safety record. This is illustrated in statistics (below) showing that 
the latest fourth-generation jets are the safest. All Airbus Fly-By-
Wire family aircraft (including A320, A330/A340, A380, A350, 
A220 fleets) are the latest fourth-generation aircraft.

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b.	 Cyber Security
I.	 Introduction
Cyber security risks have the potential to impact all business 
operations, employees, plus products and services if incorrectly 
managed – either in confidentiality, availability or integrity. As 
such, the company undertakes a continual process of cyber 
security risk identification and remediation, supplemented with 
significant cyber security capabilities for the prevention, detection 
and response to cyber threats and events.
Cyber security risk management is a core element of modern 
organisations, thus the Company has developed state of the 
art cyber capabilities for the defence, detection and response 
to emerging cyber threats. The cyber security paradigm adopts 
a compliance, regulatory and risk-based approach embedded 
across four asset bodies: IM, industrial, products & services, 
and people & workplace.
Developing cyber security as a function of the business, with the 
relevant capabilities and stakeholders, ensures an evolutionary 
approach for continued protection against emerging threats 
and to support the business in securely enabling its digital 
transformation.
10 Year moving average fatal accident rate (per million flights) per aircraft generation
Generation 2
Generation 4
2000
1.11
0.15
0.03
2001
2002
2003
2004
2005
2006
2007
2012
2013
2014
2015
2016
2017
2018
2019
2021
2020
2011
2010
2009
2008
Generation 3
0,00
0,25
0,50
0,75
1,00
1,25
Fig. (above) 10 year moving average fatal accident rate (per million flights) per aircraft generation.
Source of Data: official accident reports, ICAO, Cirium, and Airbus databases. Flight cycle data provided by Cirium.

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Cyber security
CRI
SASB
SDGs
Others
Data Security
9, 12
Highest governance 
body(ies) involved
Corporate Security Council
Digital Security Team (cyber Security Validation Body)
Related Corporate 
Policies and Directives
A08 - Airbus Company Security Policy
A1044 - Security Requirements for Company Information & Data Classification and Protection
A1058 - Security Requirements for Information Systems Management
A1043 - Security Requirements for Affiliates
A 1664 - Security Requirements for Industrial Automation and Control Systems
A 1666 - Requirements for Product Security
A1015 0 - Requirements on Information Security for Suppliers
A1015 1 - Specific Requirements on Information Security for IT Services Providers
Management system
MC AS - Manage Airbus Company Security - aligned to ISO27001 standard
MC AS 01: Monitor Identify & Report Company Asset Vulnerabilities
MC AS 02: Assess & Treat Company Asset Security Risk
Key metrics
2020
2021
Number of data breaches reported to data authorities
1
1
Percentage involving confidential information
100%
100%
Cyber security awareness training e-learning participation (started 1 Jan. 2020, reporting period 1 Oct.-30 Sep.)
10,328
67,475
Corporate & IM Cyber Security Headcount
216,5
290
II.	 Governance
The Company has undertaken a cyber security transformation 
since 2019 with the establishment of a federated model to 
digital security encompassing accountable leaders in respective 
organisational structures such as IT, engineering and operations. 
A dedicated team for security governance was established, 
reporting to the company Chief Security Officer (CSO), 
responsible for the definition and audit of cyber security directives 
and methods aligned to major industry standards such as 
ISO27001 or IEC62443. The company Chief Information Security 
Officer reports to the CSO with a direct reporting line to Airbus 
CEO. Such an approach ensures localised accountability and 
reactivity to cyber risks with centralised governance, reporting, 
technical standards, and processes. Cyber security governance 
scope encompasses all Divisions and global operations plus 
affiliates.
Corporate Security Council
The Company has established a Corporate Security Council, 
chaired by the Chief Security Officer, for the coordination of 
security governance and to ensure consolidated security risk 
reporting from each of the four asset clusters; IT, industrial, 
product & services, and people & workplace.
Security governance directives
Security directives are published and audited to ensure the 
company business, including affiliates and subsidiary companies, 
follows the same standards for data protection and systems 
security. Key cyber security directives include:
–– A08 – Company Security Policy;
–– A1044 – Security Requirements for Company Information & 
Data Classification and Protection;
–– A1058 – Security Requirements for Information Systems 
Management;
–– A1043 – Security Requirements for Affiliates;
–– A1664 – Security Requirements for Industrial Automation and 
Control Systems;
–– A1666 – Requirements for Product Security;
–– A1015.0 – Requirements on Information Security for Suppliers;
–– A1015.1 – Specific Requirements on Information Security for 
IT Service Providers.
III.	 Risk Management
Confidentiality, integrity and availability are well-known to define 
cybersecurity objectives when thinking about systems risks. 
Corporate Security owns the accountability of security risk 
management and is in charge of defining cyber security risks 
taxonomy and managing the lifecycle in ERM, including strategy, 
organisation, roadmap and initiatives at Company-wide level.
In terms of cyber security, risk management is the aggregation 
of continual risk reporting, cyber security validation processes 
embedded within security by design principles for projects, 
applications and infrastructures – in addition to the implementation 
of digital security controls aligned to the Airbus enterprise 
security architecture standards.
Risk mitigation measures follow the principle of people, process, 
and technology controls to reduce likelihood and/or impact 
from cyber incidents. The Company incorporates mandatory 
cyber security training and awareness for all employees with 
additional engagements for employees in higher risk categories 
or where additional regulatory stipulations apply. Security 
processes are fixed through security governance directives, 
business management processes (e.g. MC.AS.01 Vulnerability 
Management), and operating models. Technical security controls 
are implemented and measured in accordance with ISO27001 
and other industry standard information security management 
standards.

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The Company implements a number of key technical security 
controls in the reduction of cyber incident likelihood including the 
rollout of endpoint protection and data loss prevention tools, the 
implementation of multi-factor authentication, plus the adoption 
of enterprise security architecture approaches. To reduce impact 
from cyber events Airbus operates in-house security operations 
centers, covering both commercial and national activities; plus a 
Computer Emergency Response (CERT) team analysing cyber 
security threat intelligence and activating to rapidly investigate 
and contain cyber security incidents.
Cyber security risk management is under regular internal and 
external audit, confirming processes and implementation to 
both Airbus and Industry standards. Technical audits are also 
conducted regularly on applications, systems and infrastructures 
in the form of cyber security penetration testing.
IV.	 Implementation/Activities
During the course of 2021, a number of key initiatives have 
been undertaken to improve the cyber security position, reduce 
associated risks and decrease the likelihood of successful cyber 
attacks, including:
–– 100% coverage of core Divisional Company-issued laptops 
deployed with Endpoint Detection & Response (EDR) tools;
–– 100% of employees now able to access Google client side 
encryption tools for encryption of the company data in Google 
suite;
–– 35 of 35 high risk supplier connections now successfully 
migrated to the new standard secured supplier architecture;
–– Restricted CERT extension devised to ensure cyber incident 
response coverage across both commercial and national 
infrastructures.
Such activities have successfully reduced the Company’s 
overall cyber security risk picture, and specifically related to the 
increasing threat from ransomware.
V.	 Outlook
There are no signs globally that the threats of cyber attack 
will dissipate or slow; therefore it is critical that the Company 
maintains ongoing improvement and response activities in order 
to reduce associated risks. A number of key initiatives are central 
to this including:
–– Ransomware resilience: as one of the major risks, efforts 
continue with major investments into ransomware prevention 
in order to reduce both the likelihood of an incident, but also 
to significantly increase the resilience and reduce the time to 
recover critical applications and systems;
–– International localisation: extending the federated model of 
security to encompass international localisation of affiliates 
with enhanced risk reporting;
–– Secure digital transformation: enable digital transformation via 
the design development and deployment of updated security 
standards for cloud security, application hardening and zero 
trust networking;
–– Security Operations Centre (SOC) 2025 strategy: detecting 
and rapid response to cyber incidents is a key part of any 
security practice: thus Airbus will maintain and continue to 
scale the SOC activities to the needs of the business.

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c.	 Health and Safety
I.	
Introduction
The Company considers health and safety as a top priority that is non-negotiable. Our goal is to enable an environment that’s 
safe and healthy for all. Risk prevention and the promotion of safer and healthier conditions in the workplace are key to enable us 
to improve the health and well-being of our employees and anyone else who works inside Airbus. By focusing our attention on 
this, it also helps to improve the nature of the task, working conditions, competitiveness, quality, engagement and sustainability.
Health and Safety
GRI
SASB
SDGs
Others
403 Occupational 
Health and Safety
8, 12
Vigilance  
Plan
Highest governance body(ies) 
involved
Board of Directors / ECSC
Executive Committee
Related Corporate Policies
Occupational Health and Safety Policy A41, Airbus Code of Conduct
Management system
Formal Health and Safety Management Systems
Relevant certifications
ISO45001: certified sites cover~ 25% of employees
Key metrics (More in the ESG Data Board)
2020
2021
Lost-Time Injury Frequency Rate
3.81
3.21
Lost-Time Injury Frequency Rate – Commercial Aircraft
5.12
4.31
Near-miss – Commercial Aircraft
19,305
Total health and safety training hours delivered
103,070
128,795
Number of employees who received health and safety training
37,599
28,144
Number of employees having attended “EH&SCertificate” modules 1&2
418
1,309
Core entities with ISO 45001 or similar certification
~ one third
% of the company-wide workforce covered
25%
Remuneration
The Lost Time Injury Frequency rate at group level included in the variable remuneration for the Company 
CEO and executives. 2021 target was achieved.
KPI assumptions
Metrics are reported Company-wide (FISH perimeter) unless stated otherwise. Reporting period  
for training-related metrics: 1 October to 30 September
Additional resources
People Safety on Airbus.com
; Code of Conduct – incl. Health and Safety commitment
II.	 Governance
The Airbus Occupational Health and Safety Policy is a group-
wide foundation for the management of health and safety within 
the workplace. The Policy applies to the Company’s commercial 
aircraft activities, to the Airbus Helicopters and Airbus Defence 
and Space Divisions, and also to the Company’s affiliates.
In 2021, an Airbus Occupational Health and Policy Statement 
was signed by Guillaume Faury, Airbus CEO, to enhance and 
reinforce the Policy principles.
The health and safety organisation is part of the Human 
Resources and Workplace Department under the ultimate 
responsibility of the Company’s Chief Human Resources Officer.
The organisation is called Environment, Health and Safety 
(EHS). The Head of EHS reports to the Chief Human Resources 
Officer, and is supported by local EHS business partners. 
There are also regional EHS business partners in China, North 
America and APAC. Cross-organisation expertise, support and 
coordination is provided by centres of expertise, including safety, 
industrial hygiene, ergonomics and operational environment 
and occupational health and wellbeing. The EHS organisation is 
responsible for the health and safety management system and 
for the operational application of the corporate environment and 
sustainability management system in the entities.
Approximately one third of the Company’s core entities in home 
countries are now certified to the ISO45001 Standard for health 
and safety management systems or have a similar certification. 
Company wide, this means that nearly 25% of employees work 
on sites where the health and safety management system is 
certified to ISO45001. Other sites have formal management 
systems that are not yet formally certified, but operate to the 
standards required by our health and management systems.
III.	 Risk Management
The role of the Airbus’ health and safety organisation is to 
anticipate, identify, evaluate and prevent or mitigate risks to 
safety, health and well-being, and the business, arising as a 
consequence of the Company’s work activities.
Health and safety requirements have been defined in a directive 
that applies company-wide, including to the Company’s 
affiliates. The Company’s affiliates report on their health and 
safety management status through the Internal Controls Self 
Assessment (ICSA) exercise.
Occupational health and safety risks are managed using the 
framework provided in the Company Methods for “Health 
and Safety Risk Management” and “Incident Management”. 
Those risks that are considered to have a high potential impact,

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including in Airbus affiliates, are monitored by the Company’s 
Enterprise Risk Management (ERM) system.
In 2021, the Company-wide method for risk assessment and 
control was updated. This method consists of a sequence of 
logical steps to identify significant hazards, evaluate the risks 
and prevent, eliminate or mitigate them, following the hierarchy 
of control principles: elimination, substitution, engineering 
control, administrative controls and, as a final measure, personal 
protective equipment.
The method for reporting and managing incidents and near 
misses has also been refreshed. It harmonises incident reporting 
between countries, taking into account applicable local 
regulations. The investigation and root cause analysis process 
described in this method supports the identification of risks and 
related mitigation actions.
The principle health and safety concerns in 2021 consisted of 
the following topic areas:
–– COVID-19 and the necessary adaptation of work activities;
–– Working environment including for example, work at height; 
slip, trip and fall risks; site roads and infrastructure.
–– Machinery and equipment, such as hand held powered tools, 
cranes and jigs.
–– Physical agents, including noise, vibration and electricity.
–– Substances and materials, such as those addressed in 
REACH regulation.
–– Psychological risk, including from the impact of COVID-19 
confinement and the related Company adaptations.
–– In-situ contractors, including competence, interfaces and site 
transport.
The impact of the ongoing COVID-19 pandemic is a continuing 
challenge. However, the main causes of occupational injury in 
2021 were once again related to slip, trip and fall accidents, 
ergonomic incidents, and the use of hand tools and equipment. 
These represented the majority of injuries recorded on the FISH 
(Federated Information for Environment, Safety and Health), 
global environment, health and safety platform. In fact, slip, trip, 
and fall accidents resulted in 25% of the lost time injuries included 
in the lost time injury frequency rate.
Employees and others on Airbus sites can raise health and safety 
concerns in a variety of ways. Employees can raise a near miss or 
incident declaration in FISH using a computer or mobile device. 
Line managers can share warnings and good practices using a 
red, amber, green flash alert process. A “go-look-see” process 
helps managers to identify risks and related mitigation actions. 
To support the promotion of a “speak-up” culture, the Company 
has the OpenLine to provide employees and third parties with 
an avenue for raising concerns.
IV.	 Implementation/Activities
The overall incident management harmonisation process is enabling improvements in data collection, analysis and the production 
of reports. This supports the Company-wide key performance indicators.
Airbus and its Divisions rolling 12 months employee lost time injury frequency rate
AIRBUS
J
F
M
A
M
J
J
A
S
O
N
D
2021
0
1
2
3
4
5
6
3.73
3.54
3.48
3.50
3.61
3.57
3.59
3.45
3.40
3.38
3.22
3.21

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The rolling year of the lost time injury frequency rate end of year 
figure amounts to 3.21 Company-wide and to 4.31 in Airbus, 
excluding the Divisions. Company-wide Airbus experienced 
a more than 15% improvement in frequency rate. It has been 
positively impacted in 2021 as a result of the various safety 
activities and actions taken linked to the pandemic. Frequency 
rate figures are reviewed monthly by the CEO and the Executive 
Committee and the data shared with all executives and senior 
managers in a monthly webinar.
The FISH incident management module already covered all 
main sites in Airbus and its Divisions in France, Germany and 
Spain, and in the UK the Airbus commercial aircraft and the 
Airbus Defence and Space Division sites. It also covered the 
Airbus commercial aircraft plants in Mobile, US and in Tianjin, 
China. This year the FISH incident management module has 
been extended to cover the Airbus Defence and Space Division 
in Poland. Around 80% of the Company employees including the 
active workforce, the apprentices and the temporary employees 
are estimated to be covered under the FISH platform. The FISH 
perimeter continues to be progressively extended.
The work on incident management has reinforced the reporting 
of near misses. This has led to a total of 19,305 near misses being 
declared on FISH in the Airbus commercial aircraft activities. 
The investigation of near misses identifies cause agents and 
mitigation actions that support incident prevention measures.
Activity to mitigate risks is promoted and deployed through 
different channels. Most importantly, the Company stimulates 
behavioural change, in particular through its “People Safety @ 
Work” (PS@W) project in Airbus commercial aircraft, the “We 
Care initiative” in Airbus Defence and Space Division and the 
“Safe Together” initiative in Airbus Helicopters Division. This 
embeds a culture of continual improvement in workplace health 
and safety performance. Examples of particular campaigns 
include:
–– “Team Talk” packages enable managers to discuss safety 
with their teams.
–– Videos illustrating our safety golden rules.
–– Campaigns to support a safe return to work after a long break 
such as summer holidays.
–– Site Safety Awards to motivate and engage employees.
–– Mindset and behaviour workshops.
–– Safety weeks and safety mobilisation days, often topic specific 
and led by senior managers.
–– ’Safety Box’ (safety activities) and “Safety Lab” (safety 
discussions) sessions, in both face to face and virtual meeting 
modes due to COVID-19.
–– Testimonies by employees who have suffered accidents at 
work.
–– Transparent sharing of safety related information, such as 
frequency rates and “Flash Alerts”.
–– Mandatory EHS training.
The Company “Safety Ambassadors” knowledge, competences 
and roles have been reinforced. This network comprises around 
1,900 members, and is a significant enabler for culture change. 
They spread best practices and support activities such as the 
implementation of COVID-19 measures.
At the operational level, the Airbus commercial aircraft operating 
system (AOS) includes an assessment grid to evaluate the 
environment, health and safety maturity level in operational 
areas. This reinforces the activity to reduce risk, driving the 
implementation of initiatives such as the PS@W trip hazards 
removal, mobile steps safety and site traffic infrastructure 
improvements.
In 2021, the virtual classroom portfolio was further developed, 
in particular to cover some of the elements of statutory training 
such as First Aid, and we will continue to develop more 
digital enabled learning solutions. Consequently, despite the 
challenging environment of the ongoing pandemic, over 128,795 
hours of dedicated health and safety training were delivered 
to 28,144 individual employees between October 2020 and 
September 2021.
Managers at all levels are required to attend the “Airbus 
Environment and Health & Safety (EHS) Leadership Certificate”. 
This intensive course has four modules, which, if completed within 
a certain timescale, lead to an externally validated “Environment, 
Health and Safety Certificate”. The EHS Leadership modules 
1 and 2 were therefore prioritised for the virtual classroom 
format in 2021. The development of modules 3 and 4 will take 
place in 2022. A total of around 2,300 employees have now 
attended these modules since 2019; 1,309 of which in between 
October 2020 and September 2021.
The “Executive Environment and Health & Safety Masterclass” 
ensures that the Company top leaders are equipped to drive the 
strategy of continual improvement in health and safety culture 
and performance. Overall some 451 executives and senior 
leaders have completed the Masterclass from October 2020 
to September 2021. In the same period some 82 executives, 
mainly from the plant and final assembly lines, have attended 
the practical and hands-on “Back to the Floor” training, which 
enables leaders to proactively and positively engage on safety 
issues on the shop floor.
Occupational health and wellbeing are key priorities for the 
Company, as evidenced by the construction of purpose-
designed occupational health facilities at Broughton, UK, and 
at Getafe, Spain, which were completed in 2021.
Naturally COVID-19 has continued to be a critical risk to people 
and the Company. Mitigation activities have included:
–– Providing and maintaining guidance on the core barrier 
measures, supported by awareness campaigns and material 
including posters, videos and e-learning modules.
–– Supporting national vaccination programmes, where possible. 
Around 19,500 people were vaccinated on Airbus sites in 
France, Germany, Spain, UK, the USA and China.
–– More than 17,900 COVID-19 tests have been performed on 
employees in Germany and France, with particular hygiene 
and testing procedures for delivery teams.
–– An employee “COVID-19 Hotline” and case management has 
been provided by Occupational Health teams.
Whilst certain health initiatives and check-ups were impacted 
by the COVID-19 situation, key monitoring campaigns were 
maintained. Psychological health continues to be a focus. In 
addition to the employee helpline services and the availability of 
psychologists, training was provided for topics such as mental 
health awareness and addiction prevention. Support material 
has also been made available on the Company intranet pages.
With regard to substances, the “REACH-IT” project has 
continued in Airbus’ commercial aircraft business, together 
with similar initiatives deployed in the Divisions. Manufacturing 
processes, tools and workstations have been reviewed in light of 
the REACH authorisation measures for the protection of health, 
safety and the environment. Now there is a progressive transfer

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of this work into operational management systems, to ensure the 
ongoing maintenance of conformity. A compliance surveillance 
programme will be launched in 2022.
V.	 Outlook
As part of the health, safety and operational environment “2030 
Flightpath” vision, we aim to promote and provide standards 
that are above our minimum legal compliance requirements. 
Consequently, in 2022 the Company will continue to reduce 
risk of work-related injury, ill-health and environmental impact, 
by improving management system elements, monitoring and 
data analysis.
The Company will therefore continue to increase the geographical 
deployment and technical scope of the FISH platform to support 
a strategy of data-driven risk analysis and mitigation. In particular 
the incident management module is planned for deployment in 
sites in North America and the Asia Pacific region.
As the corporate ISO45001 based occupational health and safety 
management system matures, a company Health and Safety 
Governance Board is planned, to maintain clear oversight and 
steer the “zero harm” ambition. At national level, occupational 
health review panels are also planned, to address topics such as 
occupational disease cause analysis, risk mitigation strategies 
and emerging competency requirements. The Company will 
continue to strengthen its efforts to enhance wellbeing and 
mental health protection.
Further key performance indicators (KPI) are to be introduced, 
including health KPIs. The FISH platform will enable a wider 
use of the all injuries frequency rate and the leveraging of near 
miss data.
1.2.4	 Respect Human Rights and Foster Inclusion
a.	 Human Rights
I.	
Introduction
A commitment to respect human rights
As a signatory to the United Nations Global Compact since 2003, 
the Company is committed to upholding international human 
rights principles and standards, including the International Bill 
of Human Rights, the International Labour Organization’s (“ILO”) 
Declaration on Fundamental Principles and Rights at Work and 
its Core Labour Standards. In doing so, the Company aims to 
implement policies and processes that respect applicable law 
in the countries in which we operate and take into acccount the 
UN Guiding Principles for Business and Human Rights, and the 
Organisation for Economic Co-operation and Development’s 
(“OECD”) Guidelines for Multinational Enterprises.
“Respect for human rights” was prioritised by the Company 
as one of the four sustainability commitments agreed by the 
Executive Committee and the ECSC at Board level during 2020.
The Company’s actions to progress its ambition to “embed 
and advance respect for human rights throughout its business, 
operations and supply chain” follow recommendations identified 
through a human rights impact and gap analysis conducted by a 
specialist external human rights consultancy in 2019. This analysis 
considered current and upcoming regulatory requirements and 
international best practice as well as international principles and 
standards, including the UN Guiding Principles for Business and 
Human Rights. Details of these actions follow.

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Human Rights
GRI
SASB
SDGs
Others
Others
412 Human Rights 
Assessment
4,5,8,16
Vigilance  
Plan
Highest governance body(ies) 
involved
Board of Directors / ECSC
Executive Committee
Related Corporate Policies and 
Reference Documents
Code of Conduct; International Framework Agreement; Airbus Supplier Code of Conduct
Commitments to take into account 
external standards and frameworks
International Bill of Human Rights, ILO’s Declaration on Fundamental Principles and Rights at 
Work and its Core Labour Standards, OECD Guidelines for Multinational Enterprises, United 
Nations Guiding Principles
KPIs
Target
Target  
year
2020
2021
2021  
v. 2020
% of investigations completed or in progress(1)
100%
Permanent
100%
100%
-
% of sites having undertaken a social assessment(2)
100%
2026
6%
14%
+8pp
% of findings closed within 18-months(3)
100%
Permanent
100%
100%
-
Other key metrics
2020
2021
2021  
v. 2020
Number of participants to human rights trainings – Cumulative, reporting period:  
1 Oct -30 Sep(4)
4,943
5,789
+846
Number of alerts of human rights concerns(5)
5
4
-1
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.
(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) from internal sources or through the Company’s 
supply chain
Additional resources
Code of Conduct
, Supplier Code of Conduct
, Modern Slavery Statement
, Human Rights on 
Airbus.com
,
OECD Guidelines for Multinational Enterprises 
, ILO Declaration on Fundamental Principles  
and Rights at Work 
II.	 Governance
The EVP Communication and Corporate Affairs has top level accountability for human rights at Executive Committee level. During 
2021, 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 during 2021
Key responsibilities
Human Rights Multi-Functional Team, 
chaired by the Global Lead for Human 
Rights
Target 6
Achieved 6
Ensuring the development and delivery of the human 
rights roadmap, including actions against agreed 
targets and support for awareness raising and capacity 
building.
Human Rights Steering Committee, 
chaired by the Head of Sustainability 
and Environment
Target 3
Achieved 3
Providing strategic guidance to support decision 
making and prioritisation, as well as providing guidance 
and support on progress.
Specific presentation on human rights 
at the Executive Committee
Target 2
Achieved 3
Agree and guide the strategic direction of the 
Company’s human rights ambition, agree and guide 
the prioritisation of initiatives and resource allocation for 
implementation and review the status and effectiveness 
of actions in progress (including roadmap/targets/KPIs).
Specific presentation on human rights 
at the ECSC
Target 1
Achieved 2
Make and support decisions on identified salient issues 
and emerging significant risks, make and support 
decisions on key trends / legislation and provide 
feedback and steering as required.
The Company will review its governance on human rights as it moves from policy-setting into implementation.

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Human rights policy
Building on the human rights commitments and expectations that 
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 
Conduct), a key focus for 2021 included efforts to consolidate 
commitments to human rights standards and principles as well 
as expectations in this respect (aligned to international human 
rights standards and principles including the United Nations 
Guiding Principles for Business and Human Rights, the ILO Core 
Conventions on Labour Standards and the OECD Guidelines for 
Multinational Enterprises), into a specific internal human rights 
policy. The Company expects to finalise the policy in 2022.
In addition a number of internal and external stakeholders 
have supported the creation of the policy including divisional 
and functional representatives of the Human Rights MFT and 
Steering Committee and members of the Legal & Compliance 
team. When finalised, the Company intends to have the policy 
endorsed by the SE-WC which represents The Company’s 
European social partners. Externally the policy has been 
reviewed by representatives from specialist expert human rights 
organisations, academics and civil society.
The human rights policy will help further embed due diligence 
throughout the Company through the creation of a specific 
Human Rights Management System and associated Directive. 
A key focus for 2022 will also include the development of 
methods and guidelines to support policy adherence as well 
as communication and associated training prioritising high risk 
functions.
III.	 Risk Management
Risks related to the salient issues were embedded into the 
Company’s risk portfolio in the frame of the Company’s ERM 
system and an associated action plan developed to identify, 
assess and address identified impacts. Actions are reviewed 
regularly by the Human Rights MFT and any salient issues 
requiring particular focus are escalated to the Human Rights 
Steering Committee as well as the Executive Committee and 
ECSC as required. An update of actions related to the Company’s 
salient issues follows, with further actions progressing throughout 
2022. Taking into account that salient issues may change over 
time due to internal and external influences, the Company is 
committed to reviewing them annually.
Salient Human Rights Issues
Salient Human Rights Issues
-- Impact of products and services on the rights  
to life and liberty  
(passengers and citizens)
-- Data privacy  
(individuals and their personal data)
-- Transition to decarbonisation  
(supply chains)
-- Forced and child labour and labour rights  
(contractors and supply chains)
-- Diverse and inclusive workplaces  
(Airbus workforce and contractors)
The Company’s salient human rights issues (see box with 
impacted groups in parenthesis) were initially identified through 
a human rights impact and gap analysis carried out in 2019. This 
identification was based on a benchmark of industry peers and 
companies in similar industries and an analysis of stakeholder 
expectations, including consideration from a rights-holder 
perspective. These issues were reviewed, updated and validated 
during 2020 through the Human Rights MFT and engagement 
with a number of key external stakeholders, including human 
rights NGOs, academics/researchers and industry groups.
–– Impact of products and services on the right to life and 
liberty (passengers and citizens): Actions are ongoing. A 
multifunctional and cross-divisional team is currently reviewing 
how to integrate risk-based human rights due diligence 
through existing processes and tools.
–– Forced and child labour and other labour rights (contractors 
and supply chain): Key activities to mitigate the risk of forced 
and child labour and other labour rights in the Company’s 
supply chain included the roll out of the Company’s revised 
Supplier Code of Conduct, with strengthened expectations 
on forced and child labour as well as other human and labour 
rights and a requirement for suppliers to formally confirm 
adherence to the Supplier Code of Conduct and to cascade 
the principles throughout their supply chain. In addition, the 
Company took actions to strengthen its supply chain due 
diligence including updated risk mapping (country and activity) 
and a review of its risk identification and alert management 
process. For further information, see “– 1.2.6 Responsible 
Supply Chain”.
–– The transition to decarbonisation (supply chain): 2021 
was dedicated to identifying the key areas of risk that the 
Company’s transition to decarbonisation may create, affecting 
in particular human rights. The identified areas include the 
potential impact on local communities of the production of 
Sustainable Aviation Fuels (SAF), offset initiatives or specific 
minerals required in the development and manufacturing of 
new technology. The Company is already engaged in various 
coalitions (e.g. the Roundtable for Sustainable Biomaterials 
and the International Sustainability and Carbon Certification) 
to ensure that human rights dimensions are considered in 
these areas.
–– Inclusion and diversity: During 2021 actions to progress this 
salient issue included agreeing a “25 by 25” gender diversity 
ambition to increase female representation at executive levels 
of the Company, creating a robust pipeline including specific 
leadership programmes for women, such as “MyWay” and, to 
support inclusive leadership, a mandatory Unconscious Bias 
training module was rolled out for all employees (with a target 
to achieve 100% by end of 2021). For further information, see 
“– 1.2.4b Inclusion and Diversity”.
–– Data privacy: During 2021, the data privacy team continued 
to implement and improve the data privacy programme 
throughout the Company. Actions were taken to ensure that 
the international transfer of personal data is completed in line 
with new requirements. Further steps were taken to ensure 
that, prior to contracting, suppliers processing personal data 
on behalf of Airbus are vetted and the appropriate mechanisms 
put in place to ensure they process data in line with legal 
requirements.

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Due diligence
During 2021, the Company began to strengthen its risk-based 
human rights due diligence taking into account the OECD Due 
Diligence Guidance for Responsible Business Conduct. This 
focus, which will continue throughout 2022, included:
–– supply chain due diligence;
–– due diligence within the Company’s own operations;
–– product and service due diligence (focused on the Company’s 
Defence Division).
Social assessments (focused on human 
and labour rights)
During 2021, the Company conducted a number of onsite social 
assessments focused on human and labour rights covering its 
own sites. These onsite assessments were carried out using an 
independent third-party social assurance provider consistent 
with the assessments carried out in the Company’s supply chain.
Building on the initial pilot carried out during 2020, eight sites 
(against a target of four) undertook a social assessment during 
2021 in countries including Germany, Belgium, US, France, Italy, 
Malaysia, China and the Philippines. The sites were selected 
based on an analysis of country risk using publicly available 
indices (including child labour, forced labour and labour rights), the 
type of activity (prioritising production facilities) and the number 
of employees. In addition, any alerts relating to human rights 
coming from other sources, including the ICSA process, and 
upcoming legislative requirements were also taken into account.
The Company has a target to ensure that all findings are closed 
within an 18 month period following assessment. In addition, 
in order to strengthen its due diligence process, the Company 
has set a target to ensure that 100% of its sites with over 
100 employees are assessed for human and labour rights risks 
by the end of 2026.
Supply chain
The Company continued to assess its supply chain for any 
concerns related to human rights, including forced and child 
labour and other labour rights, throughout 2021. For further 
information, see “– 1.2.6 Responsible Supply Chain”.
Grievance and remediation
During 2021, the Company continued to promote its “speak-up” 
culture for human rights concerns, including reinforcement of 
the use of its OpenLine confidential reporting system, within its 
revised Supplier Code of Conduct (see “– 1.2.6 Responsible 
Supply Chain”).
If an allegation of human rights breach received from within the 
Company or through its supply chain or other third party business 
relationships is found to be substantiated, remedy would be 
sought through a variety of mechanisms. If an alert is received 
via its OpenLine reporting system, the Company commits to 
acknowledge receipt of the report within two business days. 
The Company has a global network of internal investigators, 
tasked with investigating allegations, including those relating 
to human rights such as forced or child labour, or labour rights 
and working conditions.
During 2021, the Company investigated four alleged cases of 
concern related to forced labour and other labour rights from 
within the Company’s supply chain. All of the cases are closed 
as either unsubstantiated or with a consequential action. The 
Company will continue to investigate any new alerts during 2022.
IV.	 Implementation/Activities
Awareness raising and training
During 2021, the Company continued to raise awareness of 
human rights including through the promotion of its dedicated 
training on human rights and modern slavery which is available to 
all employees in four languages. During the period October 2020–
September  2021, 846  participants undertook this training 
(5,789 in total since its launch), which included information on 
how to identify the signs of human rights abuse and what to 
do if anybody has concerns. In addition, two dedicated virtual 
awareness sessions were run for the heads of subsidiaries 
(attended by 140 people) to raise awareness of human rights 
which included practical examples of how to identify and report 
risks. The sessions were recorded so that those not able to 
attend directly could review the recording.
A dedicated e-learning module on human rights, targeting senior 
managers, including the heads of subsidiaries and controlled 
affiliates, was produced in 2021 and will be rolled out during 
2022. In addition a new e-learning module will be created for all 
employees to raise awareness of human rights with the intention 
that this becomes mandatory to all employees from 2023.
Additional topic-based training relating to human rights is also 
available to all employees of the Company, a number of which 
are mandatory, including data privacy and inclusion and diversity 
topics such as unconscious bias.
Stakeholder engagement and collaboration
During 2021, the Company joined the Global Business Initiative 
on Business and Human Rights (GBI), a specialist peer learning 
group focused on advancing respect for human rights throughout 
the world. As part of its membership, the Company also took 
part in two dedicated workstreams: downstream due diligence 
and tracking and measurement, the progress of which were 
shared with other GBI members.
The Company is also a member of a number of industry trade 
associations which during 2021 held focused discussions on 
progressing human rights within the aerospace and defence 
industry. These include the BDSV (German Industry Association 
for Security and Defence), ASD (the Aerospace and Defence 
Industries Association of Europe), GIFAS (French Aerospace 
Industries Association), ADS (UK Industry Association for 
Aerospace, Defence, Security and Space) and TechUK (the 
UK’s technology trade association).
The Company also engaged with a number of external 
stakeholders on human rights in order to advance the topic 
through external collaboration. These included academics, 
researchers, civil society organisations, officials and peers. A 
number of discussions with the Company’s investors on the 
topic of human rights also took place during 2021, including on 
the topic of forced labour.
In addition, an update of the human rights roadmap was also 
presented to key internal stakeholder groups including the 
Societas Europaea Works Council (“SE-WC”) and the European 
Committee for Airbus Defence and Space (“ECADS”) comprising 
social partners from across the Company’s European sites.
During 2021, the Company’s Defence and Space Division 
continued to work with the UK’s University of Nottingham 
Rights Lab on a project to monitor supply chain human rights 
challenges across sectors including maritime, agriculture and 
mining. Analysis of EO satellite imagery helps to identify supply

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chain human rights issues, such as flagging suspicious activities 
for further investigation, or can act as additional evidence for 
reported supply chain issues. The Division has also started 
to scope its own supply chain risk assessment tools for the 
Company by integrating satellite imagery derived intelligence with 
additional reported data from third parties on potential supply 
chain human rights risks.
Regulatory compliance
During 2021, the Company undertook an analysis of current 
legislation related to human rights including the French Devoir 
de Vigilance Law and the Modern Slavery Acts in the UK and 
Australia. In addition, the Company undertook an analysis of 
relevant upcoming legislation including the German Act on 
Corporate Due Diligence Obligations in Supply Chains. Actions 
to fill any identified gaps will be undertaken throughout 2022.
During 2021, in accordance with the UK Modern Slavery Act 
and the Australian Commonwealth Modern Slavery Act, the 
Company published a Modern Slavery Statement outlining the 
actions it had undertaken to mitigate modern slavery risks in its 
global business, operations or supply chain. This Statement was 
published on the UK Government and Australian Government 
websites as well as the Company’s website. In addition the 
Company completed the UK Ministry of Defence (MoD) Modern 
Slavery Assessment Tool.
V.	 Outlook
During 2022, the Company will continue its focus on embedding 
and advancing its commitment to respect human rights 
throughout its business, operations and supply chain. Specific 
ongoing actions include:
–– finalisation of the Company’s human rights policy;
–– embedding human rights commitments throughout the 
Company;
–– further progressing risk-based due diligence within the 
Company;
–– prioritising actions based on the Company’s Identified salient 
human rights issues (to be reviewed in 2022);
–– progressing social assessments focused on human and labour 
rights throughout the Company’s sites;
–– capacity building with key teams including development of 
training, communication and awareness raising;
–– ensuring alignment of actions with current and upcoming 
legislation.
b.	 Inclusion & Diversity
I.	
Introduction
“Respect  Human  Rights  and  Foster  Inclusion”  is one 
of the four sustainability commitments. This priority reflects the 
focus the Company puts on Inclusion & Diversity (“I&D”) and is 
illustrated by the 137 nations and 20 different languages that its 
employees represent.
An I&D position statement outlines the Company’s commitments 
to creating a safe and inclusive culture, including zero tolerance 
to discrimination and harassment, whilst the Company’s Code 
of Conduct and Supplier Code of Conduct expresses the 
expectations towards both employees and suppliers in this 
respect.
In line with the Company’s values, a comprehensive I&D strategy 
drives the Company’s approach to embedding I&D focusing on 
intergenerational, ethnic, social and cultural diversity as well as 
gender equality, LGBTQ, neurodiversity and disability-friendly 
policies and hiring practices. The I&D strategy aims to ensure 
that the Company:
–– creates a safe environment and inclusive culture where 
collaboration, empowerment, continuous learning and 
accountability are promoted and valued. The Company has 
zero tolerance for harassment or discrimination of any kind;
–– attracts, recruits, develops and retains a large and diverse 
pool of talent. This talent is a reflection of our customers and 
suppliers base as well as the communities around us;
–– develops a thriving work environment supported by its values 
system, leadership model as well as a Code of Conduct 
understood and practiced by all;
–– is committed to have a positive long-term sustainable impact 
not only in the aviation sector but also in the communities we 
work in by being signatories to the SDGs.

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Inclusion & Diversity
GRI
SASB
SDGs
Others
405 Diversity and Equal 
Opportunity
406 Non-discrimination
408 Child Labor
409 Forced or 
Compulsory Labor
4, 5, 8, 16
Vigilance  
Plan
Highest governance body(ies) 
involved
Board of Directors / ECSC
Executive Committee / Inclusion & Diversity Board
Related Corporate Policies  
and Documents
Human Resources Airbus Company Policy
Airbus Code of Conduct, Airbus Supplier Code of Conduct
Airbus commitments to take into 
account external standards or 
frameworks
Universal Declaration of Human Rights, OECD Guidelines for Multinational Enterprises, ILO 
Conventions
KPIs
Target
Target horizon
2020
2021
2021  
v. 2020
% of external hires to be female
33%
yearly
26%
22%
-4%
Other key metrics  
(More in the ESG Data Board)
2020
2021
2021  
v. 2020
Women in active workforce
18%
19%
1%
Board of Directors
25%
25%
stable
Executive Committee
16%
25%
+9%
Executives
13%
14%
+1%
Senior Managers
14%
16%
+2%
Additional resources
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
,
LGBT+ Charter with L’Autre Cercle Association for an inclusive work environment for LGBTQ+ people
France Gender Pay Gap Statement 2020
, 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
, Handiproconseil
)
II.	 Governance
The I&D team is part of the “DEVELOP Center of Expertise” 
within the Human Resources function and represents each of the 
Company’s Divisions, with regional I&D focal points supporting 
the implementation of the I&D strategy globally.
An I&D Advisory Board, chaired by the Chief Human Resource 
Officer with representatives from the Executive Committee and 
other Divisional and regional executives, meets quarterly and 
provides top level oversight and input into the I&D strategy as 
well as reviews risks or issues raised, providing support on new 
initiatives, processes or changes to policy and make appropriate 
recommendations to the Executive Committee.
In addition, local I&D (including disability) steering committees, 
championed by senior leaders and executives in the regions, 
provide additional support to embed and advance the I&D 
strategy locally and provide valuable input to the I&D team and 
Advisory Board. The steering committees are supported by 
a network of diversity Business Champions embedded in the 
business and who advocate for inclusive leadership.
III.	 Risk Management
Any identified risks related to I&D are recorded in the Company’s 
ERM and appropriate action plans agreed. Progress is reviewed 
quarterly.
In addition, any alerts related to I&D raised via the Company’s 
“speak-up” culture, including its OpenLine reporting system, are 
investigated in accordance with the Company’s investigation 
process.
IV.	 Implementation/Activities
The Company supports various national and international 
initiatives such as International Women’s Day and since 
2018 we have committed to the UN Women’s Empowerment 
Principles aimed at empowering women to participate fully 
in economic life. The Company has also led the “Women in 
Aviation and Aerospace Charter” and has been instrumental 
in the development of the “Women in Defence Charter” 
which demonstrates the commitment of a growing number of 
organisations across the industry to build a more balanced and 
fairer industry for women. In addition, in 2020 the Company 
launched a “Management Basics & Leadership Foundations 
Programme” to ensure that inclusive leadership becomes the 
norm at all levels. In addition our Corporate Gender diversity 
leadership development launched a cohort dedicated to 50 
women leaders of tomorrow. To date this programme has trained 
over 170 women, including the current cohort.

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The Company is also accelerating change through its employee-
led “Balance for Business” network, which has around 
10,000 volunteer members worldwide. Initiatives run through this 
network include roadshows promoting employee-led initiatives 
such as peer-to-peer mentoring, confidence building and 
encouraging employees to challenge stereotypes and build their 
careers. The network also supports some outreach initiatives.
Other employee-led networks such as the Women Innovative 
Network (“WiN”), the Airbus Africa Network, Spectrum (Racial 
diversity and inclusion), Pride@Airbus (LGBTQ+), Generation-A 
(Millennials), Seniors Talent and (Dis)Ability ambassadors 
networks are key to raising awareness of  I&D, promoting 
inclusion, equal rights and increasing visibility. Initiatives include 
mentoring, leadership development of under-represented groups 
as well as conferences and discussions open to all employees.
The annual Ability Weeks campaign aims to raise awareness on 
disability across the Company and worldwide. This includes a 
series of workshops and awareness sessions on topics such 
as: digital accessibility, workplace adaptations, mental health 
care. During 2021 more than 1,600 employees participated in 
live workshops, and over 50 events were organised worldwide. 
Our Airbus Humanity Lab also showcased prosthetic blades 
made from recycled carbon from our production lines.
Highlighting that being unique is valued and that difference is 
welcome, the Company ran an awareness campaign during 2021 
to promote awareness of the importance of digital accessibility 
for employees with disabilities as a means for inclusion.
The Company also engaged in various social diversity 
programmes during 2021 in partnership with a number of 
different associations to promote quality education and 
mentorship for young people from underprivileged areas. For 
example, the Company participated in the “La France, une 
chance. Les entreprises s’engagent!” initiated in 2018 by the 
French government to encourage business to get involved in 
helping everyone find their place in society by, for example, 
recruiting from underprivileged areas promoting education 
learning and responsible purchasing and creating a link between 
these underprivileged areas and businesses.
During 2021, the Company disclosed its gender pay gap as 
required through both French and UK legislation and continues 
to put measures in place to ensure gender pay parity worldwide.
V.	 Outlook
Priorities for 2022 include continuing the Company’s focus on 
gender parity. Upcoming actions on I&D include:
–– eliminating systemic barriers during talent recruitment, 
development and management;
–– agreeing on targets for external recruitment of women, external 
recruitment from non-EU countries and external recruitment 
of people with disabilities;
–– extending leadership development programmes to include a 
focus on I&D and in particular on gender diversity;
–– increasing awareness and training on inclusive leadership and 
unconscious bias;
–– leveraging and reinforcing business ownership and 
accountability through the Company’s network of diversity 
champions;
–– continued support to encourage STEM studies for young 
women in schools and universities through mentorship, 
tutorship, directly or through the associations sponsored by 
the Company.
c.	 Labour Relations
I.	
Introduction
In 2021 again, the Company has continued its numerous 
discussions, consultations and negotiations with its social 
partners, sometimes on a daily basis in order to discuss company 
transformation projects aiming at adapting to the evolving 
situation partly resulting from the health and economic crisis.
These various transformations were carried out in line with the 
common principles and standards of the ILO convention, the 
OECD Guidelines for Multinational Enterprises and the principles 
laid down by the UN Global Compact.
Employee relations are underpinned by the Company 
commitments made in the Company’s Code of Conduct and 
the Airbus International Framework Agreement, signed in 2005.

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Labour Relations
GRI
SASB
SDGs
Others
402 Labor / 
Management 
Relations
8, 16, 17
Highest governance body(ies) 
involved
Executive Committee
Related Corporate  
Ref Documents
Airbus Code of Conduct, International Framework Agreement, SE-WC agreement (updated 2018)
Airbus commitments to 
take into account external 
standards and frameworks
ILO’s Declaration on Fundamental Principles and Rights at Work and its Core Labour Standards, OECD 
Guidelines for Multinational Enterprises
Key metrics
2020
2021
Number of meetings  
with SE-WC (agreement says 
four per year)
8
12
% workforce covered 
by collective bargaining 
agreements
ca 80%
Additional resources
Code of Conduct
, Airbus International Framework Agreement
ILO’s Declaration on Fundamental Principles and Rights
OECD Guidelines for Multinational Enterprises
, the Global Deal Initiative
II.	 Governance
In the International Framework Agreement (“IFA”), the Company 
reaffirms its willingness to respect the regulation regarding 
fundamental human rights, equal opportunities, free choice of 
employment, as well as prohibition of child labour and respect 
and ensuring the conditions for social dialogue.
The Company intends, via its agreements, to respect the 
disposition of the following ILO conventions: numbers 111 
(discrimination –  employee and occupation), 100 (equal 
remuneration), 135 (workers’ representatives), 29 (forced labour), 
105 (abolition of forced labour), 182 (child labour), 138 (minimum 
age), 87 (freedom of association and protection of the right to 
organise) and 98 (right to organise and collective bargaining).
The head of each business is responsible for ensuring compliance 
with these principles. The provisions of this framework agreement 
define the Company’s standards to be applied wherever the 
Company operates provided they are not in contravention of 
local law, insofar as more favourable conditions do not exist 
already. Dedicated processes ensure that the provisions of this 
agreement are not breached wherever the Company operates.
The Company is in continuous dialogue with social partners on its 
sites in Europe, principally through meetings with management 
at the European Committee level but also through meetings and 
negotiations at national or local level. Sites outside Europe are 
also covered by the Company’s IFA framing the social dialogue 
and social culture in line with local labour legislation, culture and 
practices of respective countries.
Regular social dialogue is ensured as per ILO requirements and 
local legislation and Company agreements about social dialogue, 
for instance in Europe, thanks to the Company’s  SE-WC 
agreement which was updated in 2018.
Labour relations and social dialogue are fully part of the Company’s 
DNA and therefore, its continuous evolution and improvement 
are embedded in the Company’s Human Resources strategy 
supporting the Company’s business challenges. Especially, in 
cases of restructuring, the Company strives to limit as much as 
possible the negative impacts on its workforce, and considers 
employment as a priority.
In line with the Company's global social dialogue strategy and 
since 2019, the discussions with its social partners have not 
only been assured at local or European level but have also 
happened at global level with the creation of the Airbus Global 
Forum (“AGF”). In line with the Company’s commitments in terms 
of Sustainability, the AGF is a clear illustration of the Company’s 
engagement for a responsible social dialogue. The seat allocation 
for employee representatives is based on headcount distribution 
across the globe and conditional to existing legal employee 
representation as per applicable regulations and practices in 
the relevant countries.
In addition, the Company is an active member of the Global Deal 
for Decent Work and Inclusive Growth initiative (“Global Deal”) 
that was developed in cooperation with the ILO and OECD. 
The Global Deal is a multi-stakeholder partnership between 
governments, business and employers’ organisations, trade 
unions, civil society and other organisations that seeks to make 
economic growth work for all against a backdrop of rapid 
changes in the world of work.
III.	 Risk Management
The European labour relations’ management of the four home 
countries of the Company (France, Germany, UK, Spain) is also 
part of the Company risk management processes and these 
risks are reviewed internally on a regular basis. For example 
during 2021, employee relations continued to focus on ensuring 
legal compliance regarding national labour laws and investing 
in training the Company’s HR professionals about labour law. 
The Company’s approach to risk management is also reinforced 
by the OpenLine reporting system, which allows employees to 
report concerns anonymously (where legally permitted).

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IV.	 Implementation/Activities
During 2021, the Company continued activities aimed at 
strengthening collaborative and partnership approaches 
with unions in various countries. The main focus has been 
on preserving global social dialogue, addressing company 
transformation projects, and monitoring the implementation 
and the effects of the COVID-19 adaptation plan and sharing 
our progress about sustainability.
Preserving a Global Social Dialogue
The second AGF took place early July 2021 in a digital format 
and has proven again to be an effective exchange platform 
between the Company's top leaders in the regions and employee 
representatives from its European home countries, Poland, 
Romania, Morocco, Tunisia, Brazil, New Zealand, Australia, 
Mexico, Canada and China. The AGF agenda triggered insightful 
discussions around business highlights including the challenges 
and priorities for 2021 and 2022 as well as I&D, People Ethics & 
Compliance – especially anti-harassment – and the Company's 
well-being strategy. It also served as an opportunity to enhance 
the perspective of the Company's social partners on local and 
regional practices with regards to social matters, especially out 
of the Company's European home countries.
At the Company’s Airbus Helicopters Division, four European 
committees have taken place. The main topics have been 
the follow up of the Division’s performance and strategy, the 
site specialisation strategy and more globally the company 
transformation, focusing in particular on competitiveness.
At the Company’s Airbus Defence and Space Division, six 
European committees have taken place. The main topics have 
been the follow up of the adaptation plan, known as Future 
Planning, including financial competitiveness, the strategy 
and performance of the Division with a focus on sustainable 
transformation, including the AD 4.1 reorganisation during the 
later part of 2021.
Supporting Company Transformation
“Reshape Supply chain” (RSC) was one of the major company 
transformation projects in 2021, which was subject to numerous 
discussions with our social partners at European and local levels. 
This project aims at creating two aerostructures companies 
of equivalent position and size in France and Germany (ca. 
9,500  employees each) to prepare the future of fuselage 
aerostructures. As part of the discussions, the SE-WC nominated 
independent external experts to analyse the social, economic and 
financial impact of the project. Based on extensive data analysis 
and interviews, the report supported the project’s principles and 
acknowledged the transparent sharing of information and data 
by Airbus management that permitted the experts to formulate 
their opinion. The constructive discussions at European and 
national level finally resulted in the creation of Airbus Atlantic 
as of January 2022. The negotiations about the creation of 
the aerostructures company and its impact on the detail parts 
activities is continuing with our social partners at company level 
in Germany, as well as with IG-Metall as legally required by Works 
Constitution Act and Tariff agreements.
In Spain, many discussions took place to address the 
consolidation of the industrial activities and the maintenance of 
the full workload in the Province of Cádiz in the CBC work Centre. 
National and regional authorities, Airbus, both the internal works 
council and main national unions agreed to have a commission 
to monitor fulfillment of the agreements.
Finalising the implementation of the COVID-19 
adaptation plan
In 2020, COVID-19 adaptation plan discussions resulted in the 
signature of various collective agreements by the main unions or 
staff body representatives in France, Germany, Spain and the UK 
covering all employees in Airbus’ commercial aircraft business 
within these countries so that the overall adaptation plan could be 
completed in 2021 and compulsory redundancies avoided. The 
agreements provided for a range of social measures including: 
trainings, internal mobilities, working time adaptations, voluntary 
departure schemes, early retirement and the opportunity to 
pursue personal or professional opportunities outside of the 
Company, such as business creation as well as dedicated partial 
unemployment schemes to be implemented in order to adapt 
activities and the workforce in 2021. In particular the signature 
of agreements about shorter working week in the UK, long-
term partial unemployment in France and the long-term partial 
unemployment scheme in Spain (ERTE) have been agreed with 
the majority of the social partners. In addition a substantial 
portion of jobs have been secured due to external funding for 
research and technology programmes, anticipating that these 
jobs would be needed in the post pandemic recovery phase.
Preparing the future
The Company is committed to preparing for the future of 
employment and working conditions together with the social 
partners:
In Spain, the VI CBA (Collective Bargaining Agreement) has 
been signed in 2021 with the majority of the social partners 
from the commercial aircraft business and its two Divisions 
for a four-year period (2020/2023). The main aspects covered 
were: salary conditions, working from home, training to face new 
technologies, early retirement scheme and both employment 
and gender equality plans.
In France, the Company also started a long-term social dialogue 
with employee representatives in 2021 in the frame of a project 
named “Reload” which aims at simplifying and harmonising 
company agreements related to compensation, benefits, grading, 
working time duration, health, safety and working conditions to 
make them more readable for its people and adapted to the 
Company’s challenges. This project aims also at integrating the 
evolution of the Metallurgic Branch Agreement.
In Germany, apart from the RSC project, the social dialogue was 
mainly focussed on ensuring industrial and financial performance 
as a foundation for job security and future programmes in a 
ramp-up context. Agreements on mandatory work on defined 
Saturdays at reduced premium rates (compared to similar 
agreements from 2019) have been achieved for 2021. Approval 
of additional (flex) capacity is a second brick to ensure ramp-up 
activities particularly in production areas.
Enabling for sustainability plans
In Europe, the Company’s social partners were also closely 
involved in discussions on the health and safety measures taken 
in the workplace to protect workers and prevent the spread of 
COVID-19. This included the provision of additional personal 
protective equipment (PPE), team rotations, homeworking, social 
distancing and regular communication particularly on any special 
site measures. The social partners in Europe have also been 
informed about the actions taken and the future endeavours of 
the Company with regards to the identification and mitigation of 
risks inherent to Airbus activities and those of its suppliers with 
regards to human rights, environment and health and safety.

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V.	 Outlook
In 2021, the Company maintained the accident frequency rate 
as one of the KPIs integrated in its executive and employee 
success sharing scheme. It is the Company’s intention to 
continue in this direction; notably it has already engaged further 
in discussing with social partners about the possible inclusion of 
another sustainability criteria (CO2) in the remuneration of senior 
managers from the year 2022.
The Company will continue its dialogue with social partners, 
sharing its strategy and organisational changes and preparing for 
our evolving ways of working, as it was done in 2021. The RSC 
project will continue to be a key area to ensure the successful 
creation of an aerostructures company in Germany. Other 
key areas will be the ramp-up of our activities in 2022 and the 
transformation projects which will be essential to Airbus’ future 
successes.
d.	 People
I.	
Introduction
The Company’s people draw on each other’s expertise and 
experience and puts all our passion and determination to 
pioneering sustainable aerospace. Human Resources (HR) is 
at the heart of the Company.
The current priorities of the Company’s HR function are:
–– engaging, inclusive and high performing leadership;
–– skilled workforce and an agile learning organisation;
–– inclusive workplace and simplified ways of working.
As of 31 December 2021, the Company’s workforce amounted to 
126,495 employees (compared to 131,349 employees in 2020), 
95.7% of which consisted of full-time employees. These statistics 
take into account consolidation effects and perimeter changes 
throughout 2021. Depending on country and hierarchy level, 
the average contractual working time is between 35 and 40 
hours per week.
The decrease in total headcount was the result of the COVID-19 
adaptation plan in the Company’s commercial aircraft business 
and the already planned restructuring of the Company’s Defence 
and Space Division. Consequently, the number of newcomers 
had significantly decreased. The decision to restrict new hires 
in all businesses impacted by the crisis had been taken and the 
number of leavers had significantly increased as a result of the 
voluntary departures in the framework of the adaptation plans. 
Despite the crisis, the Company fulfilled commitments towards 
candidates already selected prior to the crisis and welcomed 
5,655 newcomers. Voluntary departures have triggered an 
increase in the Company’s attrition rate, which in 2021, is 7.4% 
overall (including subsidiaries) and 12.2% in subsidiaries only.
Reflecting the fact that the Company is an international company, 
35.4% of its employees are from France, 31.5% from Germany, 
7.7% from the UK and 10.3% from Spain. The remaining 15.1% 
are employees coming from a total of 134 other countries. In total, 
89.1% of the Company’s active workforce is located in Europe 
on more than 100 sites. Furthermore, the Company expects its 
workforce to evolve naturally to support the business.
Workforce by business segment, geographic area
The breakdown of the Company’s employees by business 
segment and geographic area, including the percentage of 
part-time employees, is available in “– 1.2.8 ESG Data Board”.
The workforce of the Company’s Helicopters Division remained 
stable in line with its business resilience during COVID-19 crisis, 
while the adaptation plans in the Company’s commercial aircraft 
business and the Company’s Defence and Space Division has 
started to materialise with a significant decrease.
People
GRI
SASB
SDGs
Others
401 Employment
404 Training and 
Education
4, 5, 8, 12
Highest governance body(ies) 
involved
Executive Committee
Related Corporate Policies
Human Resources Airbus Company Policy
Key metrics  
(More in the ESG Data Board)
2020
2021
Total number of employees(1)
131,349
126,495
Breakdowns are available  
in the ESG Data Board
Number of Classroom Training(2)
78,443
78,984
Number of Digital Training(2)
752,702
967,495
Total training hours(2)
1mn
1.2mn
Average training hours per 
employee(2)
10.6
10.8
(1)	 The Company’s headcount reporting includes all consolidated companies worldwide. 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.
(2)	Reporting period: from 1 Oct. to 30 Sep.
Additional resources
Code of Conduct
, Airbus Global Workforce Forecast Book
, Working at Airbus
Airbus International Framework Agreement
, European Commission – Pact for Skills
Employer awards 2021: Universum
, Glassdoor
, Fortune
, Top Employer Institute
, Forbes

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II.	 Governance
The Company’s workforce is managed by the HR function thanks 
to a set of HR policies and a strong labour structure. HR policies 
are discussed and agreed with social partners through 
continuous and regular meetings at global and local levels. The 
overarching Human Resource policy in place is applicable to 
all employees and provides them with the description of the 
core values, mission, vision and top level initiatives for Human 
Resources Management in accordance with Airbus Mid-term 
Strategic Plan and external requirements.
The Chief Human Resource Officer is a member of the Executive 
Committee. HR teams work together across Divisions and 
geographical boundaries to support regional activities and adapt 
to business needs.
III.	 Risk Management
Any identified risks related to  the workforce and its skills 
and development are recorded in the Company’s ERM and 
appropriate action plans agreed.
In addition, the Company periodically measures the perception 
of its employees on where the Company stands in terms of 
company culture and engagement through the “My Working 
Environment” Company Survey. The employees’ feedback 
provides valuable input to define an action plan, leveraging the 
Company’s cultural strengths to build on and addressing the pain 
points to be improved. The Company culture and engagement 
are regularly measured to keep track of the progress and adjust 
actions.
IV.	 Implementation/Activities
People Development and Competence Assessment
The development of all employees is essential to deliver business 
success. The Company strives to provide an environment that 
offers opportunities and the means for continuous growth and 
development in line with its strategy.
A yearly process derives a short, mid- and long-term competence 
strategy out of the Company’s business strategy by:
–– anticipating the supply and demand of competencies;
–– identifying, securing and developing key competencies;
–– creating added value through synergies, networking and best 
practices.
Investments in training and learning are prioritised in relation to 
this competence strategy.
In addition, emerging long-term competence needs are analysed 
– which might not exist today, and for which specific measures 
need to be taken, e.g. with universities. The Company is actively 
participating in external forums on competence evolution, such 
as the World Economic Forum and European Commission.
In order to ensure quality time is dedicated to discuss employee’s 
development, Airbus has, as part of its “manage employee 
development” process, implemented the Development Talk, 
which is an exchange between the manager and employee that 
can take place as often as needed but at least once a year. The 
purpose of this talk is to discuss the individual development plan 
of the employee and to bring individual expectations in line with 
company expectations.
Competence Assessment supports employee development and 
has to be performed at least every two years.
The company provides to the employee a portfolio of self-
awareness solutions and feedback tools, that can be used on 
a voluntary basis, to prepare, in advance, the development talk 
and development plan. All agreed development actions are 
formalised in the employee development plan which has to be 
validated by the manager. These actions may consist of:
–– workplace learning or “on the job solutions” including 
development via mobility, project assignment, etc.;
–– social learning, such as mentoring;
–– Formal training.
Training & mobility
COVID-19 has been destabilising and has had a significant 
impact on the Company’s learning activities, resulting from 
the need to reduce cash spend to secure business continuity. 
While the various restrictions and national lockdown measures 
have limited the Company’s ability to deploy physical classroom 
sessions, the Company invested further in its digital learning 
platforms to increase digital learning that more than doubled 
compared to 2019.
Measures were taken in parallel to adapt physical classroom 
training sessions to comply with the strictest health and safety 
measures ensuring the delivery of the mandatory and critical 
training without disruption to operations. The acceleration of 
the digital learning strategy has allowed employees to remain 
active in their development during periods of remote working 
and partial unemployment (according to social agreements).
In addition, in 2021, to support the skills foundations and Top 
Company Objectives, the Company has defined and assigned 
compulsory learning plans directly to its employees, covering 
Ethics & Compliance, Export Control, Data Governance & 
Protection, Product Safety, Cybersecurity, Internal Controls, 
Environmental Awareness and other topics. This new approach 
allows us to secure the needed training and awareness on major 
company priorities.
In 2021, the Company provided almost 1.2 million training hours 
to employees. On top of the physical classroom and digital 
training, in 2021 more than 39,500 employees benefited from 
leadership development and transformation solutions proposed 
by the Airbus Leadership University. The university continues 
to strengthen the Company’s approach to leadership, offering 
opportunities for all leaders to drive their development one step 
further, while accelerating the culture evolution and human 
transformation of the Company.
Learning solutions and managerial opportunities are not the only 
way to develop people in the Company. Development paths 
give also possibilities to employees to develop specific skills, 
competence and jobs, such as Project & Program Manager, 
Architects & Integrator and Expert career paths.
The Company is also involved in the “Pact for Skills” initiative 
launched by the European Commission to address the up-skilling 
and reskilling challenge in Europe. It is working together with 
aerospace and defence industrial companies, public authorities, 
and education and training providers, to build common upskilling 
and reskilling programmes and explore ways of working together 
in skills partnerships.

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Mobility of employees within the Company’s commercial aircraft 
business and its two Divisions provides overall benefit and value 
to the Company. Mobility helps employees develop new skills 
and competences and serves the business by bringing new ideas 
and broader perspectives to teams while ensuring to have the 
right skills in the right place to secure the future. In 2021, as of 
end of December, more than 10,400 employees have changed 
jobs through internal mobility.
Remuneration
The Company’s overall remuneration policy is in line with local 
practices and provides employees with a competitive overall 
compensation package. It is also an enabler to attract new talents 
and retain talented employees contributing to the Company’s 
business success. 
For employees below manager level, collective labour 
agreements are applied in the Company’s home countries 
(France, Germany, UK and Spain). This includes wage levels 
and increases, supplementary grants and gratifications (e.g. end 
of year gratification). Starting at manager level, compensation 
of employees can contain a variable part. The percentage of 
such variable pay in total compensation increases at higher 
hierarchical levels.
Support for health care, unemployment insurance, national 
and company pension systems as well as social security 
contributions are mainly subject to national regulations and 
regulations implemented earlier by the founding companies.
Some benefits or specific worldwide schemes are implemented 
such as sharing the financial and operational success of the 
Company with the employees (success sharing scheme) or 
developing the Company ownership culture (Employee Share 
Ownership Plan – “ESOP”).
Employee Share Ownership Plan
The ESOP allows employees to participate in the success of the 
Company. This plan is an investment option open to eligible* 
employees to acquire a certain number of Airbus shares. The 
ESOP scheme has been running in different formats since the 
foundation of the Company in 2000. The ESOP scheme since 
2011 is a “share matching plan” in which the Company matches 
the number of shares bought by the employee according to 
set criteria.
In 2021, more than 54,750 eligible employees from 40 countries 
have seized the opportunity to subscribe and now own 1.97 million 
shares. (Eligibility rules: an eligible employee in the frame of ESOP 
2021 is part of an entity which is at least 50% owned by Airbus, 
and has been an employee between 31 December 2020 and 
17 March 2021.)
V.	 Outlook
Starting in 2022 and over the next three years, the Company is 
expected to resume recruitment with several thousand positions 
to be filled in the different functional and geographical areas of 
the Company to support the recovery and future activity growth, 
to prepare for the development of future programmes and to 
continue its generational renewal. A quarter of these recruitments 
will concern new skills on projects such as those linked to the 
development of hydrogen aircraft.
Leveraging global attraction campaigns and strengthening 
collaboration with the business to deliver on staffing needs is 
key. The staffing challenge will be a joint responsibility between 
HR and business to deliver on expectations.
In the meantime, the Company will continuously focus on 
people development to close the gap on critical skills needed 
and will invest into emerging skills development. The Company 
aims at becoming an agile learning organisation as reskilling is 
considered as a major part of the learning culture: in the short-
term, to support critical ramp-up projects, and in the long-term 
to sustain the acceleration of skills shift driven by the Airbus 
context and external trends.

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Business Integrity
GRI
SASB
SDGs
Others
205 Anti Corruption
Business Ethics
16
Highest governance body(ies) 
involved
Board of Directors / ECSC
Executive Committee
Related Corporate Policies 
and reference documents
Anti Corruption Policy, Responsible Lobbying Charter
Directives: see below, section III. Risk Management
Code of Conduct, Supplier Code of Conduct
Airbus Commitments to 
take into account external 
standards
IFBEC’s Global Principles of Business Ethics, FX Global Code
Key metrics
2020
2021
Number of employees per appointed Ethics & Compliance Representatives
390
372
% of employees (non-Exec) who have completed the E&C training objective
80%
90%
Number of E&C e-learning sessions delivered to employees (Reporting period: from 1 Oct. to 30 Sep.)
309,682
284,774
Number of data privacy e-learning sessions delivered to employees (Reporting period: from 1 Oct. to 30 Sep.)(1)
35,073
9,547
(1) In 2021 the reporting period was changed, from calendar years to Oct-Sept periods, and led to restate past year figures accordingly.
Additional resources
Airbus Ethics & Compliance webpage, including CEO statement
, Airbus Values
Anti Corruption Policy
, 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 
Department under the ultimate responsibility of the Company’s 
General Counsel. The aim is to provide strong governance 
throughout the Company with the global presence of qualified 
Compliance officers who ensure the Ethics & Compliance 
programme is implemented consistently in the different functional 
and operational areas.
The Company’s Chief Ethics & Compliance Officer, who reports 
to both the General Counsel and the ECSC of the Board of 
Directors, leads a dedicated team of Compliance professionals 
who are responsible for supporting and advising across the 
Company on compliance related topics, supporting the day to 
day business, performing risk assessments, drafting policies, 
conducting third party due diligence, investigating compliance 
allegations, implementing tools and controls and delivering 
compliance training.
The ECSC also plays a key role in the oversight and continued 
development of the Company’s Ethics & Compliance programme, 
organisation and framework for the effective governance of 
Ethics & Compliance.
In addition to the dedicated Compliance professionals, 
the Company is coordinating a network of part-time ethics & 
compliance representatives (“ECRs”), spanning all Divisions, 
functions, and regions. The number of ECRs slightly increased in 
2021, with a total of 340 ECRs at the end of 2021 (compared to 
335 at the end of 2020). Although the ECR network members are 
not compliance experts, they play an important role in promoting 
the Ethics & Compliance programme and culture and serve as 
points of contact for any employee who has questions about the 
Ethics & Compliance programme or wishes to raise an Ethics 
& Compliance concern, including but not limited to bribery or 
corruption. The Ethics & Compliance team is animating the ECRs 
network, providing continuous training and information of the ECRs.
1.2.5	 Exemplify Business Integrity
I.	 Introduction
The Company’s Ethics & Compliance programme seeks to ensure 
that the Company’s business practices conform to applicable 
laws, regulations and ethical business principles, as well as 
reinforcing a culture of integrity and speak-up. In 2021, Ethics 
& Compliance continued to be a top priority for the Company, 
following the completion of the first phase of the ongoing 
monitorship by the Agence Française Anticorruption within the 
context of the settlement agreements reached between Airbus 
and the authorities on 29 January 2020. In its list of priorities for 
the year, the Company set the objective to Speak Up, Listen Up 
and act with integrity and respect.
The Company has worked over the past several years to develop 
an Ethics & Compliance programme that is structured around 
the following key risk areas: Business Ethics / Anti‑Corruption 
Compliance, Export Compliance and Data Privacy Compliance. 
Each of these areas is, in turn, supported by dedicated compliance 
policies and a team responsible for their implementation, together 
with the identification and proposal of new measures to adapt 
to a constantly evolving regulatory landscape.
Improving the Ethics & Compliance programme remains a 
constant and ongoing process, in cooperation with other 
functions within the Company, in order to sustain and capitalise 
on our values.

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Likewise, the Personal Data Protection Officer (“DPO”) relies 
on a team of data privacy experts to guide, train and advise 
the business with respect to data privacy requirements, and a 
network of Data Privacy Focal Points in the business functions 
and affiliates, to support the Airbus data privacy programme. 
In 2021, the DPO and the data privacy team were integrated in 
the Legal & Compliance function.
III.	 Risk Management
The Company is required to comply with numerous laws and 
regulations in jurisdictions around the world where it conducts 
business. This includes countries perceived as presenting an 
increased risk of corruption.
Accordingly, since 2017, the Company has been conducting 
a thorough bribery and corruption risk assessment across its 
two Divisions and different businesses. The results of this risk 
assessment are embedded and monitored within the Company’s 
ERM framework and highlight, among others, the risk of 
improper payments being made to or via third parties such as 
sales intermediaries, lobbyists and special advisors, suppliers, 
distributors and joint venture or offset partners. Further corruption 
risks include the use of sponsorships, donations, or political 
contributions to improperly benefit decision-makers, or the 
provision of excessive or overly frequent gifts and hospitality by 
Airbus employees. In order to ensure its compliance with Export 
Control regulations and laws in the EU, US and internationally, 
the Company continues to review its Export Control compliance 
programme to ensure it is fit for purpose. Where risks are 
identified, they are embedded and monitored in the Company’s 
ERM. Identified risks include potential unauthorised access to 
export controlled data and hardware by third parties and non-
compliance with the International Traffic in Arms Regulations 
(“ITAR”).
Regarding Data Privacy, the Company undertakes privacy 
impact assessments depending on the nature of the personal 
data processed or scale of the processing. In addition, risks 
relating to the protection of personal data are also assessed in 
the context of the ERM and kept updated.
Specific directives have been adopted to address the Company’s 
key compliance risk areas. These include among others:
–– Requirements for Gifts & Hospitality;
–– Requirements for Sponsorships, Donations and Corporate 
Memberships;
–– Requirements for the Prevention of Corruption in the 
Engagement of Sales Intermediaries;
–– Requirements for the Prevention of Corruption in the 
Engagement of Lobbyists & Special Advisors;
–– Requirements for Supplier Compliance Review;
–– Requirements for Compliance Block List;
–– Requirements for Preventing and Declaring Conflicts of 
Interest;
–– Requirements for the Prevention of Corruption related to 
Mergers & Acquisitions, Joint Ventures, Partnerships and 
similar Transactions;
–– Method for the Prevention of Corruption in the Context of 
International Cooperation & Offset Activities;
–– Requirements for Anti-Money Laundering  / Know your 
Customer;
–– Guidelines for Competitive Intelligence Gathering Activities
–– Requirements for Export Control Sanctions, Embargoes and 
Screening;
–– Requirements for Export Control Framework;
–– Requirements for Export Control Escalation and Voluntary 
Disclosure;
–– Requirements for Export Control Brokering;
–– Requirements for Export Control Classification;
–– Requirements for Export Control Licences and Agreements;
–– Requirements for ITAR Part 130 Reporting;
–– Personal Data Protection Directive, Method and Binding 
Corporate Rules.
The Ethics & Compliance organisation is charged with oversight 
and monitoring of these directives to ensure that they are being 
implemented effectively. Periodic controls on key processes are 
performed and reports provided to the Company’s Executive 
Committee and the ECSC, including recommendations to 
strengthen the Ethics & Compliance programme where 
necessary.
In addition, the Corporate Audit & Forensic Department conducts 
periodic, independent audits of the Company’s compliance 
processes to assess the effectiveness of internal controls and 
procedures and allow the Company to develop action plans for 
strengthening such controls.
IV.	 Implementation/Activities
Awareness and training
All Company employees are required to undergo a minimum 
amount of compliance training via e-learning. Additionally, 
depending on the function, the country and the level of risk 
implied by their role, certain employees are selected to attend 
live classroom training as well. Attendance in such cases is 
mandatory, and managers have a responsibility to ensure that 
their team members do so.
From 1 October 2020 to 30 September 2021, the Company’s 
employees followed 284,774 Ethics & Compliance e-learning 
sessions, including on bribery, corruption and export control. 
Furthermore, 5,050 employees attended live classroom training 
on different Ethics & Compliance topics in 2021, the majority of 
which were delivered in virtual classroom settings due to the 
pandemic.
Likewise the Company also delivered anti-bribery and corruption 
training towards higher risk third parties, including sales 
intermediaries, lobbyists and special advisors. In 2021, 81% 
higher risk third parties were trained on Ethics & Compliance 
requirements and expectations.
The Company continued the roll out of the data privacy e-learning 
as part of the Ethics & Compliance compulsory training 
catalogue. Approximately 9,500 data privacy training sessions 
were performed in 2021 (reporting period from 1 October 2020 
to 30 September 2021). Since the entry into force of the EU 
General Data Protection Regulation in 2018, the Company’s 
employees performed approximately 90,000 data privacy 
e-learning sessions.

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“Speak-up” Channel: OpenLine
The Company recognises that the Code of Conduct cannot 
address every challenging situation that may arise, and 
therefore encourages its employees to speak up through 
various channels, including through OpenLine (available 
at https://‌www.‌airbusopenline.com). The OpenLine enables 
users to submit an alert securely and confidentially, and also to 
ask questions related to Ethics & Compliance.
In 2020,  I&D was expressly added to the definition of the 
“Human Resources” topic. Product safety, previously covered 
by a broader “Procurement and Product Security” topic, is now 
displayed as a separate category as well.
In addition, the dataprotection@airbus.com mailbox is 
systematically published in the Company’s data privacy policies 
and information notices specific to the various applications, to 
ensure that data subjects can exercise their rights and/or lodge 
complaints.
The Company protects those who speak up and raise concerns 
appropriately and in good faith. The Company does not retaliate 
against anyone who raises a concern, or against those who 
assist in investigations of suspected violations.
Policies and procedures
In 2021, the Company continued maintaining its policies and 
procedures framework, issuing a guidance on third parties 
categorisation, the compliance block list and translating the 
Code of Conduct in seven additional languages to maximise the 
reach of this foundational document. All policies and guidelines 
are made available to employees on the Intranet, and classroom 
training is delivered to employees who are particularly exposed 
to the underlying risks as described above.
On the Export Control side, the Company created an Export 
Control Compliance programme in early 2020 and has launched 
the cascade of its Export Control requirements through nine 
directives and methods throughout the Company. The cascade 
triggers an update of the relevant business processes and is 
targeted to be completed early 2022.
Under the terms of the Consent Agreement with the US 
Department of State (DoS) made public on 31  January 
2020, the DoS agreed to settle all civil violations of the ITAR 
outlined in the Company’s voluntary disclosures identified in 
the Consent Agreement, and the Company agreed to retain 
an independent Special Compliance Officer (SCO), who is 
monitoring the effectiveness of the Company’s compliance 
with the ITAR for a duration of three years. In 2021, as required 
under the Consent Agreement, an audit of the Company’s 
ITAR compliance programme was undertaken by external 
counsel. For further information, please refer to “Notes to the 
IFRS Consolidated Financial Statements – Note 38: Litigation 
and Claims (Investigation by the UK SFO, France’s PNF, US 
Departments of State and Justice and Related Commercial 
Litigation)”.
Responsible Lobbying Charter
The Company is committed to ensuring that any lobbying activity 
is undertaken in compliance with all applicable laws and its anti-
corruption programme. During 2021, the Company launched 
a Responsible Lobbying Charter (link in table above) aimed 
at anybody who engages with public officials in any capacity, 
including third party representatives retained by the Company. 
The charter outlines the Airbus core principles for responsible 
lobbying and brings together the key Airbus codes and directives 
relevant to this topic. The principles are also reinforced by a 
training module available to all employees.
V.	 Outlook
An effective Ethics & Compliance programme is one that, by 
definition, continuously adapts to changes and improves over 
time. Going forward, the Company will continue to assess its 
risks and monitor and test the implementation of mitigation 
measures at all levels: corporate level, Divisions, regions and 
local entities.
When misconduct reveals a gap in compliance policies, 
procedures or tools, the Company undertakes revisions to 
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.

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The Company’s global sourcing footprint is represented as follows based on Tier1 and sub tiers, based on 2020 Airbus International 
Footprint data (formerly known as value chain analysis, VCA):
27%
in North
America
<1%
in South
America
<1%
in Africa
<1%
in Middle East
<1%
in Oceania
8%
in Asia-
Pacific
59%
in Europe
1.2.6	 Responsible Supply Chain
I.	
Introduction
At the end of 2020, approximately 21,000 suppliers from more than 80 countries supply parts, components, systems and services 
to the Company.
    
 
 
 
 Commercial
Aircraft
31,134 M€ 
 
 
40,712
M€
Defence and Space
6,275 M€
Helicopters
3,302 M€
76%
8%
15%
in Europe
in Asia 
 
in North 
America
in South 
America
in
Africa
 
in 
Oceania
6%
74%
<1%
<1%
<1%
19%
In 2020, the overall external sourcing volume of the Company 
was valued at around € 41 billion and shared between Divisions 
with 76% for the Company’s commercial aircraft business, 15% 
for the Company’s Defence and Space Division and 8% for the 
Company’s Helicopters Division.
Whilst the Company’s products and services are sold all over 
the world, the majority of its supply chain is based in Europe and 
OECD countries. However, in the past few years, the supply chain 
has become concentrated and more international. In addition, 
and due to increasing consolidation within the aerospace and 
defence sector, larger work packages are being placed with a 
smaller number of lead suppliers.
Also, Airbus regionally supports Small and Medium Enterprises 
to contribute to its supply chain, particularly through tier one 
lead suppliers.

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To promote further globalisation of its sourcing footprint, the 
Company has established regional procurement offices in 
North America (Washington, DC), India (Bangalore), Asia Pacific 
(Singapore) and China (Beijing). For the regional sourcing of 
indirect goods and services, the Airbus General Procurement 
function is represented in the regional procurement offices. 
As the Company’s commercial aircraft business and its two 
Divisions are certified ISO14001, the Procurement function acts 
in adherence with ISO 14001 requirements.
Responsible supply chain
GRI
SASB
SDGs
Others
102-9 - Supply Chain
204 - Procurement Practices
308 - Supplier Environmental Assessment
408 - Child Labor
409 - Forced or Compulsory Labor
414 - Supplier Social Assessment
Materials 
Sourcing
4, 5, 8, 
9, 12, 13, 
16, 17
Vigilance 
Plan
Highest governance body(ies) 
involved
Board of Directors / ECSC
Sustainable Supply Chain Roadmap Steering Committee
Related Corporate Policies
Responsible Mineral Policy, Environmental Policy, Health and Safety Policy
Certifications
ISO14001
As Airbus commercial aircraft business and the two Divisions are certified,  
control and influence of the supply chain is concerned.
Airbus Commitments to external 
standards and frameworks
Reference to certain international organisations standards or principles, in particular ILO have been 
included into the Airbus Supplier Code of Conduct
KPIs
Target
Target year
2020
2021
2021 
v. 2020
Percentage of sourcing volume(1) 
of suppliers invited to CDP who 
have responded
75%
2022
56%
68%
+12%
Percentage of identified high risk 
suppliers(2), who have undergone  
a sustainability assessment
100%
2021
63%
95%
+30%
Percentage of sourcing volume(3) 
covered by supplier commitment 
to the Supplier Code of Conduct(4)
85%
2022
NA
79%
NA
Other key metrics
2020
2021
Percentage of assessed suppliers not meeting Airbus’ sustainability expectations (=red flags)
12%
13%
Percentage of action plans defined for suppliers not meeting Airbus’ sustainability expectations
Not started
15%
Percentage of responding suppliers to the CDP scoring A or B
56%
53%
Number of sustainability alerts
5
12%
Assumptions
(1) Based on 2019 turnover.
(2) Based on 2019 risky suppliers (see details further in § Risk Management/1. Supply base risk mapping).
(3) Based on 2020 turnover.
(4) Subsidiaries excluded from the scope.
Additional resources
Supplier Code of Conduct
, Environmental Policy Statement
, Responsible Mineral Policy statement
,
Be an Airbus supplier on Airbus.com
IFBEC
, Responsible Minerals initiative
, OECD Due Diligence Guidelines for Responsible  
business Conduct
II.	 Governance
The Company strives to make environmental and social 
responsibility a core element of its procurement strategy. 
This includes managing the relationships with suppliers 
throughout the sourcing strategy, supplier selection, contract 
management, supplier monitoring and development. The 
Company’s suppliers must comply with all applicable laws 
and regulations. In addition, all business shall be conducted by 
suppliers in compliance with the principles of the Company’s 
Supplier Code of Conduct, which is the document of reference 
for the Company’s responsible supplier management. This 
Supplier Code of Conduct represents the group-wide values 
and principles in line with internationally recognised standards 
and conventions (such as OECD and ILO).
In 2021, the Sustainable Supply Chain Roadmap (SSCR) steering 
committee validated the supply chain sustainability ambition: to 
engage and commit our supply chain around Airbus’ principles 
and core values. It translates into four main priorities for a more 
sustainable supply chain.
–– Lead towards clean aerospace, reflected in the decarboni­
sation of our supply chain, as well as transparency on 
substances in products and processes.

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–– Respect human rights and foster inclusion through zero 
tolerance for forced labour and use of conflict minerals.
–– Build our business on the foundation of safety and quality, 
by spreading the culture of product safety to key suppliers 
and requiring a safe workplace environment for suppliers’ 
employees.
–– Exemplify business integrity expressed thanks to zero tolerance 
for corruption and screen and approve all our suppliers (see 
“– 1.2.5 Exemplify Business Integrity”).
Those priorities are consistent with the most material topics 
identified in the Airbus supply chain.
Concrete sustainability targets have been included in the 2021 
objectives of the Chief Procurement Officer of Airbus commercial 
and all direct reports. This includes the deployment of the 
Supplier Code of Conduct for 50% of the Company spend, the 
evaluation of all suppliers identified as having sustainability risks, 
and the assessment of the supplier strategy on climate change 
for 50% of the Company spend.
The SSCR reports to a steering committee chaired by the Head 
of Sustainability & Environment, and the Head of Procurement 
Transformation & Central Services. The steering committee 
includes the representative of the Chief Procurement Officer 
of Airbus Commercial and the Chief Procurement Officers of 
Airbus Helicopters and of Airbus Defence & Space, as well as 
the Head of Health & Safety, the Head of Product Safety and the 
Head of Ethics & Compliance, or their nominated representatives. 
The Executive Vice President Communication and Corporate 
Affairs and the Chief Procurement Officer of the Company act 
as sponsors of the SSCR. In addition, the Head of Procurement 
Transformation & Central Services is part of the procurement 
leadership team (PLT) and is responsible for facilitating the 
communication on sustainability activities between the SSCR 
and the PLT on a regular basis.
The Chief Procurement Officer of Airbus also reports to the 
ECSC on the progress of Airbus responsible sourcing strategy 
implementation.
All sustainability activities in the supply chain are based on the 
following key elements and principles of due diligence following 
the OECD Due Diligence Guidance for Responsible Business 
Conduct:
–– supply base risk mapping;
–– supplier engagement and contractual requirements;
–– supplier assessment/audits and development plans;
–– policies, tools and reporting.
For any anti-corruption topics in the supply chain, the 
Procurement function cooperates closely with the Legal & 
Compliance department.
III.	 Risk Management
The Company’s direct procurement-related risks are embedded 
into the Company’s ERM system. A specific risk category 
regarding sustainability-related risks in the supply chain has 
been integrated into the risk management plan.
1.	 Regulatory non-compliance
The Company may not receive sufficient visibility and information 
from its supply chain in regards to compliance with environmental, 
human rights, health & safety laws and regulations. In the event 
of an industrial accident or other serious incident in the supply 
chain, or any problems of the supplier to fulfill its operational or 
product compliance, this may also have a significant adverse 
effect on the reputation of the Company and its products and 
services. The Company’s reputation may also be affected by 
the public perception of social and/or environmental impacts of 
its supply chain’s industrial operations on local environments, 
communities, biodiversity and the general public’s health.
2.	 Supplier’s impact on local environment
From the extraction of raw materials to the manufacturing of 
parts delivered to the Company, a supplier’s industrial operations 
may have significant adverse environmental impacts on the local 
environment where the activity is performed, with possible 
impacts on air, water, soil, biodiversity, workers’ occupational 
health and safety, on the health of the general public, on the land 
rights of the local or indigenous communities and on forced & 
child labour.
3.	 Disruption risk
In the event that a supplier fails to comply with environmental, 
human/labour rights, health and safety laws and regulations, 
even if caused by factors beyond its control, that failure may 
result in the levying of civil or criminal penalties and fines 
against the supplier. Regulatory authorities may require them 
to conduct investigations and undertake remedial activities, 
curtail operations or close installations or facilities temporarily 
to prevent imminent risks.
In response to the above 1. to 3., the Company deploys 
responsible sourcing activities and specific supplier due diligence 
actions in the frame of the SSCR.
4.	 Risk of product non-compliance
The various products manufactured and sold by suppliers 
must, as a minimum, comply with applicable environmental, 
human/labour rights, health and safety laws and regulations, for 
example those covering substances and product composition. 
Even if a supplier seeks to ensure that its products meet the 
highest quality standards, increasingly stringent and complex 
laws and regulations, new scientific discoveries, delivery of 
defective products or the obligation to notify or provide regulatory 
authorities or others with required information (such as under the 
REACH regulation) may force it to adapt, redesign, redevelop, 
recertify and/or remove its products from the market.
Seizures of defective products may be pronounced and could 
prevent delivery to the Company.
In response, a Procurement Task Force has been established to 
ensure group-wide governance for supplier management and 
assessment of chemical regulations and obsolescence impact. 
This task force also coordinates communication to suppliers 
on substance issues and on substitution solutions qualified by 
the Company.

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IV.	 Implementation/Activities: Airbus Supplier Vigilance Plan
1.	 Supply base risk mapping
Sustainability Compliance Risks
Since 2018, the Procurement Responsibility & Sustainability 
department has carried out proactive social risk mapping in 
line with international guidance, internal commodity expertise 
and externally available country indices. In 2021, with the 
support of external advisors, Airbus upgraded its risk mapping 
methodology building on risk indexes considering the location 
and the type of activity performed by the suppliers and delivering 
an ongoing and up to date risk assessment. This risk mapping 
will be incorporated in 2022 into the Company’s supply chain 
management tools to provide visibility of those risks to the whole 
procurement organisation.
Number of business-relevant external risk suppliers 
identified in 2021 (including tier ones and lower tiers)
Based on the Company’s active supply base and new suppliers 
identified as possible future partners, 837 suppliers were 
identified as possible risky suppliers. After business impact and 
business strategy analysis, 412 suppliers were confirmed as high 
risk in 2019. In 2021, analysis was updated in consideration of 
business context evolution, leading to 395 business-relevant 
high risk suppliers.
2.	 Supplier assessment / audit and development
Since 2019, the Company has worked with external expert 
companies to conduct sustainability-related, evidence based 
desktop assessments and specific on-site audits. The 
assessments cover social compliance criteria such as human 
rights, labour practices, health & safety and anti-corruption 
as well as environmental regulations and sustainability criteria 
based on an environmental questionnaire developed by IAEG. 
At the end of 2020, 63% of the suppliers identified as high risk 
following the Company’s 2019 risk mapping methodology have 
completed an evidence based desktop assessment. In 2021, 
the percentage of risky suppliers assessed has increased to 
95% compared to a target set at 100%.
The progress and results of those assessments have been 
communicated during events with suppliers and engagement 
took place with all suppliers presenting findings.
Of the 95% of suppliers completing an assessment, 13% of which 
(53) have at least one red flag (mainly linked to environmental 
issues). In 2021, the Company has started to engage on the 
results asking those suppliers to complete action plans to close 
any finding.
During 2021, the Company reviewed the self-assessment 
questionnaire and assessment grid to ensure that a) they are fit 
for purpose, b) that critical issues are identified and c) there is 
more efficient completion. Proposed changes include adapting 
the questions, particularly on environmental topics, to take into 
account the size of supplier (e.g. feedback has told us that smaller 
suppliers don’t necessarily have the resources to complete 
such a demanding questionnaire) and to the assessment grid 
to identify critical issues, particularly with regard to human 
rights and health & safety. In addition, the Company is currently 
reviewing its relationship with suppliers who refuse to participate 
in its assessment programme.
Specifically on environmental matters, the Company further 
fostered REACH awareness in the supply chain and engaged 
with suppliers to accelerate the substitution and manage the 
use of the most hazardous substances.
In particular, regarding the REACH EHS readiness of suppliers, 
the Company focused on:
–– engagement with 238 in situ suppliers through webinars and 
supplier conferences to develop their readiness to comply 
with enhanced REACH EHS conditions when working on 
the Company’s sites. Further direct exchanges with the 
Company’s EHS experts has been organised with 42% of 
them;
–– evaluation of the maturity of external suppliers in the Company 
qualified processes in regards to the future enhanced 
protection requirements that are being defined by the 
European Commission:
–– out of 357 suppliers of the Company qualified processes using 
chromates in industrial operations, the 96 most impacting 
suppliers have been assessed on-site by a third party on 
behalf of the Company. The Company engaged with those 
suppliers, which revealed findings and requested them to 
demonstrate and launch action plans for improvement. By 
end of 2021, all the suppliers have either a comprehensive 
action plan or successfully closed the major findings.
In 2019, the Company introduced supplier factory visits called 
“the Gemba Walk” pocketbook, applicable to commercial 
aircraft activities, which is a practical and visual guide for 
the Company’s employees when visiting the shop floor of a 
supplier, supporting the identification and reporting of risks 
or improvement opportunities observed during factory visits. 
A dedicated pocketbook covering environment, health & 
safety and human rights risks was also developed in 2019 and 
published on the Airbus intranet. Unfortunately, restrictions put 
in place since 2020 due to COVID-19 significantly reduced the 
effectiveness of identifying risks through supplier shop floor 
visits.
3.	 Supplier engagement
Contractual requirements
The Company’s standard procurement contract templates have 
evolved over the last few years to reinforce clauses relating to 
sustainability and environment which require suppliers to:
–– comply with all applicable laws and regulations relating to 
production, products and services;
–– provide information on substances used in manufacturing 
processes and contained in the product itself (covering both 
hazardous substances and conflict minerals);
–– provide information on environmental, health & safety matters 
such as safe usage and management of products across its 
lifecycle (including waste management);
–– implement an Environmental Management System based on 
ISO 14001 or equivalent;
–– comply with the Company’s anti-corruption and bribery 
requirements; and
–– commit to apply and cascade across its supply chain the 
principles of the Company’s Supplier Code of Conduct, 
including with regard to environment, human rights, labour 
practices, responsible sourcing of minerals and anti-
corruption. In addition, since 2020, the Company’s Defence

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and Space Division implemented criteria on sustainability in 
the call-for-tender procurement process. Only those suppliers 
which meet criteria, including in particular agreement to 
comply with the Company’s Supplier Code of Conduct, 
can continue with the call for tender procurement process. 
Positive answers to additional criteria, such as commitment 
to the SDGs, sustainable projects, life-cycle assessment, 
waste and packaging reduction, will prioritise suppliers for 
further selection. It has been agreed that this approach will 
be extended to the whole Company in January 2022.
In 2021, the SSCR steering committee agreed to anchor 
sustainability requirements into the Company’s procurement 
processes. This will be implemented in 2022 and will include 
an obligation to get confirmation from suppliers to apply 
and cascade our sustainability principles and environmental 
requirements. It also includes the agreement from suppliers to 
regularly fulfil the evidence-based assessment on sustainability 
and for our most important suppliers to be transparent about 
their climate change strategy. This will ultimately require 
suppliers to cooperate when a sustainability risk is identified, 
including with deep diving in the supplier’s supply chain, and 
require Airbus to take advantage of supplier visits to evaluate 
operational sustainability management.
In 2020, the process to obtain a commitment from the 
Company’s suppliers to apply the principles of the Company’s 
Supplier Code of Conduct was reviewed. During 2021, 79% of 
the Company’s sourcing volume had committed to its principles 
(based on a target of 50% in 2021 and 80% by 2022).
In 2021, the Annual Supplier Conference for the Company’s 
commercial aircraft business took place virtually and 
sustainability was part of the discussions. Three of the Company’s 
suppliers were nominated for the Sustainability Award, which 
was awarded to Dynamatic Technologies for creating a safe 
working environment for employees, suppliers and customers 
whilst at the same time helping society by developing low 
cost ventilators. For the first time, Airbus Defence and Space 
awarded a supplier for outstanding sustainable behaviour during 
its supplier conference 2021. Premium AEROTEC GmbH was 
awarded for its good transparency with regards to chemical 
substance traceability (REACH), for the extensive collaboration 
during EHS audits and the immediate implementation of all 
improvement recommendations.
However, on top of this annual event, discussions with suppliers 
on sustainability continued during various supplier meetings or 
virtual supplier conferences for specific commodities.
4.	 Training & awareness
Throughout 2021, the Procurement Responsibility & 
Sustainability department supported both internal awareness 
sessions and workshops as well as external supplier meetings 
on sustainability topics in the supply chain. The Company’s 
internal Procurement Academy provides training on core 
competencies and skills to develop procurement expertise 
and prepare employees within the Procurement department 
for the challenges of the future. Sustainability modules are 
embedded in Procurement’s newcomer induction path and 
manager development programme. This training targets supply 
chain quality managers, ordering officers and buyers.
Additional means have been developed in 2021:
–– A toolkit was developed presenting the sustainable supply 
chain roadmap. It is built around three main chapters:
–– the first chapter focuses on Airbus’ ambition for sustainability 
at the group level, with its four commitments around the 
environment, human rights, health & product safety and 
business integrity;
–– the second one, more specifically, concerns the sustainable 
supply chain, its ambitions and priorities. The three-step 
approach has also been developed, which consists of 
commitment, assessment and engagement & development 
of suppliers;
–– the third chapter focuses on the initiatives detailed earlier 
in this report: Airbus Supplier Code of Conduct, Supplier 
Sustainability Assessment – notably led by Intertek –, 
the decarbonisation of the Supply Chain – including CDP 
targets –, data transparency in products and processes, 
product safety and business integrity.
It gives a clear overview of the actions underway as part of 
the roadmap with tangible targets and ambitions.
The purpose of this document is to raise general employee 
awareness and provide Procurement teams with the 
necessary visibility on related processes with suppliers. 
It also provides tangible figures and targets, and a better 
understanding of the sustainable supply chain roadmap. 
For the external audience (this toolkit has also been made 
available to suppliers in the Airbus suppliers portals), it aims 
to provide greater transparency into the Company’s’ values, 
initiatives and the direction it wants to take.
–– An internal website has been created to communicate Airbus’ 
sustainability progress in the supply chain and to give a better 
understanding about the initiatives to Procurement teams.
Two trainings will be developed in 2022: one aimed at increasing 
employee awareness of supply chain sustainability management, 
the other one intended to develop buyers’ awareness of 
environmental clauses in contracts.
5.	 Grievance mechanism
From 2019, the Company’s OpenLine has been accessible to 
external stakeholders, such as suppliers and their employees, 
as a secure and confidential channel through which they may, 
on a voluntary basis, raise alerts related to the Company in 
the areas of bribery, human rights, environment and health 
and safety. This medium is available through the Company’s 
OpenLine website (www.airbusopenline.com) in 13 languages. 
For further information on OpenLine, see “– 1.2.5 Exemplify 
Business Integrity”. Access to this OpenLine has been reiterated 
in the updated Supplier Code of Conduct.
In addition to OpenLine, the Company’s sustainable supply 
chain roadmap may receive alerts from other sources including 
through the supplier onboarding process, media or directly from 
employees. During 2021, the sustainable supply chain roadmap 
received alerts on 12 potential allegations relating to environment 
damages and human rights (forced labour and land rights of 
the indigenous communities) in its supply chain. Analysis and/
or investigations of those alerts have been completed or are in 
progress according to best practice developed by the Legal & 
Compliance team including:
–– initial review to determine if an investigation is needed;
–– investigation: prepare investigation plan, collect documentary 
evidence, and conduct interviews in a (confidential) and timely 
manner;

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–– assessment: analyse information and documentation 
collected during the investigation, prepare an investigation 
report summarising the findings and propose remedial 
actions necessary to reasonably respond to and prevent the 
recurrence of the conduct, if any;
–– closing the investigation and reporting;
–– monitoring of the implementation of remedial actions.
6.	 Work with external stakeholders
As mentioned under “Environment” in section  1.2.2, the 
Company is a founding member of IAEG, which is working on 
common aerospace industry standards and tools to manage 
environmental obligations. More specifically, for the supply 
chain, IAEG has developed:
–– a supply chain environmental survey, which the Company 
implemented in 2019 and which will be used as environmental 
assessment module, as mentioned in section 2 above;
–– an EMS implementation guideline to encourage a wider 
uptake of EMSs as appropriate for each supplier in a phased 
approach and cost effective, consistent and supportive 
manner;
–– the definition of an Environmental Qualification Program to 
assess and develop the environmental maturity of suppliers. 
Under Airbus leadership, the IAEG extended this qualification 
programme to other sustainability topics.
Concretely, the IAEG terms of reference have been reviewed 
to allow such an extension, presentation by expert companies 
on supply chain risk assessment and management have been 
received, benchmark with the IAQG (International Aerospace 
Quality Group) has been performed and a request for 
information has been launched to build a sectoral approach 
for supplier engagement.
In December 2021, the IAEG Board of Directors approved 
the creation of a working group to develop an ESG supplier 
engagement programme.
As a co-founder of the International Forum on Business Ethical 
Conduct (“IFBEC”), the Company is supporting the application 
of global standards for business ethics and compliance. IFBEC 
members have established a Model Supplier Code of Conduct, 
which expresses the minimum ethical standards to be applied 
by suppliers throughout the aerospace and defence industries. 
It also encourages suppliers to go beyond legal compliance, 
drawing upon internationally recognised standards in order to 
advance in social and environmental responsibility and business 
ethics.
All suppliers will now be asked to sign a confirmation of 
compliance with the principles of the revised Supplier Code of 
Conduct (or to confirm their own practices are aligned with the 
principles set out in this Code), and to cascade these principles 
throughout their own supply chains. The Company is committed 
to support suppliers, where necessary, to improve their own 
human rights due diligence.
Since 2019, the Company has been a member of the Responsible 
Business Alliance’s Responsible Mineral Initiative (“RMI”), in 
order to further enforce activities of responsible sourcing while 
applying industry standards for supplier due diligence and data 
management in accordance with the OECD framework.
7.	 Promoting disability-friendly companies
Since 2011, in France the Company has been promoting 
employment of disabled people by its suppliers. This includes 
a request for relevant bidding suppliers to propose a partnership 
with disability-friendly companies during the call for tender 
process. In 2020, the Company’s subcontracting activities 
have decreased due to the COVID-19 crisis. This decrease also 
affected disability-friendly companies, but the Company has 
been committed to support them during the crisis. In 2020, the 
global volume of business with disability-friendly companies in 
France was around € 40 million, which represents minus 20% 
compared to 2019 figures. However this number has been 
multiplied by five for the last ten years and the ambition is to 
reach around € 100 million in 2025, by developing contracts in 
engineering and IT services thanks to the Digital Consortium 
(composed of 65 French disability-friendly companies). At 
the end of 2021, around 60 disability-friendly companies are 
working with the Company. In November 2021, the Company 
organised a (Dis)Ability Forum in Toulouse with 35 disability-
friendly companies and 150 participants. In 2022, depending on 
the sanitary crisis, (Dis)Ability Forums could also be organised 
in Spain and Germany.
8.	 Responsible mineral sourcing
The Company places great importance on the responsible 
sourcing of materials used in manufacturing. Some minerals 
including 3TG (tin, tungsten, tantalum and gold) are necessary 
for the proper functioning of components within its products. 
The Company largely does not directly import minerals but 
these minerals are found in certain products the Company 
procures. In that context, the Company requires all suppliers 
to comply with applicable laws and regulations on conflict 
minerals, including any 3TG conflict minerals. In 2019, the 
Company released a Responsible Mineral Policy, which details 
its engagement to improve safety and human rights conditions 
in the mineral supply chains. As introduced in §6. Work with 
External Stakeholders, the company will benefit from the RMI 
experience and available audits, tools and standardised ways 
of working. The Company is also monitoring developments 
at the European Commission on critical raw materials (CRM) 
and is investigating the possibilities to take a deeper look at its 
related supply chain, through direct involvement and/or trade 
associations. The update of the Supplier Code of Conduct 
(available since Q1 2021) also requires suppliers to pay more 
attention to CRM responsible sourcing. The new Supplier Code 
of Conduct formally requires suppliers to establish a policy and 
a management system to assure that critical raw materials are 
sourced responsibly. For the small portion of direct procurement 
of minerals in the Company’s Defence and Space Division, 
the Company has established a dedicated Conflict Mineral 
Management System, which describes the necessary activities 
needed to monitor potential future legal obligations linked to the 
upcoming EU regulations on the importation of 3TG. For this 
small portion of direct import, the Defence and Space Division 
is proactively asking suppliers to disclose proof of responsible 
sourcing and is cross-checking this data with third parties audits 
available through the RMI trade association.

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9.	 Plastic-free supply chain
Based on the SDGs, specifically SDG 12 (responsible 
consumption and production), a plastic-free supply chain project 
was launched in 2019 within the Company’s Defence and Space 
Division, with the aim of reducing, reusing and recycling plastic 
waste and packaging in the Division’s scope of involvement by 
2025 (for example, production/maintenance, logistics, offices 
and supply). As a result of this project, Airbus Defence and 
Space defined for the first time a single-use plastic reduction 
total cost of ownership of 5% for the production area. Due to 
the implementation of plastic-free packaging alternatives, a 
14% reduction of single use plastic in the logistics area of all 
Airbus Defence and Space sites has been achieved for 2021, 
corresponding to 127,991m2 of single-use plastic replacement 
based on inventory done. In addition to this great achievement 
in logistics, plastic-free alternatives have been tested in the 
clean rooms of Toulouse-Labege and in the production and 
maintenance areas in Manching.
By the inclusion of the packaging paragraph in the new Supplier 
Code of Conduct and by the inclusion of single use plastic clauses 
in some contractual requirements, we aim to move progressively 
from the current take-make-waste extractive industrial model 
to a circular economy approach towards a sustainable way to 
use plastic.
10.	 CO2 emissions
During 2021, the Company engaged with its top suppliers 
by requesting them to respond to the CDP climate change 
questionnaire. 169 of the Company’s top suppliers, covering 
80% of the Company’s sourcing volume, were contacted and 
121 suppliers have completed the CDP questionnaire (68% in 
spent). The results from this questionnaire will allow the Company 
to identify supplier strengths and potential areas of improvement 
and to engage with non-responsive suppliers in order to improve 
the response rate in 2022. Next year the Company plans to get 
responses from 75% in spent of the Company’s supply chain.
In 2021, 53% of responding suppliers received an A or B score, 
representing 61 suppliers. In 2020, 56% of the responding 
suppliers had received an A or B score representing 25 
suppliers. The Company plans to request an improvement plan 
from suppliers with identified weaknesses and aims to define 
cooperation activities with suppliers that have already reached 
an A score. In the years to come, the Company will be able to 
provide measures and analyses on how the scoring is improving.
The Company also evaluated the carbon footprint of its supply 
chain, by applying the methodology developed by the IAEG. For 
further details, see “– 1.2.2. Lead the Journey Towards Clean 
Aerospace”.
V.	 Outlook
The sustainable supply chain roadmap will evolve to actively 
mitigate sustainability risks in the supply chain, adapt to evolving 
sustainability requirements and support the Company’s ambition 
to be more sustainable.
Actions to be progressed during 2022 include:
–– the formalisation and reinforcement of the process to collect 
sustainability-related alerts, the management of those alerts, 
the engagement with external stakeholders, as well as the 
communication and reporting on the effectiveness of our 
actions. This action has been launched into consideration 
the analysis of the Company’s supply chain due diligence 
performed in 2021 and the German act on supply chain due 
diligence;
–– reinforcing the adherence of the Company’s Supplier Code of 
Conduct principles throughout the Company’s supply base;
–– extending the scope of supplier sustainability assessments 
by requesting new suppliers to perform such an assessment 
and by extending to existing contracts in order to reach 80% 
of the spend volume in 2025;
–– engaging with target suppliers based on supplier assessment 
outcome,- and developing action plans when required; – 
further integrating sustainability elements into procurement 
processes;
–– developing specific training modules on sustainability and 
other solutions to support internal awareness in purchasing 
commodities. This will include awareness on the Company’s 
new Supplier Code of Conduct;
–– the deployment of a digital solution to further enhance the 
collection of data from suppliers on conflict minerals, critical 
materials and regulated substances in the products delivered 
to the Company.
Regarding environmental sustainability and substance 
management, the Company will focus on the following in 2022:
–– engaging and discussing with key CO2 contributors in its 
supply chain, leveraging the CDP to identify opportunities 
to improve their climate change management and reduce 
emissions.
Cooperating with equipment suppliers to better assess the 
environmental impact of the Company’s products, improve the 
Company’s ecodesign practices and drive supplier innovations 
that mitigate their products’ impact over their entire lifecycle.

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1.2.7	 Community Impact
I.	
Introduction
Airbus strives to support vulnerable communities and young people throughout the world where it operates and beyond by mobilising 
its products, services and employees focusing on equitable and measurable solutions, in line with the Company Purpose.
Community Impact
GRI
SDGs
413 - Local Communities
All 17 SGDs, with focus on 1,2,3,4,5,13 and 17
Highest governance body(ies) 
involved
Board of Directors / ECSC
Airbus Foundation Board of Directors
Related Corporate Reference
Documents
Directive on Sponsorships, Donations & Coporate Membership, the Bylaws of the Airbus Corporate 
Foundation and the Airbus Foundation Endowment Fund
Upcoming: Community Impact framework
Key metrics
2020
2021
Number of Sustainability 
Ambassadors
0
207
Add ressources
Community engagement on Airbus.com
, The Airbus Foundation
, Supporting Education
II.	 Governance
The Sustainability – Develop & Engage department manages 
the global strategy and framework for community impact at 
Airbus and supports the operations of the Airbus Foundation. 
A global network of community impact focal points representing 
France, Germany, Spain, the UK, the Americas, India, China, 
Asia Pacific and the Divisions has been established, as well as 
a committee of specific topic experts who provide guidance, 
assessment and recommendations according to the community 
impact priority themes. Additionally, the Company’s voluntary 
network of Sustainability Ambassadors has been launched and 
these passionate employees are key for helping raise awareness 
of and championing sustainability and community impact 
initiatives. Launched in June 2021, this network currently has 
over 200 members onboarded, representing 19 sites in Europe, 
China, and the US. At a business level, there are standard 
reporting lines to the Sustainability & Environment organisation 
with top level oversight provided by the ECSC at the Company’s 
Board of Director level.
The Airbus Foundation and Airbus Foundation Endowment 
Funds are registered as non-profit entities of general interest 
under French law, with specific Articles of Association that 
define their respective mission and remit. Their strategy and 
operations are led by the Managing Director and each entity has 
formal governance with its own Board of Directors. The Airbus 
Foundation Board of Directors is chaired by Julie Kitcher, EVP 
Communication & Corporate Affairs and comprises membership 
from across the Company including:
–– Thierry Baril, Chief HR and Workplace Officer;
–– Bruno Even, CEO Airbus Helicopters;
–– Michael Schoelhorn, CEO Airbus Defence & Space;
–– Amparo Moraleda, Representative of the Company’s Board 
of Directors.
Additionally the Board comprises employee representatives and 
external experts.
The Airbus Foundation and Airbus Foundation Endowment 
Fund annual reports and accounts are submitted annually to 
the French authorities.
III.	 Implementation/Activities
As the world faces this challenging era, it is critical for the 
Company and its employees around the world to unite to address 
the growing societal challenges and invest in developing the 
future generation.
Supporting vulnerable communities
During 2021, focus continued on supporting vulnerable 
communities through disaster response, innovation or 
fundraising to tackle topics such as poverty, hunger and 
healthcare. In the Asia Pacific region, the fight against COVID-19 
continued through several cross-divisional initiatives to deliver 
medical equipment and supplies to healthcare systems in 
Indonesia, Malaysia, the Philippines, Thailand and Vietnam. 
Wherever possible, the equipment and supplies were sourced 
locally and reacted to local needs, with the donations arranged 
by the teams based in the region. Airbus India responded to 
the COVID-19 crisis by procuring and delivering more than 36 
tonnes of medical equipment to the Indian Red Cross Society, 
including oxygen plants and mobile intensive care units, and 
deploying humanitarian flights to transport supplies from abroad. 
In the Americas, employees from all Divisions participated in 
a four-month virtual, inter-site competition. The Airbus End 
Hunger Games competition raised funds to benefit non-profit 
organisations fighting child hunger and located across the US, 
Canada and Latin America. Beneficiary organisations included 
Feed the Children, World Central Kitchen, Food Banks Canada, 
Nutre a un Niño, Da Rua and TECHO. Along the same theme of 
fighting hunger in vulnerable communities, employees in Seville 
donated more than 1,200 kg of basic supplies to the Seville 
Food Bank Foundation.
The Airbus Foundation, the Company’s philanthropic arm, also 
continued to support its partners in COVID-19 and disaster 
response by coordinating humanitarian flights carrying more 
than 16 tonnes of aid to the Ivory Coast, Uganda and Nepal. 
Additionally, 110 helicopter flight hours were chartered in Chile 
and Papua New Guinea to support communities impacted 
by COVID-19, and in Haiti to conduct aerial assessment 
following the earthquake in 2021. The Airbus Foundation also

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responded to over 80 satellite imagery requests from partners 
representing around 43,000 km2 for disaster assessment and 
response plans. In addition, a bespoke satellite imagery training 
session was provided to Action Against Hunger to increase 
their capacity in satellite imagery analysis and interpretation.
The Airbus Foundation also participated in the Action Against 
Hunger (AAH) global wellbeing challenge Connected Against 
Hunger’. During four weeks, over 600 Airbus employees 
collectively walked, ran and cycled more than 182,000 kilometres 
to raise funds to contribute to the work of AAH.
Supporting the future generation
Young people are the lifeblood of our future and of society. It is 
crucial that we inspire and engage young people, particularly 
by playing an active role in fostering inclusion, diversity and 
community values at an early age. The Company continued 
to offer support through mentorship and education to enable 
students to develop the creativity, innovation, leadership and 
critical thinking skills that will serve them well in the future and 
help them to tackle their communities’ challenges.
Specific actions ranged from the provision of 40 scholarships 
from Airbus Canada at McGill and Polytechnique Montréal 
(ten scholarships per year for four years), to online and offline 
classes across five cities in China reaching 3,000 students, plus a 
mentorship and funding scheme supporting around 40 university 
students in China who were struggling economically.
Bringing science to life in the classroom, the employee-led 
initiative, Humanity Lab, developed an educational wind-tunnel 
for use in schools in Africa, prioritising low-cost designs with 
components that could easily be sourced or 3D printed locally. 
Since 2018, Humanity Lab projects have been supported by 
more than 150 committed employee volunteers to innovate 
solutions for disability, environment, education or humanitarian 
issues.
The Airbus Foundation has enriched its STEM (Science, Technology, Engineering and Mathematics) digital platform – The Airbus 
Foundation Discovery Space (AFDS) – with new educational videos and activities to support its youth programmes across 17 countries 
in Europe, Africa, Asia, and the Americas. In 2021, the programmes involved over 400 volunteers and directly reached around 
4,700 young students. The fourth edition of the AFDS Moon Camp Challenge built on the success of previous years with 1,823 projects 
submitted from 53 countries by over 4,100 students and supported by over 600 teachers.
Airbus Foundation Youth Development Programmes
 
 
Americas 
- Mirabel, CANADA
- Wichita, KS, USA
- Mobile, AL, USA
- Mexico city, MEXICO
- Itajuba, BRAZIL  
Europe:  
- Stevenage, UK 
- Filton, UK
- Broughton, UK
- Ottobrun, GERMANY 
- Hamburg, GERMANY 
- Manching, GERMANY
- Friedrichschafen, GERMANY 
- Donauworth, GERMANY
- Elancourt, FRANCE 
- Toulouse, FRANCE 
- Marseille, FRANCE
- SPAIN (national programme)
Africa:   
-KENYA
-BOTSWANA
-MALAWI
-NIGERIA
-SOUTH AFRICA
Asia:    
- KOREA
- CHINA 
- PHILIPPINES 
- PAKISTAN

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Protecting the future of our planet
2021 saw a multitude of employee-led initiatives aimed at 
positive environmental action. Employees from several countries 
including China, Spain, Germany, France and the UK volunteered 
in projects organised in partnership with local infrastructure 
organisations to support activities such as local waste cleanup 
and tree planting.
In addition to its long running humanitarian response and youth 
development actions, in 2021 the Airbus Foundation launched 
the development of a third pillar focusing on nature preservation 
and minimising the environmental impact of humans. As part 
of its pilot phase, the Airbus Foundation joined forces with the 
Connected Conservation Foundation in a new partnership that 
aims to help preserve wildlife and natural ecosystems through 
shared technologies and resources. Under the agreement, 
Airbus’ high-resolution satellite imagery is being provided and 
teams are working together with the Connected Conservation 
Foundation’s on-the-ground digital technologies to help recover 
populations of threatened species and stop habitat degradation. 
The partnership’s first project is focusing on novel approaches, 
using artificial intelligence to search high-resolution imagery pixel 
by pixel to detect large animals in Madikwe, South Africa and in 
Northern Rangelands Trust conservancies in northern Kenya.
IV.	 Outlook
In order to strengthen the Company’s collective approach to 
community impact, a new global framework is in development 
to be launched early 2022. Aiming to bring together the 
various business and philanthropic channels for community 
impact under a common direction, the framework will focus on 
sustainable, equitable and measurable initiatives focused on 
three pillars: advancing the support to vulnerable communities, 
the development of the future generation and protecting the 
future of our planet.
As part of the development of the community impact framework, 
23 pilot projects have been selected from across 19 countries 
with a focus on contribution to the priority themes, ensuring 
community involvement in the identification of needs and 
solutions, and embedding impact requirements to ensure that 
the projects achieve positive, lasting impact for beneficiaries and 
communities. The outcomes of these projects will contribute to 
the definition of our impact measurement in 2022.
In addition, to support the framework and encourage employee 
engagement, Airbus, in cooperation with the Airbus Foundation, 
will deploy a new digital platform in early 2022 that facilitates 
a direct connection with almost two million community causes 
around the world.
1.2.8	 ESG Data Board
ENVIRONMENTAL PERFORMANCE
GRI
KPI
Unit
2021
2020
2019
Energy
EN3
Total energy consumption (excl. electricity generated by CHP  
on site for own use) 
GWh
3,774
3,815
4,638
Energy intensity (per Total Revenues) 
GWh/bEUR
71.4
75.8
64.5
Energy consumption from stationary sources 
GWh
2,728
2,665
2,989
of which gas
GWh
1,266
1,234
1,349
of which heat and steam *
GWh
158
123
135
of which electricity *
GWh
1,259
1,269
1,460
Percentage electricity purchased from grid
GWh
99.9%
99.9%
99.99%
Total renewable electricity consumption
GWh
405
254
143
of which purchased electricity from renewable sources REC
GWh
404
253
142
of which produced electricity from renewable sources
GWh
1
1
0
Percentage renewable electricity
%
32%
20%
10%
Energy consumption from mobile sources 
GWh
1,046
1,150
1,649
of which road & maritime Diesel used in Oversize Surface 
Transportation
GWh
335
405
540
of which Kerosene
GWh
682
716
1,072
used in Beluga Transport
GWh
384
426
651
used in Flight Test
GWh
298
290
421
of which Sustainable Aviation Fuel
GWh
4
1
:	2021 data audited by EY®.

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GRI
KPI
Unit
2021
2020
2019
Air  
emissions
EN16
Scope 1&2
Total Scope 1 + Scope 2 CO2 emissions 
ktons CO2e
827
882
1,114
Total direct CO2 emissions (Scope 1)(1) 
ktons CO2e
562
587
747
Total indirect CO2 emissions (Scope 2)(2) 
ktons CO2e
265
295
367
GHG intensity (per Total Revenues) 
gCO2e/EUR
15.6
17.5
15.5
EN17
Scope 3
Indirect CO2 emissions Oversize Transportation (1)
Indirect CO2 emissions Business Travel (3) 
ktons CO2e
17
22
109
Indirect CO2 emissions Use of Sold Products – Comm. aircraft, 
base scenario(4) 
ktons CO2e
463,592
440,361
731,203
of which indirect emissions from the production of fuel 
ktons CO2e
82,690
78,546
130,423
CO2 per passenger/km for delivered products
gCO2/pax.km
62.6
63.1
66.2
Indirect CO2 emissions Use of Sold Products – Comm. aircraft, 
ATAG SAF uptake 
ktons CO2e
384,781
374,307
731,204
Indirect CO2 emissions Use of Sold Products – Comm. aircraft, 
Full potential 
ktons CO2e
278,155
264,217
438,722
Indirect CO2 emissions Use of Sold Products – Civil helicopters 
ktons CO2e
1,137
1,085
NA
of which indirect emissions from the production of fuel 
ktons CO2e
203
193
NA
Indirect CO2 emissions Purchased Goods and Services 
ktons CO2e
NA
11,346
NA
CDP Rating (based on previous year disclosure)
Score
A-
A-
B
Internal Carbon Pricing
EUR/ton
150
30
30
EN20
Total VOC emissions(5) 
tons
1,051
1,047
1,462
EN21
Total SOx emissions
tons
14
14
15
Total NOx emissions
tons
222
239
282
Water
EN8
Total water withdrawal (note: formerly reported as “consumption”) 
m3
3,078,590
3,371,030
4,149,241
of which percentage purchased
%
84%
85%
88%
of which percentage from surface water sources and collected 
rainwater
%
6%
5%
5%
of which percentage from ground water sources
%
10%
10%
7%
of which percentage from all areas with high water stress(6)
%
36%
37%
38%
EN22
Total water discharge
m3
2,870,748
3,099,946
3,757,358
Waste
EN23
Total waste production, excluding exceptional waste 
tons
69,660
74,898
99,042
of which percentage hazardous waste(7)
%
27%
29%
27%
Material recovery rate(8) 
%
55%
51%
54%
Energy recovery rate
%
21%
21%
21%
EMS  
certification
Percentage of operations with ISO 14001 / EMAS certification 
(in % workforce)
%
88%
88%
87%
Percentage of operations covered by reporting (in % workforce)(9)
%
92%
92%
92%
Scope: Reported data covers 84 sites. Airbus environmental reporting guidelines include sites worldwide with a workforce on-site higher or equal to 100 employees. Note that only 100% 
consolidated entities are taken into account with the exception of ATR and Tianjin operations. 2015-2020 figures were refined to reflect the above changes in scope, to align with GHG protocol 
guidelines (past year adjustments) and to rectify actuals for some entities.
:	2021 data audited by EY®.
*	 Energy: Electricity, Heat and Steam joint verification.
(1)	 Scope 1 emissions restated to include Oversize transport emissions (large and non-standard shipments via Road, River and Sea), previously considered as Scope 3 based on operational 
control criteria as per GHG protocol guidelines.
(2)	 Scope 2: location based with purchased guarantees of origin deduced.
(3)	 Worldwide air travels of Europe-based employees.
(4)	 Previous years restated to take into account refined emission factors.
(5)	 2021 VOC emissions data is estimated. 2021 actuals will be consolidated in April 2022.
(6)	 Proportion of total water withdrawal corresponding to the withdrawals from areas identified with high or extremely high water stress. Water stress level as defined per the Aqueduct Water 
Risk Atlas (medium scenario for 2030).
(7)	Hazardous waste: waste displays one or more of the hazardous properties listed: “Explosive”; “Oxidising”; “Highly flammable”; “Flammable”; “Irritant”; “Harmful”; “Toxic”; “Carcinogenic”; 
“Corrosive”; “Infectious”; “Toxic for reproduction”; “Mutagenic”; “Sensitizing”; “Ecotoxic”, “Pressurised gas”.
(8)	 Material recovery: any operation wherein products, components of products, or materials that have become waste are prepared to fulfill a purpose in place of new products, components, 
or materials that would otherwise have been used for that purpose. 2021 material and energy recovery rates will be refined when final waste treatment information will be provided by waste 
collector companies.
(9)	 Newly reported metric. Previous coverage ratio excluded entities not subject to the environmental reporting guidelines (see above).

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Social Performance
WORKFORCE
2021.
2020.
2019.
Total number of employees 
126,495
131,349
134,931
By business segment 
Airbus(1)
73,560
78,487
80,985
Airbus Helicopters
20,126
20,026
20,024
Airbus Defence and Space
32,809
32,836
33,922
% Part time employees
4.34
4.36
4.43
By contract type
Unlimited
122,950
128,151
130,591
Limited contract > 3 months
3,156
3,198
4,340
By geographic area 
.
France
45,931
48,231
49,143
Germany
42,972
45,568
45,638
Spain
11,881
11,828
12,637
UK
9,368
9,846
11,109
US
3,150
2,980
3,151
Canada
3,788
3,634
3,668
China
698
613
653
Other countries
8,707
8,649
8,932
% of active workforce employees located in Europe
89.1%.
By nationality (in %)(2)
French
35.4
German
31.5
Spanish
10.3
British
7.7
From 133 other countries
15.1
Total number of nationalities
138
By age 
<30 years old
11,120
12,135
13,862
30-50 years old
79,985
81,709
82,552
>50 years old
35,390
37,505
38,517
Newcomers
5,655
5,463
11,270
Core Division
2,817
2,413
6,643
Subsidiaries
2,838
3,050
4,627
Leavers (incl. partial retirement)
9,394
7,796
5,842
Core Division
5,632
4,675
2,902
Subsidiaries
3,762
3,121
2,940
Attrition Rate
Core Division
5.9%
4.6%
2.9%
Subsidiaries
12.2%
9.4%
8.4%
Total
7.4%
5.8%
4.3%
: 2021 data audited by EY®.
(1)	 Airbus includes population of Airbus former HQ since 1 January 2018.t
(2)	No disclosure of data in 2019 and 2020.

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GENDER DIVERSITY
2021
2020
% Women in total active workforce 
19%
18%.
Per category
Board of Directors
25%
25%.
Executive Committee
25%
16%.
Executives
14%
13%.
Senior Managers
16%
14%.
Newcomer
22%
26%.
By geographic area
France
21.2%
20.5%
Germany
16.4%
15.3%
Spain
22.7%
22.3%
UK
12.9%
13.5%
US
22.4%
22.4%
Other countries
21.0%
20.9%
: 2021 data audited by EY®.
PEOPLE DEVELOPMENT
2021
2020
Number of classroom training 
78,984
78,443
Number of digital training 
967,495
752,702
Total training hours 
1.2mn
1 million
Average training hours per employee
10.8
10.6
for women
9
8
for men
11
10
for production employees
15
14
for non-production employees
10
8
Internal mobilities
>10,400
>7,000
: 2021 data audited by EY®.
LABOUR RELATIONS
2021
2020
Number of meetings with SE-WC
12
8
% workforce covered by collective bargaining agreements
~ 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.
: 2021 data audited by EY®.

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HEALTH & SAFETY
2021
2020
2019
Lost Time Injury Frequency Rate 
3.21
3.81
5.58
LTI FR – Commercial Aircraft
4.31
5.12
Near-miss – Commercial Aircraft
19,305
H&S training hours delivered 
128,795
103,070
148,000
Nb of empl. who received H&S training 
28,144
37,599
20,900
Number of empl. having attended “EH&SCertificate” modules 1&2 
1,309
418
Core entities with ISO 45001 or similar certification
~one third
% of the company-wide workforce covered
25%
: Data audited by EY®.
CYBERSECURITY
2021
2020
Number of data breaches reported to data authorities
1
1
Percentage involving confidential information
100%
100%
Cyber security awareness training e-learning participation
67,475
10,328
Corporate & IM Cyber Security Headcount
290
216.5
PRODUCT SAFETY
2021
2020
2019
Fatal accident rate Industry wide 
0.03(Gen4)
0.04(Gen4)
0.05(Gen4)
% SMS officers nominated 
100%
100%
N/A
% SMS officers trained 
100%
92%
N/A
: Data audited by EY®.
COMMUNITY IMPACT
2021
2020
Number of Sustainability Ambassadors
207
0
HUMAN RIGHTS
2021
2020
% of investigations completed or in progress – following reports of concerns linked to human rights, 
including forced and child labour and other labour rights.
100%
100%
% of sites having undertaken a social assessment – % of the Company’s with over 100 employees, 
cumulative since 2020, undergoing a social assessment including human and labour rights.
14%
6%
% of findings closed within 18-months (following social assessments including 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 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 or through the Company’s supply chain)
4
5
: Data audited by EY®.

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BUSINESS INTEGRITY
2021
2020
Number of employees per appointed Ethics & Compliance Representatives
372
390
% of employees (non-Exec) who have completed the E&C training objective
90%
80%
Number of E&C e-learning sessions delivered to employees 
284,774
309,682
Number of data privacy e-learning sessions delivered to employees (note: in 2021 the reporting 
period was changed, from calendar years to Oct.-Sept. periods, and led to restate past year 
figures accordingly) *
9,547
35,073
: Data audited by EY®.
*	 2021 data audited.
SUPPLY CHAIN
2021
2020
2019
Sourcing volume (in € million)
NA
40,712
53,400
Number of suppliers
NA
21,000
23,000
Split by division (in %)
Airbus
NA
76%
84%
Helicopters
NA
8%
6%
Defence and Space
NA
15%
10%
Split by region
EU
NA
59%
59%
North America
NA
27%
27%
Asia pacific
NA
8%
8%
Other regions
NA
6%
6%
Number of countries
NA
88
>100
Percentage of sourcing volume covered by supplier commitment to the Supplier 
Code of Conduct
79%
NA
-
Percentage of sourcing volume of suppliers invited to CDP who have responded
68%
56%
-
Percentage of responding suppliers to the CDP scoring A or B
53%
56%
-
Percentage of identified high risk suppliers, who have undergone  
a sustainability assessment
95%
63%
-
Percentage of assessed suppliers not meeting Airbus’ sustainability expectations
13%
12%
-
Percentage of action plans defined for suppliers not meeting Airbus’  
sustainability expectations
15%
NA
-
Number of sustainability alerts
12
5
-
Note: Metrics cover civil year periods, except for training related metrics with reporting periods going from 1 October to 30 September.
: Data audited by EY®.

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Governance
BOARD OF DIRECTORS
2021
2020
2019
Number of independent directors
11
11
11
Number of women
3
3
3
Average age
60
59
59
Number of nationalities
7
7
7
Average tenure
4.5
3.5
4
Number of Board meetings
7
13
11
% average attendance
98%
97%
91%
Number of Audit Committee
5
5
7
Number of RNGC
5
4
7
Number of ECC/ECSC
6
4
6
EXECUTIVE COMMITTEE
2021
2020
2019
Number of women
3
2
2
Number of Executive Committees
4
4
4
SHAREHOLDING
2021
2020
2019
Free Float
74.06%
73.97%
73.94%
GZBV (German State)
10.90%
10.93%
10.94%
SEPI (Spanish State)
4.11%
4.12%
4.13%
SOGEPA (French State)
10.92%
10.95%
10.96%
SUSTAINABILITY-LINKED REMUNERATION
2021
2020
CEO and Executives variable remuneration – common collective component, paid following the end of financial year
R&S KPI 1
LTIFR1
LTIFR1
Weight
10%
20%
R&S KPI 2
CO2
-
Weight
10%
-

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1.2.9	 Deployment of Vigilance Plan (Devoir de Vigilance)
The Company’s Vigilance Plan is embedded in its comprehensive 
approach to sustainability. This section gathers key information 
highlighting the Vigilance Plan’s deployment status and provides 
further granularity to the “materiality matrix” risk assessment, 
on the topics of environment, health and safety, human rights 
and fundamental freedoms. While this section provides an 
overview of performance measurement and analysis as well as 
controls and processes, further descriptive elements including 
implementation progress can be found in the respective material 
topic sections.
1.	 Risk mapping
Priority risk in the scope of  
the Company and its subsidiaries
Priority risk in the scope of 
Suppliers and Contractors
Environment
Climate change(1)
✔
✔
Substance management
✔
✔
Health and Safety
Working environment
✔
✔
Substances and materials
✔
✔
Machinery & equipment
✔
Physical agents
✔
Psychological, related to COVID-19
✔
In situ contractors
✔
Human Rights & Fundamental Freedoms
Impact of products and services on the irght to life and liberty
✔
Data privacy
✔
✔
Forced and child labour and other labour rights
✔
✔
Diverse and inclusive worlplace
✔
✔
The transition to decarbonisation
✔
(1)	 CO2 largest impact from Scope 3 – Use of Sold Product. For further information, see “– 1.2.2 Lead the Journey towards Clean Aerospace”.
Methodology and stakeholders involvement: The Vigilance plan approach is aligned with the materiality matrix methodology 
detailed in “– 1.2.1 The Company’s Approach to Sustainability” and any relevant additional topic specific information can be found 
in the respective material topic sections.
2.	 Procedures for regularly assessing the situation of relevant subsidiaries, 
subcontractors and suppliers
The table below summarises effective procedures for regularly assessing the situation of relevant subsidiaries, subcontractors 
and suppliers. Specific relevant complementary information can be found in the respective material topic sections.
The Companny and its subsidiaries
Suppliers and Contractors
Self 
assessment
Internal 
assessment 
/ audit
External  
audits (ISO…)
Management 
system
Self 
assessment
Company 
Audit
Ad hoc 3rd 
party audits
Environment
✔
✔
✔ ISO 14001
✔
✔
✔
✔ Intertek
Health and Safety
✔
✔
✔ ISO 45001(1)
✔
✔
✔
✔ Intertek
Human Rights & 
Fundamental Freedoms
✔
✔
✔
✔
(1)	 25% workforce currently covered

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3.	 Prevention and mitigation actions
The table below summarises transversal mitigation / preventive actions. Specific relevant complementary actions are detailed in 
the respective material topic sections.
The Company and its subsidiaries
Suppliers and Contractors
Training
Whistleblowing 
system
Code of 
Conduct
Policies / 
Directives
Contractual 
terms and 
conditions
Whistleblowing 
system
Supplier 
Code of 
Conduct
Environment
✔
✔
✔
✔
✔
✔
✔
Health and Safety
✔
✔
✔
✔
✔
✔
✔
Human Rights & 
Fundamental Freedoms
✔
✔
✔
✔
✔
✔
✔
4.	 Alert mechanism
The Company’s OpenLine mechanism is introduced in “– 1.2.1 The Company’s Approach to Sustainability” and described in more 
detail in “– 1.2.5 Exemplify Business Integrity”.
5.	 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.
KPIs
Responsible 
organisation body
Supervisory 
Committee
Controls
Environment
Operations
Use of Products
CO2 Scope 1, 2, Water, Waste
CO2 Scope 3
Industrial roadmap
Aviation roadmap
ECSC
Internal audit
Health and Safety
Lost time injury frequency rate
Executive level review
ERM, internal audit
Human Rights & 
Fundamental Freedoms
Nb of social assessments
% of findings closed within 18 months
Human Rights Roadmap
Site social assessments and 
supply chain assessments
Supply Chain
% suppliers at risk
%action plan lauched
Sustainable Supply
Chain Roadmap
Audits
Self questionnaires
1.2.10	 EU Taxonomy Disclosure
The EU Taxonomy is a classification system establishing a list 
of environmentally sustainable economic activities by defining 
technical screening criteria for the six environmental objectives 
defined by the EU Taxonomy, as well as disclosure requirements 
for corporations. It aims to direct investments towards sustainable 
projects and activities in order to meet the EU’s climate and 
energy targets for 2030 and reach the objectives of the European 
green deal.
Recommendations for technical screening criteria were published 
in August 2021 (Annex to the draft report by the Platform on 
Sustainable Finance on preliminary recommendations for 
technical screening criteria for the EU taxonomy). Based on this 
report, the proposed inclusion of aviation in the EU Taxonomy 
acknowledges its potential to transition to low carbon activities, 
through a number of measures including a “best-in-class” 
approach: in the short-term, aging fleet renewal by Airbus’ latest 
generation aircraft is recognised as having a significant potential 
for CO2 reductions. The Company roadmap to decarbonisation 
is aligned with the taxonomy approach, as explained below.
Estimated eligibility and alignment if aviation-related 
technical screening criteria were to be adopted as per draft 
recommendation:
Aviation-related criteria are expected to be included in the 
Taxonomy in 2022. According to the published recommendations 
for technical screening criteria, a majority of the Company’s 
2021 turnover would be eligible, mainly including the turnover 
generated by sales of commercial aircraft. Based on the same 
information, the Company estimates that a significant portion of 
this eligible turnover could be taxonomy aligned, while meeting 
“do-not-significant-harm” criteria and minimum safeguards. 
As per criteria recommendations, the alignment factor would 
correspond to the proportion of new aircraft sold that will replace 
less efficient older generation aircraft, and therefore contributing 
to reducing the overall carbon footprint of aviation. Activities from 
the Company’s two Divisions may be covered to some extent 
in future developments of the Taxonomy, while current level of 
information available does not enable the Company to provide an 
estimate. Accordingly, “best-in-class” aircraft programme related 
capital expenditures, and R&D (operating expenses) should be 
respectively eligible and aligned in similar proportions.

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Under the proposed text available at the time of this report, 
Airbus commercial aircraft activity corresponding to NACE code 
30.3 is described under section 8.9 Manufacturing of aircraft 
of the document “PLATFORM ON SUSTAINABLE FINANCE: 
TECHNICAL WORKING GROUP / PART B – Annex: Full list 
of Technical Screening Criteria August 2021” and therefore it 
could be considered an eligible activity once the corresponding 
delegated act is adopted.
Reported eligibility as per December  2021 adopted 
Delegated Act:
The Delegated Act covering Manufacturing of Commercial 
Aircraft technical screening criteria is expected to be adopted 
by the European Commission in 2022.
The Company performed an analysis of its exposure to 
Taxonomy-eligible activities referenced in the Climate Delegated 
Act adopted before 31 December 2021(1): Data-driven solutions 
for GHG emissions reductions, Renovation of existing buildings 
Construction of new buildings, Electricity generation using solar 
photovoltaic technology, Installation, maintenance and repair of 
renewable energy technologies, Freight transport services by 
road. The proportions of its turnover, capital expenditures and 
operating expenses as of 31 December 2021, as reported in the 
Financial Statements were assessed as immaterial with currently 
available data, which includes certain limitations mainly linked to 
data granularity for capital expenditures and operating expenses. 
The Company is working on improving financial data tagging to 
enable more accurate reporting in upcoming disclosures.
As a result of this assessment, as of 31 December 2021, the 
Company reports 0% eligibility (100% non-eligibility) of its total 
turnover (€ 52,149 million), capital expenditures (€ 1,928 million), 
and operating expenses (R&D € 2,746 milllion) respectively.
(1)	 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, published in the Official Journal of the European Union on 9 December 2021.
1.2.11	 TCFD Correspondence Table
See Airbus Sustainability 
Report sections
See CDP Climate Change 
Questionnaire* items
Governance
Describe the Board’s oversight of climate-related risks and opportunities.
– 1.2.1 the Company 
Approach to Sustainability
– 1.2.2 Lead the Journey 
towards Clean Aerospace
C1.1a, C1.1b
Describe management’s role in assessing and managing 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, and long-term
– Risk Factors – 4 
Environment, Human Rights, 
Health & Safety Risks
– 1.2.2 Lead the Journey 
towards Clean Aerospace
–Please refer to the “Notes 
to the IFRS Consolidated 
Financial Statements” 
(Note 6: Climate impacts)
C2.3a, C2.4a
Describe the impact of climate-related risks and opportunities on 
the organisation’s businesses, strategy, and financial planning.
C2.3a, C2.4a, C3.1, C3.3, 
C3.4
Describe the resilience of the organisation’s strategy, taking into 
consideration different climate-related scenarios, including a 2°C 
or lower scenario
C3.2, C3.2a
Risk management
Describe the organisation’s processes for identifying and assessing 
climate-related risks.
–4.1.3 Enterprise Risk 
Management System
–1.2.1 the Company 
Approach to Sustainability
–1.2.2 Lead the Journey 
towards Clean Aerospace
C2.1, C2.1a, C2.1b, C2.2, 
C2.2a
Describe the organisation’s processes for managing climate-related risks.
C2.1, C2.2
Describe how processes for identifying, assessing, 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.
–1.2.2 Lead the Journey 
towards Clean Aerospace
–1.2.8 ESG Data Board, 
section Environmental 
Performance / Emissions
C4.2, C9.1
Disclose Scope 1, Scope 2, and if appropriate, Scope 3 greenhouse gas 
(GHG) emissions, and the related risks.
C6.1, C6.2, C6.3, C6.5, 
C6.10, C7.1, C7.1a, 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
*	 CDP Climate Change Questionnaire is available on Airbus website
 and CDP website
.

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1.2.12	 GRI Index
This table, whose aspects are material for Airbus and its stakeholders, follows the GRI Standards Guidelines, in accordance with the 
“core” option. When links target a Non-Financial Information section, additional resource links can be found in the table displayed 
in the sub-section I.Introduction.
GRI
Disclosure
Related content
GRI 102: General Disclosures
Organisational Profile
102-1
Name of the organisation
Airbus SE
102-2
Activities, brands, products, and services
Get to know Airbus
See sections 1.1.1 to 1.1.4 (page 23-53)
102-3
Location of headquarters
Leiden, the Netherlands
102-4
Location of operations
Global presence on Airbus.com, Airbus Helicopters’ global 
presence
102-5
Ownership and legal form
See section 3.1
102-6
Markets served
Airbus’ markets on Airbus.com
See sections 1.1.1 to 1.1.4 (page 23-53)
102-7
Scale of the organisation
See 1.2.4.d Our People, 1.2.8 ESG Data Board  
(Social Performance)
Please refer to “Notes to the IFRS Consolidated Financial 
Statements – Note 1: The Company” and “– Note 11: Segment 
Information”.
102-8
Information on employees and other workers
See 1.2.4.d Our People, 1.2.8 ESG Data Board  
(Social Performance)
102-9
Supply chain
See 1.2.6 Responsible Supply Chain, 1.2.8 ESG Data Board 
(Social Performance)
102-10
Significant changes to the organisation  
and its supply chain
Please refer to “Notes to the IFRS Consolidated Financial 
Statements – Note 8: Acquisitions and Disposals”,  
see 1.2.6 Responsible Supply Chain
102-11
Precautionary Principle Approach
Entreprise Risk Management on airbus.com
See 4.1.3 (ERM), 1.2.9 Vigilance Plan (Devoir de Vigilance)
102-12
External initiatives
UN Global Compact, See other initiatives per sustainability 
topics in the respective subsection of 1.2 Non-Financial 
Information
102-13
Membership of associations
ATAG, IAEG, The Conference Board, GIFAS, World Economic 
Forum, Advanced Robotics for Manufacturing, Initiative 
Chefsache
Strategy
102-14
Statement from senior decision-maker
See Guillaume Faury’s statement about Airbus engagement 
for sustainability on airbus.com, see CEO statement on 
airbus.com
, see CEO’s commitment to sustainability  
in the UNGC engagement letter 2022
Ethics and Integrity
102-16
Values, principles, standards, and norms of behavior
See 1.2.5 Exemplify Business Integrity
Governance
102-18
Governance structure
See 4.1 Management and Control
Airbus’ Corporate Governance on airbus.com
Stakeholder Engagement
102-40
List of stakeholder groups
See 1.2.1 The Company’s Approach to Sustainability
102-41
Collective bargaining agreements
See 1.2.4.c Labour Relations, 1.2.8 ESG Data Board  
(Social Performance)

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GRI
Disclosure
Related content
102-42
Identifying and selecting stakeholders
See 1.2.1 The Company’s Approach to Sustainability
102-43
Approach to stakeholder engagement
102-44
Key topics and concerns raised
Reporting Practice
102-45
Entities included in the Consolidated Financial 
Statements
Please refer to “Notes to the IFRS Consolidated Financial 
Statements – Note 7: Scope of Consolidation”
102-46
Defining report content and topic Boundaries
See 1.2.1 The Company’s Approach to Sustainability
102-47
List of material topics
102-48
Restatements of information
See data per sustainability topics in the respective subsection 
of 1.2 Non-Financial Information and in section 1.2.8 ESG 
Data Board
Please refer to “Notes to the IFRS Consolidated Financial 
Statements – Note 4: Key Estimates and Judgements, 
Note 24: Provisions, Contigent Assets and Contingent 
Liabilities, Note 37.7 Financial Instruments”
102-49
Changes in reporting
See 1.2.1 The Company’s Approach to Sustainability
102-50
Reporting period
from 1 January to 31 December
102-51
Date of most recent report
March 2022
102-52
Reporting cycle
Annual
102-53
Contact point for questions regarding the report
Check on cr_sustainability@airbus.com
102-54
Claims of reporting in accordance with the GRI 
Standards
This report has been prepared in accordance with the GRI 
Standards: Core option.
102-56
External assurance
Find the full Independent Assurance Report from Ernst&Young
Lead the Journey Towards Clean Aerospace
Environment
103-1
Explanation of the material topic and its Boundary
See 1.2.1 The Company’s Approach to Sustainability,  
1.2.2 Lead the Journey Towards Clean Aerospace
103-2
The management approach and its components
103-3
Evaluation of the management approach
Energy
302-1
Energy consumption within the Organisation
See 1.2.2 Lead the Journey Towards Clean Aerospace, 
1.2.8 ESG Data Board (Environmental performance) Board 
(Environmental performance)
302-4
Reduction of energy consumption
302-5
Reduction in energy requirements of products  
and services
Water
303-4
Water discharge
See 1.2.2 Lead the Journey Towards Clean Aerospace,  
1.2.8 ESG Data Board (Environmental performance)
303-5
Water consumption
Emissions
305-1
Direct (Scope 1) GHG emissions
See 1.2.2 Lead the Journey Towards Clean Aerospace, 1.2.8 
ESG Data Board (Environmental performance)
305-2
Energy indirect (Scope 2) GHG emissions
305-3
Other indirect (Scope 3) GHG emissions
305-4
GHG emissions intensity
305-5
Reduction of GHG emissions
305-6
Nitrogen oxides (NOx), sulphur oxides (SOx),  
and other significant air emissions
305-7
Energy indirect (Scope 2) GHG emissions

1. Information on the Company’s Activities  / 
1.2 Non-Financial Information
116
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GRI
Disclosure
Related content
Waste
306-2
Waste by type and disposal method
See 1.2.2 Lead the Journey Towards Clean Aerospace,  
1.2.8 ESG Data Board (Environmental performance)
Build our Business on the Foundation of Safety and Quality
Aviation and Product Safety
103-1
Explanation of the material topic and its Boundary
See 1.2.1 The Company’s Approach to Sustainability,  
1.2.2 Aviation and Product Safety
103-2
The management approach and its components
103-3
Evaluation of the management approach
416-1
Assessment of the health and safety impacts of 
product and service categories
See 1.2.1 The Company’s Approach to Sustainability,  
1.2.3.a Aviation and Product Safety
417-1
Marketing and labeling
Health & Safety
103-1
Explanation of the material topic and its Boundary
See 1.2.1 The Company’s Approach to Sustainability,  
1.2.3.c Health and Product Safety, 1.2.6 Responsible Supply 
Chain, 1.2.9 Vigilance plan
103-2
The management approach and its components
103-3
Evaluation of the management approach
403-1
Occupational H&S management system
Hazard identification, risk assessment, and incident 
investigation
Occupational health services
Worker participation, consultation,  
and communication on occupational H&S
Worker training on occupational H&S
Prevention and mitigation of occupational H&S 
impacts directly linked by business relationships
Work-related injuries
See 1.2.3.c Health and Product Safety, 1.2.6 Responsible 
Supply Chain, 1.2.8 ESG Data Board (Social performance), 
1.2.9 Vigilance plan
403-2
403-3
403-4
403-5
403-6
403-7
403-9
Respect Human Rights and Foster Inclusion
Inclusion & Diversity
103-1
Explanation of the material topic and its Boundary
See 1.2.1 The Company’s Approach to Sustainability,  
1.2.4.b Inclusion & Diversity, 1.2.6 Responsible Supply Chain
103-2
The management approach and its components
103-3
Evaluation of the management approach
405-1
Diversity of governance bodies & employees
See 1.2.4.b Inclusion & Diversity, 1.2.6 Responsible Supply 
Chain, 1.2.8 ESG Data Board (Social performance),
4.1 Management and Control, Board of Directors composition
 
and Executive Committee composition
 on airbus.com
Workforce and human rights
103-1
Explanation of the material topic and its Boundary
See 1.2.1 The Company’s Approach to Sustainability,  
1.2.4.a Inclusion & Diversity, 1.2.4.d Our Workforce,  
1.2.6 Responsible Supply Chain, 1.2.9 Vigilance Plan
103-2
The management approach and its components
103-3
Evaluation of the management approach
401-1
New employee hires & employee turnover
See 1.2.4.d Our Workforce, 1.2.8 ESG Data Board 
(Social performance)
401-2
Benefits provided to full-time employees
See 1.2.4.d Our Workforce
404-1
Average hours of training per year per employee
See 1.2.4.d Our Workforce, 1.2.8 ESG Data Board  
(Social performance)
404-2
Programs for upgrading employee skills and transition 
assistance programmes
404-3
Percentage of employees receiving regular 
performance and career development reviews

1. Information on the Company’s Activities  / 
1
1.2 Non-Financial Information
117
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GRI
Disclosure
Related content
201-3
Defined benefit plan obligations and other  
retirement plans
See Risk Factors 1.Financial Market Risks (Pension 
Commitments), 2.1.6.1 Cash Flows (Contribution to Plan 
Assets of Pension Schemes), 4.2.1.3 Implementation  
of the Remuneration Policy in 2021: CEO (h.Retirement)
Please refer to “Notes to the IFRS Consolidated Financial 
Statements – Note 31: Post-Employment Benefits”
407-1
Freedom of Association & Collective bargain
See 1.2.4.a Human Rights, 1.2.4.c Labour Relations,  
1.2.6 Responsible Supply Chain, 1.2.8 ESG Data Board 
(Social performance)
412-1
Operations that have been subject to human rights 
reviews or impact assessments
See 1.2.4.a Human Rights, 1.2.8 ESG Data Board  
(Social performance), 1.2.9 Vigilance Plan
412-2
Employee training on human rights policies or 
procedures
See 1.2.4.a Human Rights, 1.2.8 ESG Data Board 
(Social performance)
Exemplify Business Integrity
103-1
Explanation of the material topic and its Boundary
See 1.2.1 The Company’s Approach to Sustainability,  
1.2.5 Exemplify Business Integrity, 1.2.9 Vigilance Plan
103-2
The management approach and its components
103-3
Evaluation of the management approach
205-1
Operations assessed for risks related to corruption
See Risk Factors – 3. Legal Risks, 1.2.5 Exemplify Business 
Integrity, 1.2.8 ESG Data Board (Social performance),  
1.2.9 Vigilance Plan
205-2
Communication and training about anti-corruption 
policies and procedures
See 1.2.5 Exemplify Business Integrity, 1.2.8 ESG Data Board 
(Social performance), 1.2.9 Vigilance Plan
205-3
Confirmed incidents of corruption and actions taken
See 1.1.7 Legal and Arbitration Proceedings,  
1.2.5 Exemplify Business Integrity, 1.2.8 ESG Data Board 
(Social performance), 1.2.9 Vigilance Plan
Responsible supply chains
103-1
Explanation of the material topic and its Boundary
See 1.2.1 The Company’s Approach to Sustainability,  
1.2.6 Responsible Supply Chain, 1.2.9 Vigilance Plan
103-2
The management approach and its components
103-3
Evaluation of the management approach
308-1
New suppliers screened using environmental criteria
See 1.2.6 Responsible Supply Chain, 1.2.8 ESG Data Board 
(Social performance), 1.2.9 Vigilance Plan
308-2
Negative environmental impacts in the supply chain 
and actions taken
414-2
Negative social impacts in the supply chain and 
actions taken; Operations and suppliers at significant 
risk for incidents of child labor; Operations and 
suppliers at significant risk for incidents of forced  
or compulsory labor
See 1.2.6 Responsible Supply Chain, 1.2.8 ESG Data Board 
(Social performance), 1.2.9 Vigilance Plan
408-1
409-1
204-1
Proportion of spending on local suppliers
See 1.2.6 Responsible Supply Chain, 1.2.8 ESG Data Board 
(Social performance), 1.2.9 Vigilance Plan
Community Impact
103-1
Explanation of the material topic and its Boundary
See 1.2.1 The Company’s Approach to Sustainability,  
1.2.7 Community impact
103-2
The management approach and its components
103-3
Evaluation of the management approach
203-1
Infrastructure investments and services supported
See 1.2.1 The Company’s Approach to Sustainability,  
1.2.7 Community impact
203-2
Significant indirect economic impacts
201-1
Direct economic value generated and distributed
See 1.2.1 The Company’s Approach to Sustainability,  
1.2.6 Responsible Supply Chain, 1.2.8 ESG Data Board 
(Social performance)

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1.2 Non-Financial Information
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1.2.13	SASB Correspondence Table
Sustainability Disclosure Topics & Accounting Metrics
Energy Management
-- Total energy consumed, percentage grid electricity, percentage renewable
RT-AE-130a.1
See 1.2.2 Lead the Journey towards 
Clean Aerospace
See 1.2.8 ESG Data Board, section
Environmental Performance / Energy
Hazardous Waste Management
-- Amount of hazardous waste generated, percentage of hazardous waste 
recycled
-- Number and aggregate quantity of reportable spills, quantity recovered 
from reportable spills
RT-AE-150a.1
RT-AE-150a.2
See 1.2.2 Lead the Journey towards 
Clean Aerospace
See 1.2.8 ESG Data Board, section
Environmental Performance / Waste
Data Security
-- Number of data breaches, percentage involving confidential information
-- Description of approach to identifying and addressing data security risks 
in company operations and products
RT-AE-230a.1
RT-AE-230a.2
See 1.2.3.b Cyber Security
See 1.2.8 ESG Data Board, section
Social Performance / Cybersecurity
Product Safety
-- Number of recalls issued, total units recalled
-- Number of counterfeit parts detected, percentage avoided
-- Number of Airworthiness Directives received, total units affected
-- Total amount of monetary losses as a result of legal proceedings 
associated with product safety
RT-AE-250a.1
RT-AE-250a.2
RT-AE-250a.3
RT-AE-250a.4
See 1.2.3.a Aviation  
and Product Safety
Fuel Economy & Emissions in Use-Phase
-- Revenue from alternative energy-related products
-- Description of approach and discussion of strategy to address fuel 
economy and strategy to address fuel economy and greenhouse gas 
(GHG) emissions of products
RT-AE-410a.1
RT-AE-410a.2
See 1.2.10 EU Taxonomy
See 1.2.2 Lead the Journey towards 
Clean Aerospace
Materials Sourcing
-- Description of the management of risks associated with the use of critical 
materials
RT-AE-440a.1
See 1.2.6 Responsible Supply Chain
Business Ethics
-- Total amount of monetary losses as a result of legal proceedings associated 
with incidents of corruption, bribery, and/or illicit international trade
-- Revenue from countries ranked in the “E” or “F” Band of Transparency 
International’s Government Defence Anti-Corruption Index
-- Discussion of processes to manage business ethics risks throughout  
the value chain
RT-AE-510a.1
RT-AE-510a.2
RT-AE-510a.3
See 1.2.5 Exemplify Business 
integrity
Activity metrics
-- Production by reportable segment: Production should be disclosed as 
the number of units produced by product category, where relevant product 
categories include ground vehicles, aircraft, marine vehicles, vehicle 
and aircraft components, and space and weapons systems.
-- Number of employees
RT-AE-000.A
RT-AE-000.B
See 2.1.4 Results of Operations 
(2.1.4.1 Revenues)
See 1.2.8 ESG Data Board