Airbus
Annual Report 2020

Building asustainable
future2

Pioneering sustainableaerospace for a safeand united world2020 was a challenging year for our industry, stakeholders,and broader society.
At Airbus, we navigated the year by asking ourselves how‘we pioneer sustainable aerospace for a safe and united world’.
The year was a test of our resilience – of our operations andour values – and we are proud to have withstood this test,
by remaining agile and focused on our purpose.
In this report, you’ll learn how we responded to:
Support our stakeholders and industry
Adapt our business and plans
Innovate for a sustainable future, andLead our industry in the decades ahead
Overview
3 Key events of 2020
5 Chairman’s message
7 CEO interview
9 Resilience
9 Support
10 Adapt
11 Innovate
12 Lead13 Sustainability
15 Airbus at a glance
16 Airbus
17 Airbus Helicopters
18 Airbus Defence and Space
19 CFO interview
21 Share information

Universal Registration Document
7 Risk Factors
27 Information on the
Company’s Activities
97 Management’s Discussion
and Analysis of Financial
Condition and Results ofOperations
119 General Description of theCompany and its Share Capital
141 Corporate Governance
189 General Information

Where applicable, ‘Airbus’ refers to commercial aircraft and the integrated functions while‘the Company’ refers to Airbus SE together with its subsidiaries.

Financial Statements
5 Airbus SE IFRS Consolidated
Financial Statements
13 Notes to the IFRS Consolidated
Financial Statements
85 Airbus SE IFRS Company
Financial Statements
91 Notes to the IFRS Company
Financial Statements
115 Other Supporting Information
Including the Independent
Auditor’s Report

Front Cover

Pictured is an image of a ‘blended-wing body’ ZEROehybrid-hydrogen concept aircraft, unveiled in 2020 as partof the Company’s ambition to develop zero-emissioncommercial aircraft.
This pageDue to rounding, numbers presented may not add up precisely to the totals
provided and percentages may not precisely reflect the absolute figures.

In 2020, Airbus Defence and Space was selected by theEuropean Space Agency to be the prime contractor for the
new Land Surface Temperature Monitoring (LSTM) mission.
LSTM is part of Copernicus, the European Union’s Earthobservation programme for global monitoring.

Airbus / Annual Report – Overview 2020

Overview / Key events of 20203

Key events of2020

2020 was a year when the Company reacted quickly and took
measures to navigate the COVID-19 crisis. It still achieved somesignificant operational and commercial milestones and continued
to enhance its portfolio and progress on sustainability topics.

Leading in reconfigurable satellites

Wide-ranging response to the COVID-19 crisis

The Company deployed its resources and expertise to
assist the global fight against the pandemic. This included
the use of commercial and military aircraft to transportvital products such as face masks and the production of
specialist protective equipment. Airbus also supported
aircraft operators with the logistical challengeof transporting vaccines and changing cargo demand.
Great lengths were taken to ensure business continuity,
starting with the adaptation of working facilities andpractices for the safety of employees and customers.
Initiatives such as the ‘e-delivery’ process helped operators
to accept fixed- and rotary-wing aircraft while complying
with COVID-19 health and safety measures. The Company
adapted its commercial aircraft activities and strengthened
its liquidity position to safeguard its future.

Airbus Defence and Space’s next-generation OneSat
telecommunication satellites saw continued successduring the year. More contracts were announced, showing
the Company’s lead in this important market sector. By
adjusting its coverage area, capacity and frequency while
in-orbit, these satellites can meet evolving mission scenarios.

2020 deliveries include first US-built A220

The year’s commercial aircraft delivery tally of 566
included a number of important milestones. The first A220
assembled in the US was delivered from Mobile, Alabama,
while deliveries of the A330-800 version of the A330neo
widebody airliner started following certification. The deliveryof the 1,500th ever A330 Family aircraft also took place.

Airbus / Annual Report – Overview 2020

Overview / Key events of 2020

4

More success in military aircraft

A contract was signed to supply 38 new Eurofighter aircraft
for the German Air Force, securing production until 2030
for the strategic pan-European programme. The Tranche 4
Eurofighter is the most modern European-built combat
aircraft and its technical capabilities will allow full integration
into the key Future Combat Air System programme.

Key new helicopters certified

Development of A321XLR progresses

The A321XLR’s industrialisation and related parts
production gathered pace across Airbus sites and thewider supply chain. Major component assembly of thefirst forward fuselage, centre and rear fuselage sections
and the wings is due to begin in 2021. The fuel-efficient
A321XLR delivers an unprecedented single-aisle airliner
range of up to 4,700 nautical miles.

Two important helicopters were certified by the European
Union regulator, further increasing the competitivenessand capability of the product line. The multi-role twin
engine H160 is suitable for a wide range of missions and isalso one of the most environmentally friendly helicopters in
its class. The five-bladed light twin-engined H145 offers
operators an increased payload compared to the previous
version. The H145 model was also certified by US
authorities.

Further steps towards decarbonising flight

The Company prioritised research into carbon-neutral
technologies to move towards more sustainable air travel.
With the ambition to develop the world’s first zero-emissioncommercial aircraft by 2035, ZEROe concept aircraft wererevealed. A variety of hybrid-electric and hydrogentechnology options are now being explored together withother focus areas like sustainable aviation fuels.

Airbus / Annual Report – Overview 2020

Overview / Chairman’s message

5

Resilienceand adaptability“In such a testing year,
Airbus’ broad portfolio
provided some
protection.”

activities. These measures were designed to ensure
Airbus could sustain a prolonged downturn and still
be well positioned to capture the market recovery.
The actions taken were wide-ranging and proved tobe the right ones to help to stem the cash outflow
in the second half of the year.
Aside from COVID-19, there were other geopolitical
impediments to overcome, including tariffs related
to a World Trade Organization dispute and Brexitrelated uncertainties. Both these topics were closely
monitored by the Board and the necessary mitigation
actions by management were supported.

Dear shareholders, Dear stakeholders,
2020 was a testing year dominated by COVID-19.
The pandemic reached nearly every nation on Earth,exacerbated divides in society and hit alreadyvulnerable people the hardest. It also raised hugechallenges for business and political leaders andparticularly those people working on the front line,
such as in hospitals, schools and factories.
René Obermann
Chairman
In his first annual message since becoming
Chairman in April 2020, René Obermann
outlines the Board of Directors’ key priorities
and activities during the year. He also discusses
the 2021 Annual General Meeting.

For the whole aviation sector it was an extremely
challenging year, as it was for Airbus and its highlycommitted and qualified people. In a matter ofweeks we were confronted with potentially serious
implications on the business model and needed toadapt to this unprecedented situation. The Board
was impressed by how quickly management moved
to safeguard the Company.
Starting with ensuring the safety of employees,
the Company then bolstered its liquidity, adjusted
production rates to an appropriate level, contained
spending and resized the commercial aircraft“The Board was
impressed by how
quickly management
moved to safeguard
the Company.”

During the crisis it became even clearer how
important a close dialogue is with governments.
We truly appreciate the progress made and support
they gave for the industry’s whole ecosystem, fromthe partial unemployment schemes through toinvestment in research and technology.
In such a testing year, Airbus’ broad portfolio
provided some protection. While the commercial
aircraft activities were significantly impacted by the
pandemic, Airbus Defence and Space and Airbus
Helicopters provided support.
Commercial aircraft deliveries declined, although
the final tally was broadly in line with the revised
production plan. Airbus Helicopters’ earnings werebolstered by its governmental-related activities while
Airbus Defence and Space booked some importantorders, including the purchase of Eurofighter jets byGermany and new generation telecommunications
satellites.

Airbus / Annual Report – Overview 2020

Overview / Chairman’s message

Despite the crisis, your Company never lost sightof its ambitions and the important programmesthat will be crucial to securing its future, including
zero-emission technologies. Going forward, Airbus
will play a leading role in the most importanttransformation aviation has ever seen towards
a sustainable industry sector.
It is both a privilege and honour for me to serve
as Chairman of the Board of Airbus and I am truly
grateful for the support my predecessor and industry
expert Denis Ranque gave me in assuming this role.
The crisis had just begun when this transition
happened and I am particularly glad to work with
Board colleagues who have such high levels of
experience and dedication to help the Company
navigate through these challenging times. The
necessity of moving mostly to virtual meetings
did not hamper the Board’s decision making.
Unfortunately, site visits weren’t possible due tothe travel restrictions.
The health situation in the Netherlands meant thatthe 2020 AGM had to be scaled back significantly
although the strong engagement of shareholders
was evident in the high number of votes by proxy.
Two new non-executive directors were appointed to
the Board for the standard term of three years. Mark
Dunkerley and Stephan Gemkow were carefully
selected for their expertise in aviation and finance.
The Board Committees had a busy year. Notably,
the Audit Committee supported the financial andoperational measures the Company took to adapt
to the pandemic. The Remuneration, Nomination
and Governance Committee addressed a number ofimportant topics including the executive remuneration
structure and succession planning.

6

Sustainability is now deeply ingrained in the Company’s
purpose and is truly becoming part of its DNA.
During 2020, the Ethics and Compliance Committee
had its remit extended to include Sustainability andbecame the Ethics, Compliance and Sustainability(EC&S) Committee. There is now a dedicatedSustainability and Environment organisation within
the Company and the sustainability agenda is also
reinforced by influencing executives’ variable
remuneration. The EC&S Committee also oversaw
the actions taken to comply with the terms of theagreements reached with the French, UK and US
authorities at the beginning of 2020, resolving theirinvestigations into historic compliance cases.
Given the continuation of the crisis, preserving theCompany’s liquidity and financial strength is key andthis is why we hope for your understanding that there
is no dividend proposed for 2020. We kindly ask you
as shareholders for your continued support in thisvolatile environment. In line with the principle ofstaggered Board appointments, I will stand for
re-election as a non-executive director at the 2021
AGM, along with my colleagues Victor Chu,
Jean-Pierre Clamadieu and Amparo Moraleda.
It remains for me to thank the entire team at Airbus
for their continued dedication, especially those mostaffected by the crisis. On behalf of the Board, I’d also
like to underline our support to the management
team, who performed an outstanding job in steering
Airbus through this historic crisis in 2020.

“Sustainability is now deeply ingrainedin the Company’s purpose and is truly
becoming part of its DNA.”

Board of Directors
As of 1 January 2021

René Obermann
Chairman of the Boardof Directors, Airbus SE

Guillaume Faury
Chief Executive Officer,
Airbus SE

Victor Chu

Jean-Pierre
Clamadieu
Chairman of Ethics,
Compliance andSustainability
Committee

Ralph D. Crosby, Jr.

Lord Paul Drayson

Mark Dunkerley

Stephan Gemkow

Catherine
Guillouard
Chair of Audit
Committee

Amparo Moraleda
Chair of Remuneration,
Nomination and
GovernanceCommittee

Claudia Nemat

Carlos Tavares

René Obermann
Chairman of the Board

Audit Committee Remuneration, Nomination and Governance Committee
Ethics, Compliance and Sustainability Committee

Airbus / Annual Report – Overview 2020

Overview / CEO interview

7

Leadingenvironment. Through some innovative initiatives like‘e-deliveries’ our teams could safely navigate healthand travel restrictions and enable customers to takedelivery of their aircraft. Even though the order intake
fell, the backlog remained above 7,000 aircraft at
year-end.

throughchallenging times

Guillaume Faury
Chief Executive Officer
Guillaume Faury discusses the key steps taken
during 2020 to navigate the challenge of the
COVID-19 pandemic. He outlines the operationaland financial performance and explains how
the Company is progressing with its
sustainability strategy.

Q. What are your key takeaways from 2020?
Early in the year, COVID-19 transformed ourbusiness environment overnight. The story of 2020
swiftly became one of resilience and adapting tolarge-scale change, with the first priority being thesafety of employees under stricter sanitary conditions.

In Helicopters, deliveries included the first five-bladed
H145 following certification during the year. That wasan important milestone, as was European certification
for the highly capable H160 which is due to enter
service during 2021. The strong earnings performance
was driven by governmental activities and reliable
programme execution. Defence and Space saw astrong upturn in order intake, including important
Eurofighter business and telecommunication satellite
contracts. Despite the pandemic’s challenges, allscheduled A400M deliveries were achieved andprogress continued on the aircraft’s capabilities.

In commercial aviation, we changed the size of ourbusiness to reflect the new reality facing the industry,
with a 40% reduction in production. But we also kept
one eye on the future: continuing to pursue ourlong-term strategic priorities, while protecting ourability to ramp-up production again when better
times return. Our Helicopters and Defence andSpace businesses were a strong support, whichshows the strength of the whole Airbus team and theimportance of having a diverse portfolio.

Even though the pandemic forced us to scale backspending on non-critical activities, we protected key
current and future programmes that will be vital forthe coming years and decades. This of course
includes the single-aisle A321XLR, which stands
to play a key future role in the passenger air travel
market’s recovery, along with the H160, OneSat
satellites and European defence projects. And, we
mustn’t forget our new but equally importantconcepts for zero-emission aircraft: ZEROe.

I’m proud that, despite the crisis, we made 2020 a
year of progress for Airbus in sustainable aerospace
and accelerated the implementation of ourdecarbonisation roadmap.

Q. How were the financials and what’s theoutlook?
The actions we took earlier in the year to adapt andcontain cash burn really delivered an improved
financial performance in the second half. Due to thedepth of the crisis and the new market environment,
we had to take the difficult decision to start resizing
the commercial aircraft business.

Q. How would you sum up the operational
performance?
It was probably as good as was reasonably possible
in the new uncertain environment. In these challenging
times, the engagement and creativity of our teams
across the Company have been amazing. We’ve also
seen tremendous solidarity across the aerospacesector, with customers, suppliers and key partners.
By reducing rates early on in the crisis, we were able
to converge commercial aircraft production anddeliveries in the second half of the year. We obviously
delivered fewer aircraft than in 2019 due to the new“I’m proud that,
despite the crisis,
we made 2020 a
year of progress for
Airbus in sustainableaerospace.”

The related headcount adaptation affected many of
our colleagues, including some who had worked for
the Company for decades, but we have strived tofind solutions wherever possible to limit the social
impact. I also thank our government partners which
helped us to preserve expertise and know-how
through a number of measures during thisexceptional crisis.

Airbus / Annual Report – Overview 2020

Overview / CEO interview

Free cash flow for the year was negative but weended 2020 in a positive net cash position after astronger final quarter. This reflected the solid aircraft
deliveries during Q4, the good performance of the
Helicopters and Defence and Space businesses anda strong focus on working capital management.
Looking ahead, ours and the wider aerospaceindustry’s prospects for 2021 are closely linked to theevolution of the pandemic, effectiveness of the vaccine
programmes and the related travel restrictions. We
aim to start ramping up A320 Family production in
the second half of 2021, albeit at a slower rate thaninitially planned.
Our guidance for 2021 provides some visibility inthis volatile environment. It will of course be anotherchallenging year but we will act quickly wheneverneeded to reflect the changing landscape.
Q. How has Airbus progressed with its
sustainability goals?
Despite COVID-19, we even accelerated oursustainability plans in 2020. Throughout the
pandemic, we at Airbus have shown that our role insociety matters more than ever. I’m impressed by
how our employees have come together to fight the
pandemic and support the emergency services.

8

Meanwhile, our aircraft, including the MRTT and
A400M, have flown patients and transported vital
medical equipment while many of our colleagues
in the UK worked as part of the consortium to
manufacture ventilators for the National Health Service.
We are committed to leading sustainable aviation.
We intend to build the world’s first zero-emission
airliner, by 2035. But, sustainability also means
having safety, quality, integrity and compliance as thefoundations of all we do and remaining competitiveby having the most innovative and efficient products
to ensure we can continue to invest for the future.
Our purpose – pioneering sustainable aerospace fora safe and united world – will continue to guide us
through this crisis and beyond. Our aircraft will bringpeople together after the crisis and help kickstart theeconomic recovery. Our helicopters will continue tosave lives and support the emergency services. Our
defence business will make the world a safer place.
Our satellites will play a growing role in connecting
the world, while supporting the fight against climatechange. And our efforts to lead the decarbonisationof the aviation sector will allow people to continue
flying around the world, but not at the expense of
the planet or future generations.

Guillaume
Faury pictured
during theroll-out of the
final A380 after
assembly.

“Even though the pandemic forced us
to scale back spending on non-criticalactivities, we protected key current andfuture programmes.”

Executive Committee
As of 1 January 2021

Guillaume Faury
Chief Executive
Officer, Airbus SE

Dominik Asam
Chief Financial Officer

Thierry Baril
Chief Human
Resources Officer

Jean-Brice Dumont
Executive VicePresident Engineering

Bruno Even
Chief Executive
Officer, Airbus
Helicopters

John Harrison
General Counsel

Dirk Hoke
Chief Executive
Officer, Airbus
Defence and Space

Julie Kitcher
Executive VicePresident
Communications
and Corporate Affairs

Philippe Mhun
Executive VicePresident
Programmes
and Services

Christian Scherer
Chief Commercial
Officer and Head ofAirbus International

Michael Schöllhorn
Chief Operating
Officer

Grazia Vittadini
Chief Technology
Officer

Airbus / Annual Report – Overview 2020

Support
Overview / Resilience9

Supporting the global fight against COVID-19 was a key
activity during 2020. The Company also focused on ensuring
the health and safety of employees and implemented newworking standards and processes where required. By using
its aircraft and other resources, it contributed to thedevelopment, sourcing and ferrying of medical equipment,
including facemasks and ventilators, in support of healthservices. Some facilities were transformed into productionlines to manufacture essential equipment, including in the
UK where Airbus joined the Ventilator Challenge UK
programme to build vital ventilators. The Company also
supported the global effort for safe COVID-19 vaccine
transportation by air.

Airbus / Annual Report – Overview 2020

AdaptOverview / Resilience

10

The Company quickly adapted its operations
and business practices to reflect the new COVID-19
market environment as well as travel and health restrictions.
Commercial aircraft production rates were reduced to a levelthat preserved Airbus’ ability to meet customer demand
while protecting its ability to further adapt as the global
market evolves. Cost containment was also a key focus
across the Company. An innovative ‘e-delivery’ solution wasdeveloped that minimised the need for customers’ teams totravel to receive aircraft, including helicopters. This solution
accounted for more than 25% of the 2020 commercial
aircraft deliveries.

Airbus / Annual Report – Overview 2020

Innovate
Overview / Resilience11

Despite COVID-19, the Company retained
its strong focus on innovation to shape asustainable aerospace industry that isautonomous, connected and zero-emission.
Innovation is also pivotal to sustaining acompetitive edge. The year saw the launchof new concepts as well as progress ontechnology demonstrators. ZEROe concept
aircraft were unveiled to explore a variety ofconfigurations and technologies, includinghydrogen, to develop future zero-emission
aircraft. The CityAirbus demonstrator
progressed as part of Airbus Helicopters’
technology road-map for zero-emission
flight and urban air mobility. Airbus Defence
and Space continued its focus on
innovations for future defence programmes.

Airbus / Annual Report – Overview 2020

Lead
Overview / Resilience

12

By delivering current programmes and progressing with
innovative future technologies, the Company aims toretain its leading market position in the coming decades.
Sustainable aerospace means being competitive with themost efficient new products, ensuring strategic autonomy
through defence programmes and also decarbonising
aviation. In commercial aircraft, the A321XLR will further
extend the performance of the A320neo Family whilein helicopters, the H160 and five-bladed H145 will bolster
the already strong market position. Airbus Defence andSpace is involved in key defence programmes to ensure
Europe’s strategic autonomy while innovative products
like OneSat are providing a competitive edge in thetelecommunications satellite market.

Airbus / Annual Report – Overview 2020

Overview / Sustainability

13

Sustainability
is a continued priority

2020 was a landmark year for sustainability,
as the Company made pioneering sustainableaerospace a strategic goal in line with its purpose:
We pioneer sustainable aerospace for a safeand united world.
Sustainability helps both the Company’s long-term
success and its responsibility for meeting society’s
present needs without compromising those of future
generations. For the Company, the term sustainability
fully encompasses the notions of both responsibility
and sustainability, in line with current businesspractices, and reflects a more comprehensive andintegrated approach to the topic. Acting responsibly
is a prerequisite to ensuring sustainability.
The Board Committee overseeing Ethics andCompliance broadened its scope in 2020 andbecame the Ethics, Compliance and Sustainability
Committee, taking responsibility for embedding
sustainability-related topics in strategy andobjectives. The Company’s progress on sustainability
topics now represents an important part of its
remuneration policy.
By adopting the United Nations’ Sustainable
Development Goals (SDGs) framework, theCompany has embraced a shared blueprint for the
future. The sustainability strategy was refined during
the year to emphasise four core commitments linked
to the SDGs. Goals for each of these commitments
will be finalised in 2021, with clear targets and key
performance indicators so that progress can bemonitored. To accelerate the Company’ssustainability initiatives, a new Sustainability andEnvironment function was formed from the
combination of two predecessor departments.
The four priority commitments in sustainability are
as follows. The list also includes references to therelevant SDGs:
Sustainability commitments
1. Lead the journey towards clean aerospace(SDG 9 Industry, innovation & infrastructure; SDG 12
Responsible consumption & production; SDG 13
Climate action; SDG 17 Partnerships for the goals)
The Company’s foremost ambition as an aircraft
manufacturer is to be a leader in the decarbonisationof aviation, as demonstrated by the unveiling in 2020of the ‘ZEROe’ hybrid-hydrogen concept aircraft.
A core ambition is to bring the world’s first zeroemission commercial aircraft to market by 2035. The
Company is also investing resources into examining
and reducing the impact of its in-service products
together with all actors in the sector. Reporting has
been extended to include the in-use emissions ofcommercial aircraft delivered in 2019 and 2020 –known as the Use of Sold Products (Scope 3).
Turning to industrial operations, the High5+ initiative
aims to reduce the footprint of all Airbus activities
globally and across the supply chain. It has specifictargets for 2030, against a 2015 base line, for cuttingenergy consumption, CO2 emissions, water
consumption, volatile organic compound emissions
and waste production.

The Company has included targets of a 3% further
reduction in CO2 emissions and a 5% reduction inpurchased water for 2021 as part of its top objectives
compared to 2020.

Commitment to the UN SDGs
The Company continues to support theUnited Nations’ Sustainable Development
Goals (SDGs) by acting responsibly,
leading sustainable innovation andpartnering with stakeholders to set thestandards in aerospace and defence.

Quality education
Ensure inclusive and equitable quality educationand promote lifelong learning opportunities for all.

Gender equality
Achieve gender equality and empower all womenand girls.

Decent work and economic growth
Promote sustained, inclusive and sustainableeconomic growth, full and productive employment
and decent work for all.
Industry, innovation, and infrastructure
Build resilient infrastructure, promote inclusive andsustainable industrialisation and foster innovation.

Responsible consumption and production
Ensure sustainable consumption and production
patterns.

Climate action
Take urgent action to combat climate change
and its impacts.

Peace, justice and strong institutions
Promote peaceful and inclusive societies forsustainable development, provide access tojustice for all and build effective, accountable
and inclusive institutions at all levels.
Partnerships for the goals
Strengthen the means of implementation andrevitalise the global partnership for sustainable
development.

Airbus / Annual Report – Overview 2020

Overview / Sustainability

2. Respect human rights and foster inclusion(SDG 4 Quality education; SDG 5 Gender equality;
SDG 8 Decent work & economic growth; SDG 16
Peace, justice & strong institutions)
During 2020, a new Human Rights Steering
Committee was established, which provides strategic
guidance to support related decision making. The
Company continued its efforts to improve genderbalance, including the number of women in
management positions, as well as awareness of
disability. Twenty-six percent of all new recruits werefemale during 2020. There are two female membersof the Executive Committee and three female
members of the Board of Directors. The Company
also took part in programmes to promote quality
education and mentorship for young people fromsocially deprived backgrounds.
3. Build our business on the foundationof safety and quality(SDG 8 Decent work & economic growth; SDG 12
Responsible consumption & production)

14

4. Exemplify business integrity(SDG 16 Peace, justice & strong institutions)
Ethics and Compliance (E&C) continued to be a toppriority, as it was in 2019 and 2018. In its list ofpriorities for 2020, the Company set the objective to:“Adapt our company and workforce to the crisis in
a responsible manner that upholds our values, while
ensuring health and safety and reinforcing ourcommitment to Ethics and Compliance.” As inprevious years, there was a strong focus on relevant
training for employees. Between 1 October 2019and 30 September 2020, employees followed
309,682 E&C e-learning sessions, including on
bribery, corruption and export control. Additionally,
3,501 employees attended live classroom training
on different E&C topics in 2020, the majority ofwhich was delivered in virtual classrooms due tothe pandemic.
More information about the Company’s sustainability
activities and strategy can be found in the NonFinancial Information section of the Universal
Registration Document 2020.

Partners join fello’fly initiative

Airbus was joined by two airline customers and three air navigation service
providers to demonstrate the operational feasibility of its fello’fly initiative. Imitating
the behaviour of birds, which fly together to use as little energy as possible, flying
an aircraft in the smooth updraft of another aircraft could reduce fuel consumptionby 5-10% per trip.

The Company’s number one priority is the continued
safe transport of everyone, and everything, that flies
aboard its products. In 2020, a range of activities
were pursued to promote a strong health and safety
culture. Included was the People Safety at Workinitiative, which deployed various packages atcompany sites focused on industrial changes andculture-change activities. During the year,
considerable health and safety efforts were focusedon the management of COVID-19 issues tosafeguard employees’ health and welfare. Despite
the challenging environment, more than 103,070
hours of health and safety training were delivered to
37,599 individual employees between October 2019
and September 2020.

Airbus Foundation’s active year

In a year when many children were forced to study from home, the Airbus Foundation
launched its #AirbusDiscoverAtHome series on social media. It also continued todeliver aid to disaster zones. Following a major explosion, the Foundation and its
partners sent a fully-loaded A350 to Beirut with 90 cubic metres of aid on board.

Airbus / Annual Report – Overview 2020

Overview / Airbus at a glance

15

A global leader
in aeronautics, spaceand related services

Airbus SE

Financial

Non-Financial(2)External revenue split

EBIT Adjusted(€ million)

Total energy consumption
(GWh)

1,706

3,482

(2019: 6,946)(Excluding electricity generated by CHP
on site for own use)

21%

€ 49.9 bn

12%(2019: € 70.5 bn)

67%

EBIT Reported(€ million)

AirbusAirbus Helicopters
Airbus Defence and Space

Order book in value
by region
5%

6%
29%

9%

€ 373 bn
21%

(2019: € 471 bn)-510(2019: 1,339)-1.45

North America
Middle East
Latin America
Other

Ethics and Compliancee-learning sessions

309,682(1 October 2019 to 30 September 2020)

30%

Europe103,070(October 2019 to September 2020)

Reported loss
per share(1) (€)(2019: -1.75)

Asia Pacific

Health and Safety training hours(to 37,599 employees)

Order intake(€ million)

Number of employees

33,290 131,349(2019: 81,195)(2019: 134,931)

1. FY2020 average number of shares: 783,178,191 compared to 777,039,858 in FY2019.
2.	For further information see the Non-Financial Information section of the Universal
Registration Document 2020.

Airbus / Annual Report – Overview 2020

Overview / Airbus at a glance

16

AirbusCommercial aircraft deliveries showedresilience and the year-on-year declinereflected the adverse market environment.
2020 still included a number of operational
milestones.
Airbus delivered 566 commercial aircraft (2019: 863
aircraft) to 87 customers. A total of 446 A320 Family
aircraft were delivered, including 431 NEO versions
compared to 551 NEOs in 2019. Additionally,customers received 38 A220s, 19 A330s, 59 A350s
and 4 A380s.
Net commercial aircraft orders totalled 268 (2019:768 aircraft). The A320 Family order intake included
37 A321XLRs. At year-end, the total order backlog
stood at 7,184 commercial aircraft across all productranges compared to 7,482 at the end of 2019.
Revenues decreased by 37% to € 34,250 million(2019: € 54,775 million), mainly reflecting the lower
deliveries which declined by 297 aircraft year-on-year.
EBIT Adjusted of € 618 million (2019: € 5,947 million1)
mainly reflected the lower aircraft deliveries and lower
cost efficiency. It also included COVID-19 related
charges. Research and Development expenses
declined by 13% to € 2,436 million (2019: €2,816 million).
Operational developments
Commercial aircraft production rates were revised
downwards during the year to reflect the new
COVID-19 market environment.
The innovative ‘e-delivery’ solution represented morethan 25% of the 2020 deliveries. This allowed
customers to receive aircraft while minimising theneed for their teams to travel amid the
COVID-19 pandemic.

Deliveries of the A330-800 began after the A330neo
variant was certified by European Union and US
authorities early in the year. A version of the
A330-900 with a higher maximum take-off weight of
251 metric tonnes was also certified. During the year,
the 1,500th ever A330 Family aircraft was delivered.
The first A220 assembled in the US was deliveredfrom the facility in Mobile, Alabama, while the ACJ
TwoTwenty business jet based on the A220 wasformally launched. The development of the highly
fuel-efficient long-range capable A321XLR continued.
The Final Assembly Line in Tianjin, China, delivered
its 500th A320 Family aircraft, leveraging theCompany’s global footprint.
Key achievements 2020
• 566 aircraft deliveries, showing resilience• First US-assembled A220 delivered• 1,500th A330 Family aircraft delivered• A321XLR development progresses

Deliveries(units)Net order intake(units)566

268(2019: 863)

(2019: 768)

Revenues(€ million)

EBIT Adjusted(€ million)

34,250 618(2019: 54,775)(2019: 5,9471)

External revenues
by activity
7%

93%

Services

Platforms

1.	Previous year figures are restated toreflect the adoption of a new segment
reporting structure for “Transversal”
activities as of 1 January 2020.

Airbus / Annual Report – Overview 2020

Overview / Airbus at a glance17

AirbusHelicopters
The Division showed resilience, retaining its
leading market position and reporting higher
earnings. Meanwhile, two new models werecertified and further steps were taken on
innovation programmes.
Airbus Helicopters maintained its top ranking in thecivil and parapublic market, despite a challenging
environment reflecting the economic consequencesof the COVID-19 pandemic. Net orders totalled 268
helicopters (2019: 310 units), including 31 naval
versions of the NH90 for Germany’s Bundeswehr
in the fourth quarter and 11 H160s. Orders for the
best-selling H145 programme included 17 UH-72Bs
for the US Army, the first versions equipped with theFenestron tail rotor and Helionix avionics suiteordered by the customer.
In services, order intake included an HCarecontract from the National Aeronautics and Space
Administration (NASA) to support its fleet of H135
helicopters.
Total deliveries declined to 300 units (2019: 332
units) and included the initial five-bladed H145
helicopters and first NH90s for the Spanish Air Force.
Revenues however rose by 4% to € 6,251 million(2019: € 6,007 million), benefitting from a favourable
product mix and growth in services. EBIT Adjusted
increased to € 471 million (2019: € 422 million),reflecting strong government-related activities,
reliable programme execution as well as lower
Research and Development (R&D) expenses.
In reaction to the pandemic, Airbus Helicoptersmobilised to keep its military and civil customers

flying thanks to elevated levels of technical andlogistics support, new distance learning solutions,and direct assistance in making protective equipment
available to pilots and crews.
Key new helicopters certified
The more capable five-bladed H145 was certified byboth the European Union Aviation Safety Agency and
US Federal Aviation Administration during the year.
This latest upgrade of the H145 family increases theuseful load of the helicopter by 150kg. European
authorities also certified the flagship multi-role
twin-engine H160 helicopter. Featuring the latest
technological innovations, the H160 is able toperform missions such as offshore transportation,
emergency medical services, business aviation andpublic services.
Innovation projects progress
In 2020, innovation milestones included the first
fully automatic flight of CityAirbus, a demonstrator
that will play an important role in developing
zero-emission flight and in preparing the future urban
air mobility market. The VSR700, the rotary-wing
unmanned aerial system, performed its first free flightin July 2020 and autonomous deck-landing trials at
the end of the year.
Key achievements 2020
• Leading position in civil and parapublicmarket retained• First five-bladed H145 deliveries following
certification• H160 helicopter certified by EASA
• CityAirbus and VSR700 innovation projects
reach milestones

Deliveries(units)Net order intake(units)300

268(2019: 332)

(2019: 310)

Revenues(€ million)

EBIT Adjusted(€ million)

6,251 471
(2019: 6,007)External revenues
by activity

43%
57%

Services

Platforms(2019: 422)

Airbus / Annual Report – Overview 2020

Overview / Airbus at a glance

AirbusDefenceand Space
The Division supported the Company’s overall
performance, reporting higher order intake andearnings. Progress was made during the year
on key European defence programmes.
Airbus Defence and Space’s net order intake increasedby 39% to € 11,862 million (2019: € 8,520 million),
representing a book-to-bill by value of above one.
The performance was mainly driven by major contract
wins in Military Aircraft, including an order for 38 new
Eurofighter jets from Germany and the integrationof ESCAN radars for existing German and Spanish
Eurofighter fleets. In Space Systems, order intake
growth was largely driven by telecommunication
satellites and Earth observation and science
activities. During the year, the UK Ministry of Defence
placed a contract for the Skynet 6A militarycommunications satellite.
Revenues of € 10,446 million (2019: € 10,907 million)
mainly reflected lower volume as well as the impact
of COVID-19 on business phasing, mainly in Space
Systems. The revenue decrease at Space Systems
also reflected the lower order intake of the past years.
Underlying profitability, or EBIT Adjusted, increased to€ 660 million (2019: € 565 million), mainly reflecting
cost containment measures and lower Research and18

External
revenues
by activity

Order book(€ million)

32%

68%

Services

Revenues(€ million)

Net order intake(€ million)

EBIT Adjusted(€ million)

33,505 10,446 11,862 660(2019: 32,263)(2019: 10,907)(2019: 8,520)(2019: 565)

Platforms

Development expenses, partly offset by the impact
of COVID-19, including on the launcher business.
A total of nine A400M military transporters weredelivered, with Belgium taking delivery of its first ofseven aircraft in December. The delivery to Belgium
means all launch customers are now equipped withthe airlifter. In Space Systems, the Solar Orbiter
spacecraft and the ocean mapping satellite“Sentinel-6 Michael Freilich” were launched.
Future programmes in focus
On Europe’s Future Combat Air System programme,
the Joint Concept Study and Phase 1A of thedemonstrator portion progressed.
Meanwhile, negotiations for the Eurodrone
unmanned aerial system progressed with theEuropean defence procurement agency OCCAR.
Key achievements 2020
• Germany orders 38 new Eurofighters• Major telecommunication satellite contract wins
• Book-to-bill by value above 1• Nine A400M aircraft delivered

Airbus / Annual Report – Overview 2020

Overview / CFO interview

19

Navigating thechallenge
Q. How was 2020 from your perspective
as CFO?
2020 was obviously overshadowed by COVID-19.
Aside from the opening two months, the main focus
during the year was on mitigating the impact of thepandemic on the business. At the same time we had
to ensure the Company could retain the financial
and operational flexibility needed to swiftly capitaliseon any rebound and also achieve our longer-termgoal of leading the development of a sustainableaerospace sector. The key challenge has been, andcontinues to be, to find the right balance between
cash containment and cost reduction on the one
side, and laying a solid base for a post COVID-19
recovery on the other.

Dominik Asam
Chief Financial Officer
Dominik Asam explains how the Company
reacted to the challenge of the pandemic
from his viewpoint as Chief Financial Officer.
He also details the earnings and cash
performance during 2020 and outlines
his priorities going forward.

Given the extent of the crisis we had to act quickly.
In March 2020 we therefore took the important
step of further bolstering our liquidity and launching
immediate cash containment measures. This ofcourse was followed by the additional steps of
reducing aircraft production rates and resizing thecommercial aircraft activities to address ourlong-term cost structure.
In tandem with the solid level of aircraft deliveries in
the fourth quarter, these actions helped us mitigate
the cash consumption we had in the first half of theyear. Against a backdrop of the worst crisis ever tohit our industry, the 2020 financials reflect these
efforts and the strong commitment of our employees
and suppliers.

Q. What drove the financial performance?
Starting firstly with the top line, revenues decreased
by some 29% to € 49.9 billion mainly reflecting thedifficult commercial aircraft market and the related
lower deliveries. Our underlying profitability, or EBIT
Adjusted, decreased sharply to € 1.7 billion, also
reflecting the weaker commercial aircraft deliveries
and some idle costs. Additionally, it included charges
recorded due to impairments and write-offs triggeredby the pandemic.

“Given the extent of
the crisis we had toact quickly.”

If we look across the business lines, the two Divisions
partly offset the weaker EBIT Adjusted performancewithin the commercial aircraft activity. Helicoptersregistered a double-digit percentage rise, reflecting
its strong government-related business, reliable
programme execution and reduced R&D expenses.
Despite the headwind from COVID-19, its EBIT
Adjusted profit margin increased to 7.5% in 2020
from 7.0% in 2019. Defence and Space also recorded
double-digit percentage growth in EBIT Adjusted,
but this mainly reflected cost containment and lower
R&D, partly offset by the impact of COVID-19,
including on launchers.
After including net negative Adjustments of about€ -2.2 billion, we ended up with an EBIT reportedof € -0.5 billion. The main charges here were€ -1.2 billion related to the Company-wide restructuringplan, some € -385 million related to A380 programme
cost and € -480 million from the pre-delivery
payment mismatch and balance sheet revaluation,
driven by the strong devaluation of the US dollar. All
in all, we ended 2020 with a net loss of € -1.1 billion
and a reported loss per share of € -1.45.

Airbus / Annual Report – Overview 2020

Overview / CFO interview

Q. How was the cash performance?
Overall, we saw an improvement in cash generation
during the second half of the year. Looking at the
full-year, the underlying free cash flow before M&A
and customer financing was strongly negative at€ -6.9 billion. This figure includes the € -3.6 billion
penalty payments made in Q1 related to thecompliance settlements. Additionally, it reflects grosscash flow from operations of € +3.1 billion and achange in working capital of € -4.6 billion, excluding
the penalties. The working capital change mainlyreflected a strong decrease in trade liabilities driven
by the production rate adaptation while inventories
remained stable year-on-year.
Looking at the fourth quarter in isolation, we
achieved a noticeable performance improvement.
Free cash flow before M&A and customer financing
was positive at € +4.9 billion. This reflects the solid
number of commercial aircraft deliveries in thequarter of 225, the strong focus on working capitalmanagement and also the good cash performanceof the Helicopters and Defence and Space Divisions.
The Q4 working capital included a positive inventory
effect as we were able to reduce the number offinished, but not delivered, aircraft by working closelywith our customers.
Given the cash containment measures and the needto prioritise projects, capital expenditures in 2020
declined to around € 1.8 billion, some € 0.6 billion
lower than in 2019. Research and Development
expenditures were reduced by € 0.5 billion to around€ 2.9 billion. While these cuts in investment into our
future were significant, they did take into accountthe need to sustain our delivery performance in arecovery scenario and our innovation power.
We ended the year with a net cash position of€ 4.3 billion after being in a net debt position after thesecond and third quarters. This not only reflects thedelivery performance in Q4 but also the necessary
cash containment and adaptation measures taken
during the year.

20“Our strong liquidity position
has been key in getting
through this crisis.”
Q. How important was protecting theCompany’s liquidity?
Our strong liquidity position has been key in getting
through this crisis. We moved very early in the
pandemic to protect it by securing credit facilities
from financial institutions.
As a reminder, we initially secured a € 15.0 billion
supplemental liquidity line to ensure the smooth
continuity of our operations. We progressively termed
this credit line out by issuing long-term debt securities
at favourable rates and by upsizing and extending
our € 3 billion revolving credit facility to € 6 billion.
By year-end we had reduced our COVID-19 related
supplemental liquidity line to € 6.2 billion.
Taking into account our gross cash position andcredit facilities, the Company had a liquidity positionof above € 30 billion at the end of 2020. Thanks toour strong credit rating, we were nevertheless able tolimit gross interest expense in 2020 to € 0.4 billion.
Looking ahead, we will strive to maintain strong
liquidity and ratings to help navigate the crisis andposition us for growth once the situation improves.
Q. What are your priorities for 2021?
From my perspective in finance, we need to continue
focusing on supporting the Company in its efforts towork through the crisis and deliver on the guidance
for the year. We also have to protect our ability toadapt as required and invest in areas such as
decarbonised technologies that help us meet our
future challenges and remain competitive.
Another great team effort as we saw in 2020 will help
us achieve these priorities. Beyond 2021, we remain
fully focused on our earnings and free cash flow
growth trajectory.

Revenues(€ million)

49,912(2019: 70,478)

EBIT Adjusted(€ million)

1,706(2019: 6,946)

EBIT Reported(€ million)-510(2019: 1,339)

Reported loss
per share(1) (€)-1.45(2019: -1.75)

Free cash flow
before M&A andcustomer financing(€ million)-6,935(2019: 3,509)

1.	FY 2020 average number of shares:
783,178,191 compared to
777,039,858 in FY2019.

Airbus / Annual Report – Overview 2020

Overview / Share information

21

2020

Share information

Shareholding structure
As of 31 December 2020
11%

4%

11%

74%

Free float*
SOGEPA (French State)
GZBV (German State)
SEPI (Spanish State)* Includes shares held by the Company itself.

Financial calendar
Full-Year 2020 results:
18 February 2021
Annual General Meeting:
14 April 2021
First Quarter 2021 results:
29 April 2021
Half-Year 2021 results:
29 July 2021
Nine-Month 2021 results:
28 October 2021
Investor Relations andFinancial Communication
E-mail: ir@airbus.com
Website: www.airbus.com

In 2020, the Airbus SE share price decreased over
the year to close at € 89.78, down 31%.
After opening at € 132.58 in January, the shareprice started the year in positive territory, reachingan all-time high in January at € 139.00, in the wakeof the strong 2019 performance. The Airbus SE
share price then sharply decreased in February
and March following the COVID-19 outbreak andthe spread outside China, down to its lowest point in2020 at € 49.07 on 18 March.
While widespread lockdowns continued to weigh onstock performance, the share price slightly increasedin Q2, supported by the announcement of measures
to strengthen the Company’s liquidity and theadjustment of production levels to the new environment.
In early June, the Airbus SE share price followed
global markets with a strong increase, reflecting
optimism on a faster than expected economic
recovery, peaking at € 81.91 on 8 June 2020.
Subsequently, this rally was partially reduced due
to a more pessimistic outlook on the recovery of
the global economy as published by the International
Monetary Fund and the Federal Reserve.
In Q3, the Airbus SE share price was rather stable.
In July, the share price increased in line with themarket, on the sentiment of a slowing pace of
COVID-19 infections and the Airbus SE H1 2020
results which were well received by the market under
the circumstances. After the summer, shares declined
again following an increased fear of resurgence of thepandemic, new travel restrictions and the general
uncertainty around the US presidential election.

Share price evolution
170%

2018

2019

2020

160%
150%
140%
130%
120%
110%
100%
90%
80%
70%
60%
50%
Dec-2017
AirbusDec-2018
Eurostoxx 600 Index

CAC 40 Index

Dec-2019
Dec-2020
MSCI World Aerospace & Defence Index

Shares recovered in Q4, supported by theannouncement of effective vaccines and following areassuring Nine-Month disclosure, when Airbus SE
announced a positive free cash flow (FCF) before
M&A and customer financing in the third quarter of2020 and issued guidance to achieve at least a
breakeven FCF before M&A and customer financing
in the fourth quarter of 2020.
With an annual decrease of -31% in 2020, Airbus SE
shares underperformed the Eurostoxx 600 (-4%) andthe CAC40 (-7%), as well as the Aerospace and Defence
sector (MSCI World Aerospace and Defence -17%).
Airbus / Annual Report – Overview 2020

Universal
Registration
Document
2020

Universal
Registration
Document
Airbus SE is a European public company(Societas Europaea), with its seat in Amsterdam,
the Netherlands, which is listed in France,
Germany and Spain.

they are made, and the Company disclaims
any obligation to update forward-looking
statements, except as may be otherwise requiredby law. The forward-looking statements inthis Registration Document involve known andAs a result of the relabelling to a single Airbus
unknown risks, uncertainties and other factors
brand, Airbus SE together with its subsidiaries
that could cause the Company’s actual futureis referred to as “the Company” and no longer
results, performance and achievements to differ
the Group. The segment formerly known asmaterially from those forecasted or suggested“Airbus Commercial Aircraft” is referred toherein. These include changes in general
as “Airbus”. See “– Management’s Discussion
and Analysis of Financial Condition and Results of economic and business conditions, as well as
the factors described under “Risk Factors” below.
Operations – 2.1.1.2 Reportable Business
Segments”.

This Registration Document was prepared inaccordance with Annex 1 and 2 of Commission
In addition to historical information, this Universal
Registration Document (“Registration Document”) Delegated Regulation (EU) 2019/980 and has
been filed in English with the Autoriteit Financiële
includes forward-looking statements.
Markten (the “AFM”) on 26 March 2021 in its
The forward‑looking statements are generally
capacity
as competent authority under Regulation
identified by the use of forward-looking words,
such as “anticipate”, “believe”, “estimate”, “expect”, (EU) 2017/1129 (the “Prospectus Regulation”)“intend”, “plan”, “project”, “predict”, “will”, “should”, without prior approval pursuant to Article 9of the Prospectus Regulation.
“may” or other variations of such terms, or by
discussion of strategy. These statements relateThis Registration Document may be used forto the Company’s future prospects,
the purposes of an offer to the public of securities
developments and business strategies and areor admission of securities to trading on a
based on analyses or forecasts of future results
regulated market if approved by the AFM together
and estimates of amounts not yet determinable.
with any amendments, if applicable,
These forward-looking statements represent
and a securities note and summary approved
the view of the Company only as of the dates
in accordance with the Prospectus Regulation.

2

Airbus / Annual Report – Registration Document 2020

Risk Factors

1
Information on the Company’s Activities

2
Management’s Discussion and Analysis of Financial
Condition and Results of Operations

3
General Description of the Company and its Share Capital4
Corporate Governance

5
General Information

Airbus / Annual Report – Registration Document 20203

Contents

Universal
Registration
Document
2020

Risk Factors

07

1.

Financial Market Risks

08

2.

Business-Related Risks13

3.

Legal Risks

21

4.

Environment, Human Rights, Health & Safety Risks23

1Information on the Company’s Activities

27

1.1
1.1.1
1.1.2
1.1.3
1.1.4
1.1.5
1.1.6
1.1.7
1.1.8

Presentation of the Company
Overview
Airbus (Commercial Aircraft)
Helicopters
Defence and Space
Investments
Insurance
Legal and Arbitration Proceedings
Research and Technology

28
28
32
41
45
51
51
52
54

1.2
1.2.1
1.2.2
1.2.3
1.2.4
1.2.5
1.2.6
1.2.7

Non-Financial Information
The Company’s Approach to Sustainability
Lead the Journey Towards Clean Aerospace
Build Our Business on the Foundation of Safety and Quality
Respect Human Rights and Foster Inclusion
Exemplify Business Integrity
Responsible Supply ChainCommunity Engagement

58
58
63
74
78
86
89
94

1.3

Recent Developments

95

2Management’s Discussion and Analysisof Financial Condition and Results of Operations 97
2.1
2.1.1
2.1.2

4

Airbus / Annual Report – Registration Document 2020

2.1.3
2.1.4
2.1.5
2.1.6

Operating and Financial Review
98
Overview
99
Significant Accounting Considerations, Policies
and Estimates102
Performance Measures
103
Results of Operations
107
Changes in Total Equity (Including Non-Controlling Interests) 111
Liquidity and Capital Resources
112

2.2

Financial Statements

116

2.3

Statutory Auditor Fees

116

2.4

Information Regarding the Statutory Auditors

116

3

4

General Description of the Company
and its Share Capital
3.1
3.1.1
3.1.2
3.1.3
3.1.4
3.1.5
3.1.6
3.1.7
3.1.8
3.1.9
3.1.103.1.11
3.1.12
3.1.13
3.2
3.2.1
3.2.2
3.2.3

119

General Description of the Company
120
Commercial and Corporate Names,
Seat and Registered Office120
Legal Form
120
Governing Laws and Disclosures
120
Date of Incorporation and Duration of the Company
121
Objects of the Company
122
Commercial and Companies Registry
122
Inspection of Corporate Documents
122
Financial Year
122
Allocation and Distribution of Income
122
General Meetings
123
Disclosure of Holdings
124
Mandatory Disposal
125
Mandatory Offers
126
127
127
127

3.2.5

General Description of the Share Capital
Issued Share Capital
Authorised Share Capital
Modification of Share Capital or Rights Attachedto the Shares
Securities Granting Access to the Company’s
Share Capital
Changes in the Issued Share Capital

3.3
3.3.1
3.3.2
3.3.3
3.3.4
3.3.5
3.3.6
3.3.7

Shareholdings and Voting Rights
Shareholding Structure at the End of 2020
Relationships with Principal Shareholders
Form of Shares
Changes in the Shareholding of the CompanyPersons Exercising Control over the Company
Simplified Group Structure Chart
Purchase by the Company of its Own Shares

129
129
130
133
133
133
133
135

3.4
3.4.1
3.4.2
3.4.3
3.4.4

Dividends
Dividends and Cash Distributions Paid
Dividend Policy of the Company
Unclaimed Dividends
Taxation

137
137
137
137
137

3.2.4

127
128
128

Corporate Governance

141

4.1
4.1.1
4.1.2
4.1.3
4.1.4

Management and ControlCorporate Governance Arrangements
Dutch Corporate Governance Code, “Comply or Explain”
Enterprise Risk Management System
Internal Audit

142
142
164
165
167

4.2

4.2.3

Interests of Directors
and Principal Executive Officers
Remuneration PolicyLong-Term Incentives Granted
to the Chief Executive Officer
Related Party Transactions

4.3
4.3.1
4.3.2
4.3.3

Employee Success Sharing and Incentive Plans
Employee Success Sharing and Incentive Agreements
Employee Share Ownership PlansLong-Term Incentive Plans

4.2.1
4.2.2

168
168
181
182
182
182
182
183

5
General Information

189

5.1

Entity Responsible for
the Universal Registration Document190

5.2

Statement of the Entity Responsible
for the Universal Registration Document

190

5.3

Information Policy

190

5.4

Undertakings of the Company
regarding Information

191

5.5

Significant Changes

191

5.6

Statement on Approval

191

Airbus / Annual Report – Registration Document 2020

5

6

Airbus / Annual Report – Registration Document 2020

Risk Factors
1.
2.
3.
4.

Financial Market Risks
Business-Related RisksLegal Risks
Environment, Human Rights, Health & Safety Risks

08
13
21
23

Airbus / Annual Report – Registration Document 2020

7

Risk Factors /1 Financial Market Risks

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

1.

Financial Market Risks

Global Economic Conditions
The Company’s business, resultsof operations and financial condition
are materially affected by global
economic conditions.
Market disruptions and significant economic downturns may
develop quickly due to, among other things, crises affecting
credit or liquidity markets, regional or global recessions, sharp
fluctuations in commodity prices (including oil), currency
exchange rates or interest rates, inflation or deflation, sovereign
debt and bank debt rating downgrades, restructurings ordefaults, or adverse geopolitical events (including the impact of
Brexit, discussed below and global policy including in the UnitedStates (“US”), European Union and China) or global pandemic
diseases such as COVID-19. The previous US administration
introduced greater uncertainty with respect to US tax and trade
policies, tariffs and government regulations affecting trade
between the US and other countries. Such measures affected
and may continue to affect countries where our customers andsuppliers are located or where the Company has an operationalpresence or to which its financing activities are linked. See“– The Company’s business, results of operations and financial
condition could be materially affected by Brexit”, “– BusinessRelated Risks – COVID-19 Risks” and “– Business-Related Risks– Availability of Government and other Sources of Financing”.

8

Airbus / Annual Report – Registration Document 2020

The Company’s global presence includes France, Germany,
Spain and the UK, fully-owned subsidiaries in the US, China,
Japan, India and in the Middle East, and spare parts centres in
Hamburg, Frankfurt, Washington, Beijing, Dubai and Singapore.
The Company also has engineering and training centres inToulouse, Miami, Mexico, Wichita, Hamburg, Bangalore,
Beijing and Singapore, as well as an engineering centre in
Russia. There are also hubs and field service stations aroundthe world. The Company also relies on industrial co-operationand partnerships with major companies and a wide network ofsuppliers. This global presence entails the risk of being affectedby weak market and economic conditions in particular in Europe,
the US and Asia where it manufactures and to which it sells the
majority of its products.
As of 31 December 2020, the Company’s workforce amounted to131,349 employees of which over 15,000 employed outside ourcore countries. In terms of nationalities, 35.7% of the Company’s
employees are from France, 32.3% from Germany, 7.7% fromthe UK and 9.8% from Spain. US nationals account for 2.1% of
employees. The remaining 12.4% are employees coming froma total of 134 other countries. In total, 89.9% of the Company’s
active workforce is located in Europe on more than 100 sites.
It is a priority to ensure that the Company can attract, develop
and retain a world-class competent, motivated and flexible
workforce, which fits current and future business requirements

Risk Factors /1 Financial Market Risks

in each of the countries in which we have a presence.
A change in economic conditions in any of the geographiesin which we have significant numbers of employees or key
employees may therefore impact our ability to compete effectively
for employees in such countries.
At the end of 2020, approximately 23,000 suppliers from morethan 100 countries supply parts, components, systems andservices to the Company. In 2019, the overall external sourcing
volume of the Company was valued at around € 53 billion.
The Company requires its suppliers’ and subcontractors’
services in order to deliver our products and generate revenue
and profit. Therefore financial instability in any part of the worldthat would affect our suppliers or subcontractors, including
financial conditions resulting in their inability to obtain credit
or even in their insolvency, could impact the Company’s ability
to meet its customer obligations in a satisfactory and timely
manner. In addition, financial instability affecting suppliers
or subcontractors could impact such parties’ ability to meettheir obligations under risk sharing partnership agreements
entered into with the Company. The COVID-19 pandemic andthe resulting health and economic crisis has increased theCompany’s exposure to supply chain risk.
The behaviour of our customers and by extension, the demand
for and supply of, the Company’s products and services has
been and may continue to be materially affected by global
economic conditions. Historically, the Company has experienced
that order intake for commercial aircraft has shown cyclicaltrends, due in part to changes in passenger demand for air
travel and the air cargo share of freight activity, which are inturn driven by a range of economic variables including grossdomestic product (“GDP”) growth and private consumption
levels. A further downturn in economic factors driven by new
variants and successive waves of the COVID-19 pandemic andthe resulting health and economic crisis and the related dropin air travel in a large part of the world driving our commercial
airline business, could lead to a protracted weak demand for ourcommercial aircraft. The significant growth of our commercial
aircraft business relative to the Company’s Defence, Space andGovernment activities has diluted the latter’s ability to serve as
an effective tool to counter commercial cycles.
Demand for military and parapublic products may be further
affected by governmental budget constraints caused byeconomic pressure and COVID-19 measures.
Therefore protracted weak global economic conditions could
directly result in:–– financial distress of airlines and lessors, and potential
bankruptcies around the world;–– requests by customers to postpone or cancel existing orders
for aircraft (including helicopters) or decisions by customers toreview their order intake strategy due to, among other things,
lack of adequate credit supply from the market to financeaircraft purchases or increases in operating costs or weaklevels of passenger demand for air travel and cargo activity
more generally, which could negatively impact the Company’s
results of operations;–– variations in public spending for defence, homeland security
and space activities, which may lead to termination or reductionof future funding or cancellations or delays impacting existing
contracts which could negatively impact the Company’s
results of operations; and–– an increase in the amount of sales financing that the Company
is requested to provide to its customers to support aircraft
deliveries typically secured over the underlying aircraft andbearing exposure to the customer credit risk. See “– Risk
Factors – Financial Market Risks – Sales Financing
Arrangements”.
In addition, in the Commercial Aircraft industry it is the industry
standard to include revision clauses in sales and suppliercontracts due to the long terms of such contracts. Such revision
clauses can be based on one or multiple indices and therefore,
can evolve due to changes in economic measures on whichsuch indices are based, thereby potentially negatively impacting
the Company’s results.
The Company generally finances its manufacturing activities
and product development programmes, and in particular thedevelopment of new commercial aircraft, through a combinationof cash flows generated by operating activities, customer
advances, European governments’ refundable advances andrisk-sharing partnerships with subcontractors. In addition,
the Company’s military activities benefit from governmentfinanced research and development contracts. If necessary,
the Company may raise funds in the capital markets. Weakeconomic circumstances leading to liquidity constraints or
reduced availability of finance for the Company’s customers,
suppliers, European and other governments, and other risk
sharing partners may affect the Company’s ability to financeits product development programmes and raise funds in thecapital markets.
The Company’s financial results could also be negatively affected
depending on gains or losses realised on the sale or exchangeof financial instruments; impairment charges resulting fromrevaluations of debt and equity securities and other investments;
interest rates; cash balances; and changes in fair value ofderivative instruments. Increased volatility in the financial markets
and overall economic uncertainty would increase the risk of theactual amounts realised in the future on the Company’s financial
instruments differing significantly from the fair values currently
assigned to them.
Although the potential negative impact of global economic
conditions have been thoroughly assessed, the consequences
thereof could have unforeseen material effects on the Company’sbusiness, results of operations and financial condition, and inparticular if these were to impact the Company’s commercial
aviation activities or otherwise impact its access to financing.

Airbus / Annual Report – Registration Document 2020

9

Risk Factors /1 Financial Market Risks

The Company’s business, results of operations and financial condition could bematerially affected by Brexit.
On 29 March 2017, the UK triggered Article 50 of the Lisbon
Treaty, the mechanism to leave the European Union (“Brexit”).
The UK left the EU in an orderly manner on 31 January 2020
under the terms of the Withdrawal Agreement, opening atransition period until 31 December 2020.
On 24 December 2020, the EU and UK agreed a deal on their
new long-term relationship – the EU-UK Trade and Cooperation
Agreement (“TCA”) – which has been applied provisionallysince 1 January 2021. The UK Parliament ratified the TCA on
30 December 2020 but it still awaits ratification by the European
Parliament and the Council of the European Union before final
conclusion and entry into force.
On 1 January 2021, the UK left the European Single Market
and Customs Union. The TCA provides for free trade in goods
and limited mutual market access in services, as well as forcooperation mechanisms in a range of policy areas and UK
participation in some EU programmes, supported by a common
governance and level playing field guarantees. Areas withthe most operational relevance for the Company and whichwere concerned by Brexit were: movement of people, goods,
airworthiness, transportation and logistics (air and road transport),
environment, export control and data flows and security.
In order to mitigate the risks and anticipate possible consequences
associated with Brexit, the Company launched a major Brexit
planning project in September 2018 involving the following work
streams: People, Certifications, Customs, Procurement & Supply
Chain, Transport & Logistics, Export Control, Environment,
Security, Capital & Financial Services and Legal.
In 2020, the Company continued to work with suppliers andpartners to stockpile parts, prepare its customs and regulatory
systems and mitigate potential impacts where possible. The
Company has been working with suppliers and partners toassess and improve their readiness levels, and encouraging
them to mitigate the potential risks with their own supply chains.
In addition, the Company established a cross-divisional andmulti-functional quick reaction crisis management organisation
to address any unknown events and/or risks which may occur,
including during the months after 1 January 2021.
The TCA is expected to prevent the disruption a no-deal scenario
would have created. Preliminary analysis confirms that although
Brexit will result in a requirement for increased areas of vigilance,
additional administrative work and reduced industrial flexibility,
the continuity of the Company’s business operations and supply
chain in particular are not materially threatened.
The cooperation mechanisms agreed upon enable airconnectivity between the UK and the EU although airlines will
have to adapt to the loss of their existing traffic rights in theother party’s territory. With regard to airworthiness specifically,

10

Airbus / Annual Report – Registration Document 2020

the Company welcomes the provisions of the TCA, including thecreation of joint technical coordination bodies for the effective
implementation of the various annexes of the agreement andawaits the finalisation and ratification of a Bilateral Aviation Safety
Agreement (“BASA”) between the EU/EASA and the UK/CAA.
The Company’s Beluga operations were unaffected by the endof the transition period and the first post-transition period set ofwings were delivered from Broughton in the UK to Hamburg inGermany on 4 January 2021, as scheduled.
The Company’s industrial footprint makes it operationallydependent on surface transport for the movement of supplies. In
that respect, the TCA provisions allowing for the continuity of roadtransport are welcome, but the combined effect of COVID-19
and new customs administrative processes for exporters andimporters are resulting in additional burdens.
Customs formalities have necessitated changes to the Company’s
IT systems with effect from 1 January 2021. The increased
administrative burden will be mitigated partially through planned
improvements in the Company’s digital infrastructure, which
will enter into service throughout 2021. The implementation of
the new customs systems will limit the Company’s flexibility to
implement short-notice changes to wing sets before shipping
to Final Assembly Lines. A 48-hour freeze period has been
implemented as a preliminary, temporary measure.
The Company welcomes that the TCA includes provisions for
temporary entry for work purposes with visa-free, short-termbusiness trips and the coordination between the two parties onsocial security, which will support our business operations. While
the fact that a temporary arrangement has been agreed to allow
personal data to be transferred from 1 January 2021, it will be
important that a satisfactory permanent solution is reached as
quickly as possible as these transfers are indispensable to thecontinuity of our operations.
Although the Company notes the absence of defence andsecurity provisions in the TCA, it does not anticipate significant
detrimental consequences from their absence given that mostof the major defence and security programmes are organised
between nations on a multilateral basis. The provisions in the
TCA relating to cooperation on cybersecurity are also welcome.
The Company has four major engineering and manufacturing
facilities and continues to employ a substantial number of highly
skilled employees in the UK. Given its shared industrial footprint,
the Company must remain vigilant in the medium and long termon the evolution of applicable laws and regulations in the EU andin the UK and the complexities arising thereof in order to avoid
disruptions and greater costs to the Company’s operations. At
this stage the Company expects the agreed level playing field inthat respect to limit the most material adverse effects.

Risk Factors /1 Financial Market Risks

Foreign Currency Exposure
In 2020, more than 70% of the Company’s revenues aredenominated in US dollars, with approximately 60% of suchcurrency exposure “naturally hedged” by US dollar-denominatedcosts. The remainder of costs are incurred primarily in euros.
Consequently, to the extent that the Company does notuse financial instruments to hedge its net current and futureexchange rate exposure from the time of a customer order tothe time of delivery, its profits will be affected by market changes
in the exchange rate of the US dollar against these currencies.
There are complexities inherent in determining whether andwhen foreign currency exposure of the Company will materialise,in particular given the possibility of unpredictable revenue
variations arising from order cancellations, postponements ordelivery delays. The Company may also have difficulty in fully
implementing its hedging strategy if its hedging counterparties
are unwilling to increase derivatives risk limits with the Company,
and is exposed to the risk of non-performance or default by
these hedging counterparties. The exchange rates at which
the Company is able to hedge its foreign currency exposure
may also deteriorate, as the euro could appreciate against
the US dollar for some time, as has been the case in the past
and as higher capital requirements for banks result in higher
credit charges for uncollateralised derivatives. Accordingly, theCompany’s foreign currency hedging strategy may not protect
it from significant changes in the exchange rate of the US
dollar to the euro and the pound sterling, in particular over thelong term, which could have a negative effect on its financial
condition and results of operations. In addition, the portion of
the Company’s US dollar-denominated revenues that is nothedged in accordance with the Company’s hedging strategy
will be exposed to fluctuations in exchange rates, which may besignificant. As of 31 December 2020, the total hedge portfoliowith maturities up to 2027 amounts to US$ 81.0 billion andcovers a major portion of the foreign exchange exposure
expected over the period of the operative planning.

Furthermore, the Company is exposed to certain other pricerisks such as interest rate risks, changes in commodity prices
and in the price of its own stocks. Adverse movements of theseprices may jeopardise the Company’s profitability if not hedged.
Currency exchange rate fluctuations in currencies other than the
US dollar in which the Company incurs its principal manufacturing
expenses (mainly the euro) may affect the ability of the Company
to compete with competitors whose costs are incurred in othercurrencies. This is particularly true with respect to fluctuations
relative to the US dollar, as many of the Company’s products
and those of its competitors (e.g., in the defence export market)
are priced in US dollars. The Company’s ability to competewith competitors may be eroded to the extent that any of theCompany’s principal currencies appreciates in value against the
principal currencies of such competitors.
The Company’s consolidated revenues, costs, assets andliabilities denominated in currencies other than the euro aretranslated into the euro for the purposes of compiling its Financial
Statements. Changes in the value of these currencies relative
to the euro will, therefore, have an effect on the euro value of
the Company’s reported revenues, costs, EBIT, other financial
results, assets, liabilities and equity.
See “– Management’s Discussion and Analysis of Financial
Condition and Results of Operations – 2.1.7 Hedging Activities” fora discussion of the Company’s foreign currency hedging strategy.
See “– Management’s Discussion and Analysis of Financial
Condition and Results of Operations – 2.1.2.4 Accountingfor Hedged Foreign Exchange Transactions in the Financial
Statements” for a summary of the Company’s accounting
treatment of foreign currency hedging transactions.

Sales Financing Arrangements
In support of sales, the Company may agree, case by case, toparticipate in the financing of selected customers. Over the last
three years on average (2018 to 2020), the average number ofaircraft delivered in respect of which financing support has been
provided by Airbus amounted to less than 1% of the average
number of deliveries over the same period.
The risks arising from the Company’s sales financing activities
may be classified into two categories: (i) credit risk, which
relates to the customer’s ability to perform its obligations undera financing arrangement, and (ii) aircraft value risk, whichprimarily relates to unexpected decreases in the future value ofaircraft. Defaults by its customers or significant decreases in thevalue of the financed aircraft in the resale market may materiallyadversely affect the Company’s business, results of operations
and financial condition.

The Company’s sales financing arrangements expose it toresidual aircraft value risk, because it generally retains security
interests in aircraft for the purpose of securing customers’
performance of their financial obligations to the Company, and/or because it may guarantee a portion of the value of certain
aircraft at certain anniversaries from the date of their delivery
to customers. Under adverse market conditions, the market
for used aircraft could become illiquid and the market valueof used aircraft could significantly decrease below projectedamounts. In the event of a financing customer default at a time
when the market value for a used aircraft has unexpectedly
decreased, the Company would be exposed to the difference
between the outstanding loan amount and the market value ofthe aircraft, net of ancillary costs (such as maintenance andremarketing costs, etc.). Similarly, if an unexpected decrease in
the market value of a given aircraft coincided with the exercise
window date of an asset value guarantee with respect to that

Airbus / Annual Report – Registration Document 202011

Risk Factors /1 Financial Market Risks

aircraft, the Company would be exposed to losing as muchas the difference between the market value of such aircraft
and the guaranteed amount, though such amounts are usually
capped. Through the Airbus Asset Management department
or as a result of past financing transactions, the Company is
the owner of used aircraft, exposing it directly to fluctuationsin the market value of these used aircraft.

In addition, the Company has backstop commitments to provide
financing related to orders on the Company’s and ATR’s backlog.
The Company’s sales financing exposure could rise in line with
future sales growth depending on the agreement reached withcustomers. The Company remains exposed to the risk of defaults
by its customers or significant decreases in the value of thefinanced aircraft in the resale market, which may have a negative
effect on its future financial condition and results of operations.

Liquidity
The Company is exposed to liquidity risk in case of funding needs
during a market disruption situation. The liquidity risk can arise
when money markets and debt capital markets are closed for
new issuances for a period of time. In order to mitigate this risk,
the Company maintains:–– significant amounts of highly liquid cash on-balance sheet;–– undrawn committed credit facilities;–– diversified Euro funding programmes (such as a € 12 billion
euro medium-term note (“EMTN”) programme eligible to the
Corporate Sector Purchase Programme of the European
Central Bank (“ECB”), a € 11 billion Negotiable European
Commercial Paper programme eligible to the Pandemic
Emergency Purchase Programme of the ECB, and a € 4 billion
Euro Commercial Paper programme eligible to the Covid
Corporate Financing Facility of the Bank of England); and–– access to USD funding (through a US$ 3 billion US Commercial
Paper programme, and a 144A US dollar bond market).
On 23 March 2020, the Company announced measures
to bolster its liquidity and balance sheet in response to the
COVID-19 pandemic, including a new € 15 billion committed

credit facility (the “New Credit Facility”), the withdrawal of 2019
dividend proposal with cash value of € 1.4 billion, the suspensionof voluntary top up pension funding and strong focus on support
to customers and delivery.
On 31 March 2020, the Company priced a € 2.5 billion tripletranche bond transaction across 5, 8 and 12-year tenors in theEuro Debt Capital Markets out of its EMTN programme in order
to raise long term liquidity. The proceeds have been used topartially term out the € 15 billion credit facility.
On 2 June 2020, the Company priced a € 3.5 billion triple-tranchebond transaction across 6, 10 and 20-year tenors in the Euro
Debt Capital Markets out of its EMTN programme in order tofurther raise long term liquidity. The proceeds have been used
to partially term out the € 15 billion credit facility.
On 21 October 2020, the Company cancelled its existing€ 3 billion revolving credit facility and signed a new € 6 billion
revolving credit facility with a tenor of 3 years in order to raise
long term liquidity. The incremental portion of the new facility has
been used to partially term out the € 15 billion facility.

Counterparty Credit
In addition to the credit risk relating to sales financing as discussed
above, the Company is exposed to credit risk to the extent of
non-performance by its counterparties for financial instruments,
such as hedging instruments (US$ 81 billion nominal value at
31 December 2020) and cash investments (US$ 21.4 billion
nominal value at 31 December 2020). However, the Company
has policies in place to avoid concentrations of credit risk andto ensure that credit risk exposure is limited.
Counterparties for transactions in cash, cash equivalents andsecurities as well as for derivative transactions are limited tohighly rated financial institutions, corporates or sovereigns.

The Company’s credit limit system assigns maximum exposurelines to such counterparties, based on a minimum credit rating
threshold as published by Standard & Poor’s and Moody’s.
If neither is present, Fitch ratings is used. Besides the credit
rating, the limit system also takes into account fundamental
counterparty data, as well as sector and maturity allocations
and further qualitative and quantitative criteria such as credit risk
indicators. The credit exposure of the Company is reviewed ona regular basis and the respective limits are regularly monitored
and updated.

As of 31 December 2020 the credit exposure had been estimated as follows (in € million):
Source of risk

Exposure

Unexpected Loss Contribution

Banks

4,722

143

Corporates

3,245

56

Sovereign Issuers

737

6

Money market funds

9,486

16

18,189

217

Total

12

Airbus / Annual Report – Registration Document 2020

Risk Factors /2 Business-Related Risks

The Company also seeks to maintain a certain level ofdiversification in its portfolio between individual counterparties aswell as between financial institutions, corporates and sovereignsin order to avoid an increased concentration of credit risk on only
a few counterparties.
However, there can be no assurance that the Company will not
lose the benefit of certain derivatives or cash investments incase of a systemic market disruption. In such circumstances, thevalue and liquidity of these financial instruments could decline
and result in a significant impairment, which may in turn have anegative effect on the Company’s financial condition and resultsof operations.

Moreover, the progressive implementation of new financial
regulations and adjustments to existing regulations(MiFiD II / MiFIR, CRD4, Bank Restructuring Resolution
Directive, etc.) will have an impact on the business model ofbanks (for example, the split between investment banking andcommercial banking activities) and on the capital structure andcost of such banks’ activities in relation to over-the-counter
derivatives, and therefore on the funding consequences of central
clearing and collateralisation of over-the-counter derivatives forcorporations like the Company. This may ultimately increase
the cost and reduce the liquidity of the Company’s long-term
hedges, for example, as banks seek to either pass-on the
additional costs to their corporate counterparties or withdraw
from low-profit businesses altogether.

Pension Commitments
The Company participates in several pension plans for both
executive as well as non-executive employees, some of which
are underfunded. As of 31 December 2020, the provision
for retirement plans and similar obligations amounted to€ 9.98 billion. For information related to these plans, please referto the “– Notes to the IFRS Consolidated Financial Statements– Note 32: Post-employment Benefits”. Although the Company
has recorded a provision in its balance sheet for its share of
the underfunding based on current estimates, there can be noassurance that these estimates will not be revised upward in the
future, leading the Company to record additional provisions in
respect of such plans.

2.

Necessary adjustments of such provisions include but are notlimited to (i) the discount factor (dependent in part on interest rates)
and the inflation rate applied to calculate the net present value ofthe pension liabilities, (ii) the performance of the asset classes
which are represented in the pension assets, and (iii) behaviouralassumptions regarding beneficiaries, and (iv) additional cash
injections contributed by the Company from time to time to thepension assets. The Company has taken measures to reduce
potential losses on the pension assets and to better matchthe characteristics of the pension liabilities with those of thepension assets as a long-term objective. Nevertheless, any
required additional provisions would have a negative effect on
the Company’s total equity (net of deferred tax), which couldin turn have a negative effect on its future financial condition.

Business-Related Risks

COVID-19 Risks
New variants and the successive waves of the COVID-19
pandemic, the resulting health and economic crisis andactions taken in response to the spread of the pandemic,
including government measures, lockdowns, travel limitations
and restrictions, have resulted in significant disruption to theCompany’s business, operations and supply chain.
The aerospace industry, the financial health of operators, airlines,
lessors and suppliers, commercial aircraft market, demand for air
travel and commercial air traffic have been severely impacted by
the COVID-19 pandemic and the resulting health and economiccrisis. As a result, airlines have reduced capacity, grounded large
portions of their fleets for months, sought to implement measures
to reduce cash spending and secure liquidity. Some airlines
are also seeking arrangements with creditors, restructuring or
applying for bankruptcy or insolvency protection, which may
have further consequences for the Company and its orderbook as well as other consequences resulting from the related
proceedings. The Company will continue to face additionalrisks and uncertainties resulting from future consequences of
the health and economic crisis on operators, airlines, lessors,
suppliers and other actors in the air transport industry. See also“– Commercial Aircraft and Helicopter Market Factors” below.
In 2020, a number of measures have been taken by theCompany to implement stringent health and safety procedures
while taking account of stock levels and production lead-times.
In February 2020, the Company suspended operations of the
Tianjin Final Assembly Line for approximately one week but waslater authorised by the Chinese authorities to restart operations
and gradually increase production. In March and April 2020, theCompany temporarily suspended certain operations including
production and assembly activities at facilities in France, Spain,
Germany, UK, US and Canada. The COVID-19 crisis may lead tofurther disruptions to the Company’s internal operations and to its
ability to deliver products and services. See also “– Dependence
on Key Suppliers and Subcontractors” below.

Airbus / Annual Report – Registration Document 202013

Risk Factors /2 Business-Related Risks

In addition to its impact on the financial viability of operators,
airlines and lessors and the reduction of commercial air traffic,
lockdowns, travel limitations and restrictions around the world
have posed logistical challenges and may cause disruptions
to the Company’s business, its operations and supply chain.
These measures have and may continue to adversely affect theCompany’s ability to deliver products and services as well as
customers’ ability to take delivery of aircraft.
The Company is adversely affected by weak market andeconomic conditions in markets around the world. Protracted
weaker market and economic conditions and their knock-on
effects could result in (i) additional requests by customers topostpone delivery or cancel existing orders for aircraft (including
helicopters) or other products including services, (ii) decisions
by customers to review their fleet strategy, (iii) weak levelsof passenger demand for air travel and cargo activity moregenerally, (iv) a sustained reduction in the volume of air travelfor business purposes, and (v) prolonged or additional travel
limitations and restrictions, which could negatively impact theCompany’s results of operations.
On 23 March 2020, the Company secured the New Credit Facility
in addition to the existing € 3 billion revolving credit facility andwithdrew its 2020 guidance due to the volatility of the situation.
Given the continued impact of COVID-19 on the business and theassociated risks, no new guidance was issued by the Company
in 2020 on commercial aircraft deliveries or EBIT.
On 8 April 2020, the Company announced its decision to adapt
commercial aircraft production rates to 40 per month for theA320 Family, two per month for A330 and six per month for
A350 in response to the new COVID-19 market environment.
This represented a reduction of the March 2020 pre-COVID-19
average rates of roughly one third. Subsequently the current
market situation led to a slight adjustment in the A350 ratefrom six to five aircraft a month for now. With these new rates,
the Company intended to preserve its ability to meet customer
demand while protecting its ability to further adapt as the global
market evolves.
On 30 June 2020, the Company announced plans to adapt its
global workforce, principally in France, Germany, Spain and theUK, and resize its commercial aircraft activity in response to the
COVID-19 crisis. This adaptation was expected to result in a
reduction of around 15,000 positions no later than summer 2021.
Working time adaptation and mitigation measures supportedby the governments have reduced the number of positions
subject to the restructuring plan. Taking into consideration theactual departures since the initial announcement, the remaining
number of positions subject to the restructuring plan amounts
to approximately 6,100 as of 31 December 2020, including preretirement headcount under German Altersteilzeit (“ATZ”).

In 2020, the Company delivered 566 commercial aircraft, 34%
fewer than in 2019, in line with the Company’s adaptation plan.
This reflects customer requests to defer deliveries as well asother factors related to the ongoing COVID-19 crisis. In 2020,
the Company recorded 115 cancellations. Through the end of
February 2021, the Company delivered 53 commercial aircraft
and recorded 92 cancellations in 2021.
On 21 January 2021, the Company announced it is updating its
production rate planning for its A320 Family aircraft in responseto the market environment. The new average production rates for
the A320 Family will now lead to a gradual increase in production
from the current rate of 40 per month to 43 in Q3 and 45 in
Q4 2021. This latest production plan represents a slower ramp
up than the previously anticipated 47 aircraft per month from
July 2021. The A220 monthly production rate will increase
from four to five aircraft per month from the end of Q1 2021 aspreviously foreseen. Widebody production is expected to remain
stable at current levels, with monthly production rates of aroundfive and two for the A350 and A330, respectively. This decision
postponed a potential rate increase for the A350 to a later stage.
The Company continues to monitor the market closely. With theserevised rates, the Company preserves its ability to meet customer
demand while protecting its ability to further adapt as the global
market evolves. The Company expects the commercial aircraft
market to return to pre-COVID levels by 2023 to 2025.
The Company is monitoring the evolution of the COVID-19 crisis
and will continue to evaluate further impacts and additional
measures going forward while taking into account the latest
industry outlook.
Although the full impact of the COVID-19 pandemic and theresulting health and economic crisis cannot reasonably beassessed at this time given its uncertain duration and extent, theCompany’s business, its operations and supply chain are likely
to be further disrupted by new variants and successive waves ofthe pandemic, the uncertainty it creates and the resulting healthand economic crisis.
The Company’s business, results of operations and financial
condition have been and will continue to be materially affectedby the COVID-19 pandemic, and the Company continues to facesignificant risks and uncertainties related to new variants andsuccessive waves of the COVID-19 pandemic and its resulting
health and economic crisis.
For further details, please refer to the “– Notes to the IFRS
Consolidated Financial Statements – Note 2: Impact of the
COVID-19 Pandemic”.

Commercial Aircraft and Helicopter Market Factors
Historically, the Company has experienced that order intake
for commercial aircraft has shown cyclical trends, due inpart to changes in passenger demand for air travel and the
air cargo share of freight activity, which are in turn driven by
a range of economic variables, such as GDP growth, private
consumption levels or working age population size. Other
factors, however, play an important role in determining the

14

Airbus / Annual Report – Registration Document 2020

market for commercial aircraft, such as (i) the average age andtechnical obsolescence of the fleet relative to new aircraft; (ii) the
number and characteristics of aircraft taken out of service andparked pending potential return into service; (iii) passenger andfreight load factors; (iv) airline pricing policies and resultant
yields; (v) airline financial health; (vi) the availability of third party
financing for aircraft purchases; (vii) evolution of fuel price;Risk Factors /2 Business-Related Risks(viii) regulatory environment; (ix) environmental constraints
imposed upon aircraft operations, such as the Carbon Offsetting
and Reduction Scheme for International Aviation (“CORSIA”),
carbon standards and other environmental taxes; and (x) market
evolutionary factors such as the volume of business-related travelor the growth of low-cost passenger airline business models or
the impact of e-commerce on air cargo volumes. The COVID-19
pandemic and resulting health and economic crisis may amplify
the impact of these factors.
The factors described above may have a material impact on thecommercial aircraft industry and therefore, on the Company’s
financial condition and results of operations. In 2020, thecommercial aircraft business segment of Airbus recorded total
revenues of € 34 billion – representing 67% of the Company’s

revenues. See “– Information on the Company’s Activities – 1.1.2
Airbus (Commercial Aircraft)”. The significant growth of ourcommercial aircraft business relative to our Defence, Spaceand Government activities has diluted the latter’s ability to serveas an effective tool to counter commercial cycles.
The commercial helicopter market in which the Company
operates has shown cyclical trends and could also be influenced
by factors listed above. In addition, the civil & parapublic and inparticular the oil & gas market softness has led to, and may infuture lead to, a postponement of investments in the acquisitionof new platforms and a reduction of flight hours. The uncertainty
on the lead time of the civil & parapublic market recovery may
have an impact on Airbus Helicopters’ financial results and could
lead to cancellations or loss of bookings and services.

Cyber Security Risks
The Company’s extensive information and communications
systems, industrial environment and products are exposed tocyber security risks. Cyber security threats are rapidly changing
and scenarios of attacks are becoming more sophisticated.
The Company is exposed to a number of different cyber security
risks, directly or through its supply chain, arising from actions that
may be intentional and hostile, accidental or negligent. Intrusion
in systems, leakage of information or theft including industrial
espionage, sabotage, destabilisation, corruption and availabilityof data are the main cyber security risks that the Company faces.
All of the above mentioned risks are heightened in the context
of the increasingly common use of digital solutions by theCompany (including greater use of cloud services, mobile
devices, “internet of things”), increasingly capable adversaries
and integration with the extended enterprise. Risks related to theCompany’s industrial control systems, manufacturing processes
and products are growing with the increase of interconnectivity
and digitalisation. Moreover, a main challenge is to maintain an

appropriate level of security of complex and legacy industrial
systems to face attacks from hackers who are improving theirtechniques and skills at incredible speed.
Finally, the Company is exposed to reputational damage anddestabilisation from the growing volume of false and malicious
information injected to media and social networks.
While the Company continues to make significant efforts
to prevent such risks from materialising, making targeted
investments will reduce but not eradicate likelihood and impact
through strengthening the business cyber resilience.
The materialisation of one or several of such risks could lead tosevere damage including but not limited to significant financial
loss, need for additional investment, contractual or reputational
performance degradation, loss of intellectual property, loss ofbusiness data and information, operational business degradation
or disruptions, and product or services malfunctions.

Physical Security, Terrorism, Pandemics
and Other Catastrophic Events
Past terrorist attacks, public health crises and the spreadof disease (such as the global COVID-19 pandemic or the
H1N1 flu pandemic or the Ebola epidemic in 2013-2016) havedemonstrated that such events may negatively affect public
perception of air travel safety, which may in turn reduce demand
for air travel and commercial aircraft. The outbreak of wars, riots
or political unrest or uncertainties may also affect the willingnessof the public to travel by air. Furthermore, major aircraft accidents
may have a negative effect on the public’s or regulators’
perception of the safety of a given class of aircraft, a given
airline, form of design or air traffic management. Flight activity
restart requires particular focus on safety aspects such as
aircraft destorage, pilot training. As a result of such factors, theaeronautic industry may be confronted with additional sudden
or prolonged reduced demand for air transportation and becompelled to take additional costly security and safety measures.
The Company may, therefore, suffer from a decline in demand

for all or certain types of its aircraft or other products, and theCompany’s customers may postpone delivery or cancel orders.
In addition to affecting demand for its products, catastrophic
events could disrupt the Company’s internal operations or
its ability to deliver products and services. Disruptions may
be related to threats to infrastructure, personnel security andphysical security and may arise from terrorism, natural disasters,
fire, damaging weather, and other types of incidents such as
drone air traffic disruption. Effects of such events may be
amplified if they happen on Single Points Of Failure (SPOFs) for
which dedicated identification and mitigations are monitored.
Any resulting impact on the Company’s production, services
or information systems could have a significant adverse effecton the Company’s operations, financial condition and resultsof operations as well as on its reputation and on its products
and services.

Airbus / Annual Report – Registration Document 202015

Risk Factors /2 Business-Related Risks

Dependence on Key Suppliers and Subcontractors
The Company is dependent on numerous key suppliers andsubcontractors to provide it with the raw materials, parts,
assemblies, systems, equipment and services that it needs tomanufacture its products.
The Company relies upon the good performance and financial
health of its suppliers and subcontractors to meet the obligations
defined under their contracts. A supplier’s performance andhealth may be negatively impacted by a variety of topics including
a concentrated customer base and the COVID-19 pandemic andthe resulting health and economic crisis.
The Company cannot fully protect itself from non-performanceof a supplier which could disrupt production and in turn may
have a negative effect on its financial condition and results ofoperations.

Changes to the Company’s production or development
schedules may impact suppliers so that they initiate claims under
their respective contracts for financial compensation. This may
have a negative effect on the financial condition and results ofoperations of the Company.
As the Company’s global sourcing footprint extends, some
suppliers (or their sub-tier suppliers) may have production
facilities located in countries that are exposed to socio-politicalunrest or natural disasters which could interrupt deliveries.
This may have a negative effect on the financial condition andresults of operations of the Company.
The COVID-19 pandemic and the resulting health and economiccrisis has increased the Company’s exposure to supply chain
disruption risk. A reinforced governance has been implemented
to manage the potential impacts.

Industrial System Adaptation
As a result of the COVID-19 pandemic and the resulting healthand economic crisis and its impact on airlines operations,deliveries of aircraft have been adapted, leading the Company
to reduce production rates. In 2020, the Company adapted the
production rates on A320 family to rate 40 per month, on the
A350XWB programme to rate 5, on the A330 programme torate 2, and on the A220 programme to rate 3 in Mirabel and torate 1 in Mobile. In January 2021, the Company announced it is
updating its production rate planning for its A320 family aircraft
to rate 43 in Q3 2021 and rate 45 in Q4 2021. The Company willcontinue to monitor and adapt according to traffic evolutions.
Hence, the Company is engaged in a process to adapt its
industrial set-up to the new rates. This process is addressing theresource adaptation (headcount, skills and competencies) andthe fixed cost reduction (industrial facilities, IT systems) which,in case of non-sufficient decrease, would affect production

costs. It has to ensure as well that the lead time increase, as aneffect of rate reduction, will be fully compensated by industrial
adaptations hence protecting inventory level and lead-time
between Aircraft configuration chosen by our customer andAircraft delivery. This encompasses the full industrial processfrom supply chain (including raw material, subcontracted
work packages, equipment, etc.) to aircraft delivery. In thisprocess, the Company focuses attention on quality industrial
adherence. All of these adaptations within industrial assets
and resources will have to be led in due balance to remaincompatible with further ramp-up needs to cope with airline
future demand.
For more details on specific programme risks, see“– Programme-Specific Risks” below.

Technologically Advanced Products and Services
The Company offers its customers products and services thatare technologically advanced, so the design, manufacturing,components and materials utilised can be complex and require
substantial integration and coordination along the supply
chain. In addition, most of the Company’s products must
function under demanding operating conditions. Throughout
the lifecycle of its products, the Company performs checks
and inspections, which may result in modifications, retrofits orother corrective actions, each of which may have an adverse
effect on production, operations, in-service performanceor financial condition. There can be no assurance that
the Company’s products or services will be successfully
developed, manufactured or operated or that they will perform
as intended.
Certain of the Company’s contracts require it to forfeit part ofits expected profit, to receive reduced payments, to provide a
replacement launch or other products or services, to provide

16

Airbus / Annual Report – Registration Document 2020

cancellation rights, or to reduce the price of subsequent sales
to the same customer if its products fail to be delivered ontime or to perform adequately. No assurances can be giventhat performance penalties or contract cancellations will not be
imposed should the Company fail to meet delivery schedules
or other measures of contract performance – in particularwith respect to development programmes such as the A220,
A350‑900 and -1000 XWB, A400M, H175, H160 or Ariane 6
and to modernisation programmes such as the A320neo and
the A330neo. See “– Programme-Specific Risks” below.
In addition to the risk of contract cancellations, the Company
may also incur significant costs or loss of revenues in connection
with remedial action required to correct any performance issues
detected in its products or services. See “– Management’s
Discussion and Analysis of Financial Condition and Resultsof Operations – 2.1.1.3 Significant programme developments
in 2018, 2019 and 2020 and other financial topics”.

Risk Factors /2 Business-Related Risks

Moreover, to the extent that a performance issue is considered
to have a possible impact on safety, regulators could suspend
the authorisation for the affected product or service.

Any significant problems with the development, manufacturing,
operation, performance or safety of the Company’s products
and services could have a significant adverse effect on the
Company’s financial condition and results of operations as wellas on the reputation of the Company and its products andservices.

Dependence on Public Spending and on Certain Markets
In any single market, public spending (including defence andsecurity spending) depends on a complex mix of geopoliticalconsiderations and budgetary constraints, and may therefore be
subject to significant fluctuations from year to year and country
to country. Any termination or reduction of future funding orcancellations or delays impacting existing contracts may have anegative effect on the Company’s financial condition and resultsof operations. In instances where several countries undertaketo enter together into defence or other procurement contracts,

economic, political or budgetary constraints in any one ofthese countries may have a negative effect on the ability of theCompany to enter into or perform such contracts.
The Company has a geographically diverse backlog. Adverse
economic and political conditions, as well as downturns in broad
economic trends in certain countries or regions, may have anegative effect on the Company’s financial condition and resultsof operations generated in those regions.

Availability of Government and Other Sources of Financing
From 1992 to 2004, the European Union and the US operated
under an agreement that sets the terms and conditions offinancial support that governments may provide to civil aircraft
manufacturers. In late 2004, however, the US unilaterally
withdrew from this agreement, which eventually led to the US
and the European Union making formal claims against eachother before the World Trade Organization (“WTO”). While bothsides have expressed a preference for a negotiated settlementthat provides for a level playing field when funding future aircraft
developments, they have thus far failed to reach agreement on
key issues.
On 18 October 2019, the US imposed, among other targeted
goods, a tariff of 10% on new aircraft exported from theEuropean Union to the US. On 14 February 2020, the USTR
announced the US is increasing the additional duty rate imposedon aircraft imported from the EU to 15%, effective 18 March
2020. On 30 December 2020, USTR announced the US would
impose a tariff of 15% on imports of aircraft manufacturing parts
from France and Germany delivered to the final assembly line
in Mobile, Alabama. The tariffs could have a material impact
on the Financial Statements, business and operations of
the Company. Duties on the importation of the Company’s
products into the US could result in (i) increased costs for theaerospace and airline industries as well as other industries that
rely on air transport, (ii) weakening demand for new aircraft andnegatively affecting the financial condition of air carriers andlessors, (iii) decisions to defer, reject or reschedule the deliveryof new aircraft or limit the routes upon which new aircraft will
be used, (iv) increased costs to consumers, and/or (v) damage
to the Company’s business or reputation via negative publicity
adversely affecting the Company’s prospects in the commercial
market place. See WTO in “– Legal Risks – Legal and Regulatory
Proceedings” and “– Information on the Company’s Activities– 1.1.7 Legal and Arbitration Proceedings”.

In March 2019, the WTO found that the steps by the US to address
US subsidies to Boeing were inadequate. In October 2020,
the WTO announced its decision to authorise the EU to impose
US$ 4 billion in annual countermeasures. In November 2020,
the EU imposed tariffs on a range of imports to the EU fromthe US including 15% on the importation of large civil aircraftfrom the US.
On 5 March 2021, the EU and US announced they would
suspend all tariffs related to the WTO aircraft disputes for a
four-month period.
In prior years, the Company and its principal competitors
have each received different types of government financing ofproduct research and development. However, no assurances
can be given that government financing will continue to be madeavailable in the future, in part as a result of the proceedings
mentioned above. The terms and conditions of any new
agreement, or the final outcome of the formal WTO or othertrade law proceedings, may limit access by the Company to risksharing funds for large projects, may establish an unfavourable
balance of access to government funds by the Company ascompared to its US competitors or may in an extreme scenariocause the involved governments to analyse possibilities for achange in the commercial terms of funds already advanced to
the Company. Moreover, the availability of other outside sourcesof financing will depend on a variety of factors such as market
conditions, the general availability of credit, the Company’s credit
ratings, as well as the possibility that lenders or investors could
develop a negative perception of the Company’s long- or shortterm financial prospects if it incurred large losses or if the level of
its business activity decreased due to an economic downturn.
The Company may, therefore, not be able to successfully obtain
additional outside financing on appropriate terms, or at all,which may limit the Company’s future ability to make capital
expenditures, fully carry out its research and development efforts
and fund operations.

Airbus / Annual Report – Registration Document 202017

Risk Factors /2 Business-Related Risks

Competition and Market Access
The markets in which the Company operates are highly
competitive. With regard to the Company’s commercial
aircraft business for aircraft with more than 150 seats, theCompany today operates in a competitive duopoly. The design,development and production of commercial aircraft involves
high barriers to entry (including certification requirements,
large investment needs, skilled competencies and access totechnology) and the two main market participants have secured
significant order backlogs.
New players are operating or seeking to operate in the
Company’s existing markets, which may impact the structure
and profitability of these markets. In addition, enterprises withdifferent business models and alternative technologies could
substitute the Company’s services and some of its products orcomponent parts thereof. In some areas, competitors may havemore extensive or more specialised engineering, manufacturingand marketing capabilities. There can be no assurance that theCompany will be able to compete successfully against its current
or future competitors or that the competitive pressures it faces
in all business areas will not result in reduced revenues, market

share or profit. See “– Environment, Human Rights, Health &Safety Risks – Climate-Related Risks” below.
In addition, some of the Company’s largest customers and/or
suppliers may develop the capability to manufacture products
or provide services similar to those of the Company. This would
result in these customers/suppliers marketing their own products
or services and competing directly with the Company for salesof these products or services, all of which could significantly
reduce the Company’s revenues.
In addition, the contracts for many aerospace and defence
products are awarded, implicitly or explicitly, on the basis of homecountry preference. Although the Company is a multinational
company which helps to broaden its domestic market, it may
remain at a competitive disadvantage in certain countries,
especially outside of Europe, relative to local contractors
for certain products. The strategic importance and politicalsensitivity attached to the aerospace and defence industries
means that political considerations will play a role in the choiceof many products for the foreseeable future.

Major Research and Development Programmes
The business environment in many of the Company’s principal
operating business segments is characterised by extensive
research and development costs requiring significant up-front
investments with a high level of complexity. For the year 2020,
research and development expenses were € 2.9 billion. For theyear 2019, research and development expenses were € 3.4 billion(compared to € 3.2 billion for the year 2018, mainly reflecting
development cost on the A320neo).
Due to the technologically advanced complex nature of the
products that the Company produces and the long period,
including ramp up time, it takes to produce them, the businessplans underlying such investments often contemplate a long
payback period before these investments are recouped, andassume a certain level of return over the course of this period inorder to justify the initial investment. There can be no assurancesthat the commercial, technical and market assumptions
underlying such business plans will be met, and consequently,
the payback period or returns contemplated therein achieved.
Significant technological, skills and industrial challenges exist
to achieve the Company’s sustainability ambitions for the future
generations of aviation. These ambitions require cross industry
and cross government collaboration to address the technologicalrisks that need to be overcome. See “– Environment, Human
Rights, Health & Safety Risks – Climate-Related Risks” below.
Successful development of new programmes also depends
on the Company’s ability to attract and retain aerospaceengineers and other professionals with the technical skills andexperience required to meet its specific needs. Demand for suchengineers may often exceed supply depending on the market,
resulting in intense competition for qualified professionals.

18

Airbus / Annual Report – Registration Document 2020

The Company’s attrition rate in 2020 was 5.8% overall (including
subsidiaries) and 9.4% in subsidiaries only (compared to 4.4%
overall and 8.43% in subsidiaries only in 2019). There can be
no assurances that the Company will attract and retain the
personnel it requires to conduct its operations successfully andin particular to attract and retain aerospace engineers and otherprofessionals with the technical skills and experience requiredfor its research and development programmes. Failure to attract
and retain such personnel or an increase in the Company’s
employee turnover rate could negatively affect the Company’s
financial condition and results of operations more generally andparticularly its ability to successfully execute its research anddevelopment programmes.
There is a risk of additional repercussions from COVID-19’s
impact on skills and expertise. Significant effort has been taken
to maintain key resources and support the increased departureof skilled staff with improved knowledge management andknowledge transfer schemes across the Company.
The COVID-19 crisis has the potential to impact key company
technological developments and competencies, but despite thisrisk the Company continues seeking to further its development insustainable technologies. This commitment directs a significant
proportion of the longer term technology research efforts for
future products and services and is based on solving complex
trades backed by exploring multiple technology pathways.
Retaining this ambitious programme is achieved with national
research funding through frameworks such as CORAC, LUFO,ATI, CDTI and Horizon Europe where the frameworks enable
the Company and the wider aviation ecosystem to mature anddevelop the required key competencies and technologies.

Risk Factors /2 Business-Related Risks

No assurance can be given that the Company will achieve
the anticipated level of returns from these programmes andother development projects, which may negatively affect theCompany’s financial condition and results of operations andcompetitiveness.
In the context of the post-Brexit relationship between the UK
and the European Union, there is a risk that the Company mightlose access to pooled expertise and knowledge and could facedisruptions within its interdependent and extensively integrated

research and innovation networks across the UK and theEuropean Union countries. The Company may also face lack of
certainty with respect to intellectual property rights for existingor new programmes and established or potential partnerships
with private or public organisations, academic institutions andresearch councils, charities and government departments,
where the relevant intellectual property frameworks or userrights/ownership governing those relationships is dependent on
the UK’s former status as a member state of the European Union.

Acquisitions, Divestments, Joint Ventures and Strategic Alliances
As part of its business strategy, the Company may acquire ordivest businesses and/or form joint ventures or strategic alliances.
Executing acquisitions and divestments can be difficult and costly
due to the complexities inherent in integrating or carving out
people, operations, technologies and products. There can be noassurance that any of the businesses that the Company intends
to acquire or divest can be integrated or carved out successfully,
as timely as originally planned or that they will perform welland deliver the expected synergies or cost savings once
integrated or separated. In addition, regulatory, administrativeor other contractual conditions can prevent transactions frombeing finalised. Each acquisition, divestment, joint venture andstrategic alliance is very specific in its nature, purpose, risk andopportunities. The Company identifies risks through a detailed
and systematic due diligence process and addresses the risks
identified through price mitigation and/or appropriate contractual
coverage, such as indemnification mechanisms, both being the
tailored-made results of complex negotiations with the sellers/
buyers and/or partners. The Company’s business, results ofoperations and financial condition may be materially affected if
these transactions will not be successfully completed or do not
produce the expected benefits.

Public-Private Partnerships and Private Finance Initiatives
Defence customers may request proposals and grant contracts
under schemes known as public-private partnerships (“PPPs”).
PPPs differ substantially from traditional defence equipment
sales, as they often incorporate elements such as:–– the provision of extensive operational services over the lifeof the equipment;–– continued ownership and financing of the equipment by a party
other than the customer, such as the equipment provider;–– mandatory compliance with specific customer requirements
pertaining to public accounting or government procurement
regulations; and–– provisions allowing for the service provider to seek additionalcustomers for unused capacity.

The Company is party to PPP and private finance initiatives (“PFI”)
contracts, for example Skynet 5 and related telecommunications
services, and in the AirTanker (“FSTA”) project both with the
UK Ministry of Defence. One of the complexities presented by
PFIs lies in the allocation of risks and the timing thereof among
different parties over the life-time of the project.
There can be no assurances of the extent to which the Company
will efficiently and effectively (i) compete for future PFI or PPP
programmes, (ii) administer the services contemplated under
the contracts, (iii) finance the acquisition of the equipment andthe ongoing provision of services related thereto, or (iv) accessthe markets for the commercialisation of excess capacity. The
Company may also encounter unexpected political, budgetary,
regulatory or competitive risks over the long duration of PPP
and PFI programmes.

Programme-Specific Risks
In addition to the risk factors mentioned above, the Company
also faces the following programme-specific risks that could
have a material impact on the Company’s business, results ofoperations and financial condition.
The Company faces the following main challenges on its
commercial programmes:–– adapt to rate and stabilise operational performance postCOVID-19 while maintaining high safety and quality standards;–– monitor and support the supply chain;–– accompany customers and facilitate deliveries to customers
including by remote delivery process;–– ensure a strong customer focus to support return to operations;and–– protect priority projects and deliver developments as per
revised plan including A321XLR, A350 Step7 (Standard 2022),
Airspace, A330-800, A330-900 251t MTOW, and Digital(DDMS and Skywise).

Airbus / Annual Report – Registration Document 2020

19

Risk Factors /2 Business-Related Risks

A320 Family programme. In response to the new COVID-19
market environment, the commercial aircraft production rate for
the A320 Family was adapted to 40 per month in June 2020.
In January 2021, the Company announced demand for the A320
Family is expected to lead to a gradual increase in production
from the current rate of 40 per month to 43 in Q3 and 45
in Q4 2021. The Company monitors proactively and constantly
the backlog, the internal and external supply chain, including
engines, so as to ensure readiness for further rate adaptationsin accordance with traffic evolution, to minimise inventory levels,and secure aircraft storage capacity.
A400M programme. After the Company signed a contract
amendment to restructure the contract, risks remain on
development of technical capabilities (development effort aswell as possible commercial agreement associated costs inorder to reach Type Acceptance) and the associated costs, on
securing sufficient export orders in time, on aircraft operationalreliability in particular with regards to power plant and on cost
reductions as per the revised baseline.
For further information, please refer to the “– Notes to the IFRS
Consolidated Financial Statements – Note 12: Revenue and
Gross Margin”.
A350 XWB programme. In connection with the A350 XWB
programme, the Company faces the following main challenges:
to secure revised quarterly delivery targets post-COVID-19,
monitor and support the supply chain, reduce recurring costs toimprove competitiveness within a widebody market recovering ata slower pace and deliver Step 7 as per adapted plan. Decisions
on further rate adaptation will depend on traffic evolution.
A380 programme. In connection with the A380 programme,
the Company faces the following main challenges: programme
wind-down, delivery of remaining A380s and secure in service
support for next decades.
A330 programme. In response to the new COVID-19 market
environment, the commercial aircraft production rate for theA330 programme was adapted to two per month in June 2020.
In connection with the A330 programme, the main challenges
the Company faces are to secure revised delivery targets
post‑COVID-19, monitor and support the supply chain. Decisions
on further rate adaptation will depend on traffic evolution.
The developments were on track in 2020: A330-800 was certified
in February 2020, A330-900 251t MTOW was certified early
October 2020 with a first delivery in November 2020 to Kuwait
Airlines.
A220 programme. In connection with the A220 programme,
the main challenges the Company faces are to secure theA220 cost reduction trajectory with a strong focus on Design
to Cost roadmap, and to ensure an A220 book to bill above one
to fill current open slots. As a consequence of the COVID-19
pandemic, the commercial aircraft production rates wereadapted in Mirabel to three per month and in Mobile to one permonth in 2020. Attention will remain high on Pratt & Whitneyengine maturity in service.

20

Airbus / Annual Report – Registration Document 2020

H225 and H215 programme. Airbus Helicopters continues
to drive improvements across its product range as part ofits commitment to raise safety standards and increase therobustness and reliability of dynamic components. The H225
programme faces a challenge with the supply chain in a
COVID-19 context.
H175 programme. In connection with the H175 programme
produced in cooperation with Avic, the Company faces thefollowing main challenge: a tough market environment on its
main offshore segment.
NH90 and Tiger programmes. In connection with multiple
fleets in service, the NH90 programme faces the challenge ofassuring support readiness while working on the deliveries ofcontracts signed in 2019. The Tiger MKIII contract is criticalto the future of the programme and requires alignment with
OCCAR (Organisation Conjointe de Coopération en matièred’Armement / Organisation for Joint Armament Co-operation),
Germany and Spain. The NH90 programme faces a challenge withthe supply chain in a COVID-19 context. Through the dedicatedtransformation plan launched on the NH90 and maintenanceimprovement plan initiated on the Tiger, the Company aims to
reduce the maintenance burden and improve fleet serviceability.
H160 programme. The main challenge for the H160 programmeis to secure the FAA certification despite the COVID-19 travel
restrictions that impact negatively flight and training assessment.
Even if significant de-risking has been achieved, the finalisationof post-type certificate activities is the priority to ensure thesuccess of the entry into service. Direct Maintenance Cost of
the helicopter, Product cost reduction and industrial ramp-up
are key challenges.
Border security. In connection with border security projects,
the Company faces the following main challenges: meeting theschedule and cost objectives taking into account the complexityof the local infrastructures to be delivered and the integration ofcommercial-off-the-shelf products (radars, cameras and othersensors) interfaced into complex system networks; assuring
efficient project and staffing; managing the rollout including
subcontractors and customers. Negotiations on change requests
in this respect along with schedule re-alignments remain ongoing.
However, the repeatedly prolonged suspension of defence
export licenses to Saudi Arabia by the German Government has
significantly impacted the Company’s ability to deliver the projectand is still significantly jeopardising the customer relationship. As
a result of the consequential inability of the Company to executethe full scope of the customer contract, a revised Estimate atCompletion (EAC) was performed. As a result a € 221 million
impairment charge mainly on inventories on top of a € 112 million
financial expense related to hedge ineffectiveness, have beenrecognised as of 30 September 2019. The Company continues
to engage with its customer to agree a way forward on thiscontract. The outcome of these negotiations is presently unclear
but could result in significant further financial impacts.

Risk Factors /3 Legal Risks

3.

Legal Risks

Legal and Regulatory Proceedings
The Company is currently engaged in a number of active legal
and regulatory proceedings.
For example, the WTO litigation, which is described in“– Business-Related Risks – Availability of Government and other
Sources of Financing”, is ongoing. For further information on
the WTO litigation and trade dispute, see “– Information on the
Company’s Activities – 1.1.7 Legal and Arbitration Proceedings”(WTO).
For the investigation by the UK Serious Fraud Office (“SFO”),
France’s Parquet National Financier (“PNF”), and the US
Departments of State (“DoS”) and Justice (“DoJ”), which
is described in “— Anti-Corruption Laws and Regulations”,
the Company has reached an agreement with the authorities,
which was approved by the French and UK courts and US court
and regulator on 31 January 2020. The agreement resulted ina fine totalling € 3.6 billion plus costs to the French, UK, andUS authorities. For further information about the investigation,
see “– Information on the Company’s Activities – 1.1.7 Legal andArbitration Proceedings” (Investigation by the SFO, PNF, DoJ,DoS and Related Commercial Litigation).

The Company expects to continue to spend time and incur
expenses associated with its defence of legal and regulatory
proceedings, regardless of the outcome, and this may divert
the efforts and attention of management from normal business
operations. Although the Company is unable to predict theoutcome of these proceedings, it is possible that they will result in
the imposition of damages, fines or other remedies, which could
have a material effect on the Company’s business, results ofoperations and financial condition. An unfavourable ruling could
also negatively impact the Company’s stock price and reputation.
In addition, the Company is from time to time subject togovernment inquiries and investigations of its business andcompetitive environment due, among other things, to theheavily regulated nature of its industry. In addition to the risk ofan unfavourable ruling against the Company, any such inquiry or
investigation could negatively affect the Company’s reputationand its ability to attract and retain customers and investors, which
could have a negative effect on its business, results of operations
and financial condition. See “– Non-Financial Information– Exemplify Business Integrity – 1.2.5 Ethical Business Practices”.

Anti-Corruption Laws and Regulations
The Company is required to comply with applicable anti-bribery
laws and regulations in jurisdictions around the world where it
does business. To that end, an anti-corruption programme has
been put in place that seeks to ensure adequate identification,assessment, monitoring and mitigation of corruption risks.
Despite these efforts, ethical misconduct or non-compliance withapplicable laws and regulations by the Company, its employees
or any third party acting on its behalf could expose it to liabilityor have a negative impact on its business.
The Company may be subject to administrative, civil or criminal
liabilities including significant fines and penalties, as well as
suspension or debarment from government or non-government
contracts for some period of time. The Company may also
be required to modify its business practices and complianceprogramme and/or have a compliance monitor imposed on it.
Any one or more of the foregoing could have a significant adverse
effect on the Company’s reputation and its business, results ofoperations and financial condition.
In 2016, for example, the Company announced that it had
discovered misstatements and omissions in certain applications
for export credit financing for the Company’s customers, andhad engaged legal, investigative and forensic accounting
experts to conduct a review. Separately, the UK SFO announced
that it had opened a criminal investigation into allegations offraud, bribery and corruption in the civil aviation business of
the Company, relating to irregularities concerning third party
consultants. The Company was subsequently informed that
the French authorities, the PNF, had also opened a preliminary
investigation into the same subject and that the two authorities
will act in coordination going forward. The Company engaged
with the government of the US (DoS and DoJ) relating to conduct
forming part of the SFO/PNF investigation that could fall within US
jurisdiction. The Company also engaged with the government of
the US concerning potential issues of ITAR Part 130 and related
matters. On 31 January 2020, the French and UK courts and
US court and regulator approved an agreement reached by theCompany with the authorities. Any breach of the terms of theagreements by the Company could lead to rescission by theauthorities of the terms of the agreements and reopening of
the prosecutions. Prosecution could result in the imposition offurther monetary penalties or other sanctions including additional
tax liability and could have a material impact on the Financial
Statements, business and operations of the Company. The
agreements reached with authorities may lead to additionalcommercial litigation and arbitration against the Company andtax liability in the future, which could have a material impact
on the Financial Statements, business and operations of theCompany. For further information, see “– Information on the
Company’s Activities – 1.1.7 Legal and Arbitration Proceedings”.

Airbus / Annual Report – Registration Document 2020

21

Risk Factors /3 Legal Risks

Export Controls Laws and Regulations
The export market is a significant market for the Company.
In addition, many of the products the Company designs andmanufactures for military use are considered to be of national
strategic interest. Consequently, the export of such products
outside of the jurisdictions in which they are produced may be
restricted or subject to licensing and export control requirements,
notably by the UK, France, Germany and Spain, where theCompany carries out its principal activities relating to military
products and services as well as by other countries where
suppliers are based, notably, the US. There can be no assurance(i) that the export controls to which the Company is subject will
not become more restrictive, (ii) that new generations of theCompany’s products will not also be subject to similar or more
stringent controls or (iii) that geopolitical factors or changing
international circumstances will not make it impossible toobtain export licenses for one or more clients or constrain the
Company’s ability to perform under previously signed contracts.
Reduced access to military export markets may have a significant
adverse effect on the Company’s business, results of operations
and financial condition.

Operating worldwide, the Company must comply with several,
sometimes inconsistent, sets of sanctions laws and regulations
implemented by national / regional authorities. Depending on
geopolitical considerations including national security interestsand foreign policy, new sanctions regimes may be set up or thescope of existing ones may be widened, at any time, immediately
impacting the Company’s activities.
Although the Company seeks to comply with all such laws andregulations, even unintentional violations or a failure to comply
could result in suspension of the Company’s export privileges,or preclude the Company from bidding on certain government
contracts (even in the absence of a formal suspension or
debarment).
Furthermore, the Company’s ability to market new products andenter new markets may be dependent on obtaining government
certifications and approvals in a timely manner.

Dependence on Joint Ventures and Minority Holdings
The Company generates a proportion of its results through various
consortia, joint ventures and equity holdings. The Company
recognises its share in the results of its equity holdings in the
proportion of the stake held. In 2020, the Company’s total shareof result from these arrangements amounted to € 39 million(compared to € 299 million in 2019). The Company’s individuallymaterial joint ventures are ArianeGroup (50%), MBDA (37.5%)
and ATR GIE (50%). For further information, please refer tothe “Notes to the IFRS Consolidated Financial Statements– Note 9: Investments Accounted for under the Equity Method”
and “– Note 16: Share of Profit from Investments Accounted forunder the Equity Method and Other Income from Investments”.
The formation of partnerships and alliances with other market
players is an integral strategy of the Company, and the proportionof sales generated from consortia, joint ventures and equity

holdings may rise in future years. This strategy may fromtime to time lead to changes in the organisational structure,or realignment in the control, of the Company’s existing joint
ventures.
The Company exercises varying and evolving degrees of control
in the consortia, joint ventures and equity holdings in which
it participates. While the Company seeks to participate onlyin ventures in which its interests are aligned with those of its
partners, the risk of disagreement or deadlock is inherent in ajointly controlled entity, particularly in those entities that require
the unanimous consent of all members with regard to majordecisions and specify limited exit rights. The other parties inthese entities may also be competitors of the Company, andthus may have interests that differ from those of the Company.

Product Liability and Warranty Claims
The Company designs, develops and produces a number of highprofile products of large individual value, particularly civil andmilitary aircraft and space equipment. The Company is subject
to the risk of product liability and warranty claims in the eventthat any of its products fails to perform as designed. While theCompany believes that its insurance programmes are adequate
to protect it from such liabilities, no assurances can be giventhat claims will not arise in the future or that such insurance
coverage will be adequate.
The Company follows a policy of seeking to transfer the insurable
risk of the Company to external insurance markets at reasonablerates, on customised and sufficient terms and limits as provided
by the international insurance markets. The insurance industry
remains unpredictable. There may be future demands to change

22

Airbus / Annual Report – Registration Document 2020

scope of coverage, premiums and deductible amounts. No
assurance can be given that the Company will be able to maintainits current levels of coverage nor that the insurance coverages
in place are adequate to cover all significant risk exposure of
the Company.
Any problems in this respect may also have a significant adverse
effect on the reputation of the Company and lead to a decline
in demand for its products and services. Any reputational
damage faced by the Company may be exacerbated due tothe Company’s visibility.
The Company cannot predict at this time the impact on it asa result of any product liability or warranty claims as such will
depend on the nature and size of any such claim.

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

Intellectual Property
The Company continuously seeks to develop and deliver
new products to meet customers’ evolving needs, while also
improving its existing product lines. Technological innovation
has been at the core of the Company’s strategy since its
creation. The Company’s innovations often provide distinct
competitive advantages, with many becoming standard in theaircraft industry. In addition, the Company designs, develops andproduces a number of high profile products of large individual
value, particularly civil and military aircraft and space equipment.
Therefore, intellectual property (“IP”) is one of the Company’s
most valuable assets and the protection of IP is critical to its
business.
The Company relies upon patents, copyright, trademark,confidentiality and trade secret laws, and agreements with its
employees, customers, suppliers and other parties, to establish
and maintain its IP rights in its products and services and in its
operations. In a typical year, the Company files around 800 newpriority-establishing patent applications and files globally around
1,600 national patent applications in global markets where it
seeks to protect its technology assets. The Company has granted
patents for around 10,500 individual technologies with nearly
4,000 patents pending. This level of protection is benchmarked
against peer and competitor companies and is consideredsufficient to protect core, proprietary differentiating technology
which is developed by the Company. Despite these efforts toprotect its IP rights, any of the Company’s direct or indirect IP
rights could be challenged, invalidated or circumvented. Further,
the laws of certain countries do not protect the Company’s
proprietary rights to the same extent as the laws in Europe andthe US. Therefore, in certain jurisdictions the Company may be

4.

unable to protect its proprietary technology adequately against
unauthorised third-party copying or use, which could adversely
affect its competitive position. The Company may also face lackof certainty with respect to IP rights for existing or new researchand development programmes and established or potential
partnerships with private or public organisations, academic
institutions and research councils, charities and government
departments, where the relevant IP frameworks or user-rights/
ownership governing those relationships is dependent on the
UK’s former status as a member state of the European Union.
In the event the Company is unable to adequately procure andprotect critical IP it could potentially not implement its businessstrategy.
The Company has been accused of infringement on occasion
and could have additional claims asserted against it in the future.
These claims could harm its reputation, result in financial penalties
or prevent it from offering certain products or services which may
be subject to such third-party IP rights. Any claims or litigation inthis area, whether the Company ultimately wins or loses, could
be time-consuming and costly, harm the Company’s reputation
or require it to enter into licensing arrangements. The Company
might not be able to enter into these licensing arrangements on
acceptable terms. If a claim of infringement were successful
against it, an injunction might be ordered against the Company,
causing further losses. There are currently no significant claims of
IP infringement pending against the Company. Minor claims andpre-dispute matters commonly settle either without the issuanceof formal legal proceedings or during initial proceedings.

Environment, Human Rights,
Health & Safety Risks

Climate-Related Risks
Climate change may have a major impact on both the Company’s
industrial operations and its upstream and downstream value
chain, including aircraft direct operations and the wider airtransport ecosystem along with a strong influence on regulations
and stakeholders expectations. Accordingly, climate-relatedrisks can potentially affect the Company’s business andcompetitiveness, its customers and other actors from the aviationindustry.
The Company categorises its climate-related risks andopportunities according to the Task Force on Climate-related
Financial Disclosures (“TCFD”) recommendations. In particular,risks are sorted into two categories: transition and physical.

Transition Risks
Technology: The Company has identified the risk of a reductionin the Company’s business, results of operations and financial
condition if a competitor brings a lower emission product to themarket before it does. Delivering on commitments and potential
future requirements to mitigate climate impacts will requiresignificant technological developments for the commercial aircraft
sector. In the event that a competitor or new market participant
has access to technological developments unavailable to theCompany and is able to place on the market a large passenger
aircraft with significantly lower emissions before the Company,
climate mitigation requirements may temporarily push the market
towards competing products until the Company can develop acompeting alternative, which could lead to a temporary loss ofmarket competitiveness and reduced revenue.

Airbus / Annual Report – Registration Document 202023

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

Market: Changes in societal expectations and growing
concerns about climate change may impact market demand
for air transport. In particular, a change in certain passengers’
behaviour or their transition to other transport modes could
decrease the demand for the Company’s current and future
generation of products, causing a loss of revenues.
The development of future products based on the ZEROeconcepts will require significant investments in both products
and supporting infrastructure, which could directly impact theoperating costs of such a product.
The competitiveness of this next generation product will alsostrongly depend, among other factors, on the evolution of
the price of carbon. It is therefore crucial for the Company toaccount at each step of development for market expectations,while staying affordable for its customers and competitive withregards to competitors’ portfolios. The failure to do so could
result in the Company losing market share to competitors,
as well as affecting the Company’s return on investment withregards to future commercial aircraft products.
Policy and Legal: Aviation is a complex industry, with longproduct development cycles and where change takes along time to be implemented. A rapid evolution of climaterelated policies (such as carbon pricing policies andsustainable aviation fuel policies) and regulatory frameworks(CO 2 standards, sustainable finance, emissions trading
systems, aircraft operation restrictions among others) could
generate fast-changing requirements and could obstruct
new product development pathways. As aviation is a global
industry, policies and regulatory frameworks implemented atregional level rather than international level, or evolving at adifferent speed depending on the region, would unbalance acompetitive level playing field for manufacturers and operators
possibly creating market distortion. This could result in a lossof competitiveness for the Company.

Reputation: Reputational risks could be divided in several
categories. Firstly, there is a risk that misperceptions about
the Company’s environmental performance is used as a key
decision-making criteria for consumers, investors, or even new
talents. Secondly, there is a risk that the Company’s reputationis damaged by growing societal concerns about the climatechange impact of aviation or by the lack of transparency on
progress made to address climate-related issues.
As an example, the Company was the first manufacturer todisclose its ambition to bring a zero-emission aircraft to themarket. If the ambition is perceived as unattainable or if theCompany is not able to deliver on its ambition it could result
in reputational damage leading to reduced investment, loss ofrevenues and reduced attractiveness. A similar situation could
occur if the Company’s environmental performance is not on
par with its expressed ambition.

Physical Risks
The foreseen consequences of climate change include harsher
average weather conditions and more frequent extreme weather
events, such as hurricanes, hail storms, heat waves or extreme
cold spells. To cope with degraded operational conditions,costly, time-consuming and more frequent redesigns may berequired by the Company to improve its products to meet more
stringent regulation and certification criteria or standards.
The effects of climate change on weather conditions may
impact operating conditions of the Company’s industrial
activities (including the activities of its supply chain) withhigher occurrence and severity of, for instance, hurricanes,
hail storms or floods. As a consequence, industrial activities
may be disrupted or interrupted if a part of the Company’s
industrial system or its supply chain is affected or impaired bysuch events. The Company’s future installations may require
more stringent requirements and planning to withstand more
intense weather events.

Regulatory Risks
The Company’s expenditure associated with environmental,
human rights, health and safety challenges may increase due
to both increased costs of compliance with regulations in thoseareas as well as reputational and litigation risks.
Given the scope of its activities and the industries in which it
operates, the Company is subject to stringent environmental,
human rights, health and safety laws and regulations in numerous
jurisdictions around the world. The Company therefore incurs,and expects to continue to incur, significant capital expenditureand other operating costs to comply with increasingly complex
laws and regulations covering the protection of the naturalenvironment as well as occupational health and safety and humanrights. Health and safety expenditures include investments in
the identification and the prevention, elimination or control ofphysical and psychological risks to people arising from work,
including chemical, biological, mechanical and physical agents.
Risks that could arise from work activities include the possibilityof injury, physical and mental ill-health, damage to equipment,
business interruption and regulatory action. Any reputational

24

Airbus / Annual Report – Registration Document 2020

risk and claims against the Company that may result will alsoneed to be managed and may lead to additional health andsafety expenditure being required. In 2020, the Company
introduced stringent COVID-19 risk management measures in
the workplace. However, Company employees have inevitably
faced additional physical and mental ill-health risks due to the
COVID-19 crisis. The COVID-19 pandemic and associated publichealth controls, combined with reduced social contact, has led
to health, financial and social uncertainty for many individuals.
Environmental protection expenditures include costs to prevent,control, eliminate or reduce emissions to the environment, waste
management, the content of the Company’s products, andreporting and warning obligations. Current trends indicate that
regulatory pressure on the international scene to reduce theenvironmental footprint of industry is steadily growing (circular
economy and resources efficiency, energy transition and climatechange engagement, air and water quality improvement).
Moreover, new laws and regulations, the imposition of tougher
license requirements, increasingly strict enforcement or new

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

interpretations of existing laws and regulations may cause theCompany to incur increased capital expenditure and operating
costs in the future in relation to the above, which could have anegative effect on the Company’s business, results of operations
and financial condition.
If the Company fails to comply with environmental, humanrights, health and safety laws and regulations, even if caused
by factors beyond its control, that failure may result in the levyingof civil or criminal penalties and fines against it. Regulatory
authorities may require the Company to conduct investigations
and undertake remedial activities, curtail operations or close
installations or facilities temporarily to prevent imminent risks.
In the event of an industrial accident or other serious incident,
employees, customers and other third parties may file claims
for ill-health, personal injury, or damage to property or theenvironment (including natural resources). Further, liability undersome environmental, human rights, health and safety laws canbe imposed retrospectively, on a joint and several basis, andin relation to contaminated sites, without any finding of noncompliance or fault. These potential liabilities may not always
be covered by insurance, or may be only partially covered.
The obligation to compensate for such damages could have anegative effect on the Company’s business, results of operations
and financial condition.
In addition, the various products manufactured and sold by
the Company must comply with relevant health, safety andenvironmental laws, for example those designed to protect
customers and downstream workers or communities, and those
covering substances and preparations, in the jurisdictions inwhich they operate. Although the Company seeks to ensurethat its products meet the highest quality standards, increasingly
stringent and complex laws and regulations, new scientificdiscoveries, delivery of defective products or the obligation to
notify or provide regulatory authorities or others with required
information (such as under the European Union Regulation
known as “REACH”, which addresses the production and useof chemical substances) may force the Company to adapt,
redesign, redevelop, recertify and/‌or eliminate its products fromthe market thereby incurring significant additional costs. Seizuresof defective products may be pronounced, and the Company
may incur administrative, civil or criminal liability. Any problems
in this respect may also have a significant adverse effect on the
reputation of the Company and lead to a decline in demand forits products and services.
Despite compliance with all applicable laws and regulations,the Company’s reputation and the demand for its products may
also be affected by the public perception of environmental andsocietal impacts of the Company’s products in operation (such as
the emission of greenhouse gases or noise) and of the impacts of
the Company and its supply chain industrial operations on local
communities, on the environment and on air and water quality.
The Company cannot predict at this time, the impact on it as aresult of environmental, human rights, health and safety matters,
and may be adversely affected by them in the manner describedabove. For further information on sustainability-related risks,see “– 1.2. Non-Financial Information – 1.2.1 The Company’s
Approach to Sustainability”.

Airbus / Annual Report – Registration Document 202025

Chapter

1
26

Airbus / Annual Report – Registration Document 2020

1

Information on
the Company’s Activities
1.1
1.1.1
1.1.2
1.1.3
1.1.4
1.1.5
1.1.6
1.1.7
1.1.8

Presentation of the Company
Overview
Airbus (Commercial Aircraft)
Helicopters
Defence and Space
Investments
Insurance
Legal and Arbitration Proceedings
Research and Technology

28
28
32
41
45
51
51
52
54

1.2
1.2.1
1.2.2
1.2.3

58
58
63

1.2.4
1.2.5
1.2.6
1.2.7

Non-Financial Information
The Company’s Approach to Sustainability
Lead the Journey Towards Clean Aerospace
Build Our Business on the Foundationof Safety and Quality
Respect Human Rights and Foster Inclusion
Exemplify Business Integrity
Responsible Supply ChainCommunity Engagement

1.3

Recent Developments

95

73
78
86
89
94

Airbus / Annual Report – Registration Document 202027

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

1.1 Presentation of the Company
1.1.1 Overview
Due to the nature of the markets in which the Company operates and the confidential natureof its businesses, any statements with respect to the Company’s competitive position set out
in paragraphs 1.1.1 through 1.1.5 below have been based on the Company’s internal information
sources, unless another source has been specified below.
Airbus pioneers sustainable aerospace for a safe and united
world. The Company constantly innovates to provide efficient andtechnologically-advanced solutions in aerospace, defence, andconnected services. In commercial aircraft, Airbus offers modern
and fuel-efficient airliners and associated services. Airbus is alsoa European leader in defence and security and one of the world’s
leading space businesses. In helicopters, Airbus provides themost efficient civil and military rotorcraft solutions and services
worldwide.

Strategy2020 has been an unprecedented year for the aviation industry
across the globe. The COVID-19 outbreak has demonstrated how
severely and fast black swan events can impact the business.
In this new environment, the purpose “We pioneer sustainableaerospace for a safe and united world” and the key elementsof the strategy will support Airbus to focus its efforts around what
Airbus contributes to the future.
1. Continue to Grow Airbus as an Aerospace and Defence
leader
2. Leveraging its European roots while pursuing a Global reachthrough local actions
3. Continue to Invest in the Future and in an evolving andcompetitive environment through the right combination of
growth, profitability and resilience4. Lead the Transformation of the Aerospace Industry to meet
progressing Environmental, Societal and Governance standards
The strategy answers: 1) what kind of leadership the Company
bases its success on, 2) how the Company defines its local
and international role, 3) how the Company secures resources
to invest in this global leadership, and 4) what role it will take intransforming the industry in line with environmental, social andgovernance standards going forward.

1. Continue to Grow Airbus as an Aerospaceand Defence Leader
Leadership today is not a guarantee for leadership tomorrow. It’s
the belief of the Company that winning in the future needs to beearned through continuous pioneering both on and around ourcurrent portfolio as well as when preparing the future generation
products and related services. All executed with the highest
quality and safety standards possible.

28

Airbus / Annual Report – Registration Document 2020

1.1 Keep Current Portfolio Young and Competitive
Airbus financial success is strongly linked to capitalising on
Airbus current commercial aircraft portfolio through incremental
improvements. Airbus estimates that all current products havea substantial upside leading to exceptional longevity. This has
been done visibly through NEO versions of A320 and A330 andstretches such as the A321XLR, but also in small steps every day
on every product. The A330neo and the A350 XWB both deliver
high levels of fuel efficiency (25% saving in fuel consumption
compared to previous generation aircraft), accelerated pilot
onboarding (all wide-body aircraft benefit from a common typerating making pilot training shorter, smoother and lower cost),
and dream-inducing comfort through the exclusive Airspacecabin, setting a modern benchmark in passenger comfort andwellbeing.
Airbus’ aircraft are also very well suited to serve freighter and VIPmarkets and are proven to be competitive in selected militaryniches. With the same logic, the helicopter portfolio expands
through military versions of successful commercial products. In
the military field, Eurofighter has a performance today beyond
customer’s initial targets through intelligent upgrades, andremains a very strong competitor for export markets.

1.2 Pioneering for the Next Generation
In preparing their succession, the quest for sustainability willbe the game changer that secures continuation of the larger
purpose; to unite the world. This quest will fundamentally change
aerospace. Not since the introduction of the jet engine has theindustry been in front of such a challenge, in particular aroundnew energy sources. However new certification challenges,
new materials, new designs, new industrial processes, newbusiness models will also be assessed and could be a sourceof opportunity. In short, Airbus targets to set the standards andmature the technologies of sustainable aviation.

1.3 Build Advantages through a Broad Span
within Aerospace and Defence
The synergy of a broad portfolio and the resilience it brings is at
the core for Airbus now and also in the future. Most aerospaceplayers nurture a substantial defence and space element in theirportfolio to gain synergies and increase stability. For Airbus
this is also the path, with the commercial aircraft, helicopters,
defence and space activities all part of the portfolio. Hencegovernmental/military and commercial business, productand services, fixed wing and rotary, satellites and launchers,
self and customer funded are elements balancing the market
variations, bringing synergies as well as the investment cycles.

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

Additionally, as Digital Design, Manufacturing & Services require
similar capabilities across aerospace segments, owning a broad
portfolio delivers flexibility in resource allocation and reuse ofinvestments in core capabilities. It is also vital, as seen in the
COVID-19 crisis to have strong and complementary businesses
alongside commercial aviation within its portfolio.

resilience and prepare for future investments. As the Company
delivers on its strategy as a leader with European roots andglobal reach, the Company is uniquely positioned to pioneer thisindustry, deepen the intimacy with its customers, expands its rolein Defence, Space and Helicopters whilst delivering shareholder
returns in line with market expectations.

1.4 Expand as a Leader Towards New Territories

4. Lead the Transformation of the Aerospace
Industry to Meet Emerging Environmental,
Societal and Governance Standards

Urban Air Mobility (“UAM”) is in the forefront of a revolution to
make mobility a three dimensional play in the future. Hence
capturing growth in new Vertical Take-Off and Landing(“VTOL”) / UAM markets on both platforms and services is amajor contribution to the helicopter strategy. For defence, theAir and Space power, combining aircraft, unmanned systems
and space assets managed with a cloud structure for commandand control, will revolutionise performance of Airbus’ customers
defence needs. In commercial, the quest towards climate neutral
solutions will be the game changer.

2. Leveraging its European Roots while Pursuinga Global Reach through Local Actions
In the past 50 years Airbus went from being a cooperation of
local aerospace companies in four European countries to a
global leader in commercial aerospace with a strong footholdin defence and space. The ability of industrialists in Europe towork together towards a common goal of creating one leading
player in commercial aerospace was decisive to the successstory of the Company. Such European vision obviously includes
the UK as one of its founding countries.
No aerospace and defence company is more culturally andhumanly diverse than Airbus. About 140 nationalities make up
the Company’s workforce and over 20 languages are spoken,
reflecting the diversity of its global market and customer base.
This is a key strength of the Company in addressing global
markets. Airbus has built on its strong European heritage to
become truly international – with roughly 180 locations and morethan 1,000 direct suppliers globally. The Company has aircraft
and helicopters final assembly lines across Asia, Europe andthe Americas.

3. Continue to Invest in Airbus’ Future
in an Evolving and Highly Competitive
Environment through the Right Combinationof Growth, Profitability and Resilience
Aerospace is a major backbone of the global economy anda vital service to people and businesses. Resilience throughhaving sufficient funds available to withstand the first shock;close cooperation with stakeholders to ensure that the overall
travel value chain survives; seamless coordination along the
supply-chain to detect issues rapidly; reinforcement of balance
sheet to continue investing in future competitiveness; are allcore to ensure the industry keeps delivering its purpose to theworld economy.
The Company believes that the way to remain attractive toinvestors, employees and society at large is to be at the forefrontof innovations and to lead in the global market. This requires
discipline on both revenues and the cost base throughout
all businesses to gain sufficient volume and profitability tocontinuously drive the industry forward as a leader. Having
successfully increased revenue and profit in recent years,
continuous improvement is a must to further support Airbus’

1

In essence aviation’s licence to grow in the future is linked tosustainability. Improving the environment is at the top of agendas
throughout the world. While one may argue for limiting mobility,
the Company believes the solution should not hinder connecting
and uniting people around the world. Making the world a smaller
and more transparent place to live makes it safer and moreinteresting for all. Discover, learn, share and keep safe are partof basic human needs and a guiding star for the Company. Air
travel brings prosperity through the connections it makes. One
in ten jobs around the world is in the travel and tourism industry,
and aircraft are the veins in this system. Prosperity is required todeliver the climate neutral transformation of the industry. Hence,the purpose of the Company is to find ways to combine travel
and uniting people in a sustainable and safe way. On top, social
sustainability and good governance are also integral parts andkey to manage the Company’s vision for a sustainable future.
Airbus’ business is deeply connected with Environmental, Social,and Governance (“ESG”) objectives. The Company believeshaving more to offer society and need to be continuously awareof its broader impacts.

4.1 Lead the Journey towards Clean Aerospace
Airbus and the industry at large must ultimately determine ways
to eliminate the impact of the aviation industry on climate. This
must be achieved by the current generation. It’s expected by
the flying public and by society at large. Working with Aviation
bodies Airbus strives to set the industry on a strong path to thelowest climate impact solutions as part of its commitment to
the Paris Agreement. The Company is rising to the challenge ofclimate change and targets to significantly reduce the climate
impact of the aviation sector.
Two main routes are currently followed in parallel to lead thetransition of the aviation industry to the lowest climate impact
solution. Success in both routes is necessary to reach climate
targets. Within Airbus they are named eFuel, sustainable aviation
fuel, and ZEROe (zero-emission) through new hydrogen powered
aircraft solutions.
eFuel. Focus is on how to increase SAF developments as thiswill play a key role in reducing the environmental footprint of theaviation industry. Production, distribution and ways to make itaffordable are all part of this route. The Company has alreadysuccessfully established SAF flights out of Hamburg with its
Beluga transport aircraft since December 2019 and now also
introduces SAF in the delivery of aircraft to customers. However,volume and pricing of SAF is still far from where it needs to be
today to go mainstream.
ZEROe. The Company revealed three concepts for the world’s
first zero-emission commercial aircraft in September 2020.
These concepts each represent a different approach to achieving
zero-emission flight, exploring various technology pathways andAirbus / Annual Report – Registration Document 202029

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

aerodynamic configurations in order to support the Company’s
ambition of leading the way in bringing the lowest possible
climate impact solutions to the aviation industry.

Organisation of the Company’s
Businesses

Beyond the aircraft itself, in order to tackle these challenges,
airports will also require significant hydrogen transport andrefuelling infrastructure to meet the needs of day-to-day
operations.

The Company has organised its businesses into the following threeoperating segments: (i) Airbus, (ii) Helicopters and (iii) Defence
and Space. The chart set out in “– General Description of
the Company and its Share Capital – 3.3.6 Simplified Group
Structure Chart” illustrates the allocation of activities.

The Company’s ambition is to enter into commercial service thefirst zero-emission aircraft by 2035.

4.2 Build our Business on the Foundationof Safety

Airbus is one of the world’s leading aircraft manufacturers ofpassenger and freighter aircraft and related services.

Safety cannot be compromised. That’s why the number one
priority for the Company is safeguarding those who interact
with its services and everyone (and everything) that flies aboard
or interacts with one of its products. To this end, the Company
tackles the product safety approach end to end, and theCompany aims to exceed industry standards, focus on safetyenhancements in its product line, and support the safe operationof all its products.

In 2020, Airbus delivered 566 aircraf t (compared to
863 deliveries in 2019) and received 383 gross orders(compared to 1,131 gross orders in 2019). After accounting
for cancellations, net order intake for 2020 was 268 aircraft(compared to 768 aircraft in 2019). As of 31 December 2020,
Airbus’s backlog of commercial orders was 7,184 aircraft(compared to 7,482 aircraft in 2019).

As for employee health and safety, the Company aims topermanently and sustainably transform the way the Company
thinks and acts in regards to health and safety in the workplace.
For the Company it’s about more than preventing occupational
accidents, and it applies to everyone impacted by the business.
Beyond product and people safety, the Company supports
national customers with solutions in their role of guaranteeing
safety to their overall populations.

4.3 Respect Human Rights and Foster Inclusion
The Company’s respect for human rights is an essential partof responsible business conduct in its business activities
and throughout the value chain. The Company believes
that everyone who works either for or with the Company
contributes to its continued innovation, creativity, and businesssuccess. Therefore, it’s imperative that the Company fosters
empowerment, collaborative working, inclusiveness and diversity
to enable a workplace to which people can bring their best
selves. The Company ensures that its employees have accessto a wealth of education and employee mobility opportunities
to grow their skills because the Company strongly believes amore-educated workforce is a more-empowered workforce.

4.4 Exemplify Business Integrity
As the Company’s operations span across more than
100 countries, it has a clear obligation to act in conformity tolaws and regulations wherever the Company is in the world.
The Company conducts its business ethically, based on its
values, and not only in compliance with laws and regulations.
Furthermore, the Company strives for a culture of integrity in its
people, partners and suppliers.
In an effort to improve accountability, the Company isstrengthening its current compliance programmes and with theintention to become a benchmark in this area. To this end, theCompany has established a dedicated Ethics & Complianceprogramme and organisation, ensuring that ethical and compliant
behaviour is deeply embedded throughout the Company,
supported by clear Code of Conduct and Integrity Principles.
The Company has an enhanced anti-corruption policy and has
conducted more than 160,000 awareness training in the past
three years alone.

30

Airbus (Commercial Aircraft)

Airbus / Annual Report – Registration Document 2020

In 2020, Airbus (Commercial Aircraft) recorded total revenues of€ 34.25 billion – representing 67% of the Company’s revenues.
See “– 1.1.2 Airbus”.

Helicopters
Airbus Helicopters is a global leader in the civil and militaryrotorcraft market, offering one of the most complete and modern
ranges of helicopters and related services. This product range
currently includes light single-engine, light twin-engine, medium
and medium-heavy rotorcraft, which are adaptable to all kindsof mission types based on customer needs.
Airbus Helicopters delivered 300 helicopters in 2020(332 in 2019) and received 268 net orders in 2020 (comparedto 310 net orders in 2019). Order intake amounted to € 5.52 billion(2019: € 7.18 billion). Military contracts accounted for 59% of thisorder volume, with civil sales representing the remaining 41%.
At the end of 2020, Airbus Helicopters order book stood at 663
helicopters (2019: 695 helicopters).
In 2020, Airbus Helicopters recorded total revenues of€ 6.25 billion, representing 12% of the Company’s revenues.
See “– 1.1.3 Helicopters”.

Defence and Space
Airbus Defence and Space is Europe’s number one defence andspace enterprise, one of the world’s leading space companies
and among the top 10 global defence enterprises. Defence
and Space puts a strong focus on core businesses: space,
military aircraft, missiles and related systems and services.
Airbus Defence and Space is organised in four Programme Lines:
Military Aircraft; Space Systems; Connected Intelligence andUnmanned Aerial Systems. Airbus Defence and Space develops,
produces and maintains cutting-edge products, systems andservices, enabling governments, institutions and commercial
customers to protect people and resources.
In 2020, Airbus Defence and Space recorded total revenuesof € 10.4 billion, representing 21% of the Company’s revenues.
See “– 1.1.4 Defence and Space”.

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

1

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

2020

2019

2018

Airbus34,25054,77547,970Airbus Helicopters

6,251

6,007

5,934

Airbus Defence and Space

10,446

10,907

11,063

Subtotal segmental revenue

50,947

71,68964,967

Eliminations(1)(1,035)(1,211)(1,260)Total

49,91270,47863,707(1) “Eliminations” comprise activities not allocable to the Reportable segments, combined together with consolidation effects.

ORDER INTAKE BY BUSINESS SEGMENT
2020

2019

(In € billion) (In percentage)(1)

Airbus

16.1

48.1%

2018

(In € billion) (In percentage)

(1)

65.8

(In € billion) (In percentage)(1)

80.7%

41.5

73.7%

Airbus Helicopters

5.5

16.4%

7.2

8.8%

6.3

11.3%

Airbus Defence and Space

11.9

35.5%

8.5

10.5%

8.4

15.0%

Subtotal segmental order intake

33.5

100%

81.5

100%

56.3

100%

Eliminations

(0.2)

(0.3)

(0.8)

Total

33.3

81.2

55.5

(1) Before “Eliminations”.

ORDER BACKLOG BY BUSINESS SEGMENT
31 December
2020

2019

(In € billion) (In percentage)(1)2018(In € billion) (In percentage)(1)(In € billion) (In percentage)(1)

Airbus

324.7

86.8%

424.1

89.7%

411.7

89.1%

Airbus Helicopters

15.8

4.2%

16.6

3.5%

14.9

3.2%

Airbus Defence and Space

33.5

9.0%

32.3

6.8%

35.3

7.7%

Subtotal segmental order backlog

374.0

100%

473.0

100%

461.9

100%

Eliminations

Total

(0.9)

(1.5)

(2.4)

373.1

471.5

459.5

(1) Before “Eliminations”.

Airbus / Annual Report – Registration Document 202031

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

Relationship between Airbus SE and the Company
Airbus SE itself does not engage in the core aerospace, defenceor space business of the Company but coordinates related
businesses, sets and controls objectives and approves majordecisions for the Company. As the parent company, Airbus SE
conducts activities which are essential to the Company’s activities
and which are an integral part of the overall management of theCompany. In particular, finance activities pursued by Airbus SE
are in support of the business activities and strategy of theCompany. In connection therewith, Airbus SE provides or
procures the provision of services to the subsidiaries of theCompany. General management service agreements have been
put in place with the subsidiaries and services are invoiced ona cost plus basis.

For management purposes, Airbus SE acts through its Boardof Directors, Executive Committee, and Chief Executive Officer inaccordance with its corporate rules and procedures as described
below under “– Corporate Governance – 4.1 Management andControl”.
Within the framework defined by Airbus SE, Airbus, each Division,
Business Unit and subsidiary is vested with full entrepreneurial
responsibility.

1.1.2 Airbus (Commercial Aircraft)
Airbus is one of the world’s leading aircraft manufacturers ofpassenger and freighter aircraft and related services. In orderto help shape the future of air transportation, Airbus seeksinnovative technological solutions and the most efficient sourcing
and manufacturing possible – so airlines can grow sustainably
and people can connect. Airbus’ comprehensive product line
comprises successful families of jetliners ranging in capacityfrom 100 to more than 600 seats: the A220 Family; the A320
Family, which is civil aviation’s best-selling product line; the A330
Family, including the advanced A330neo; the latest generation
widebody A350 XWB; and the double-deck A380. Across its
aircraft families Airbus’ solutions ensure that aircraft share highcommonality in airframes, on-board systems, cockpits andhandling characteristics. This significantly reduces operating
costs for airlines. See “– 1.1.1 Overview” for an introduction to
Airbus.
Airbus’ global presence includes activity in Europe (France,
Germany, Spain and the UK), as well as in Canada, and moreglobally at fully-owned subsidiaries in the US, China, Japan, Indiaand in the Middle East. Airbus also has spares centres as well as
engineering and training centres worldwide. There are also hubs
and field service stations around the world. Airbus also relies on
industrial co-operation and partnerships with major companies
and an extensive network of suppliers around the world.

Strategy
Airbus’ purpose “We pioneer sustainable aerospace for asafe and united world” and the key elements of the strategy
will support Airbus to focus its efforts and make a sustainable
contribution to the future.
Airbus aims to keep its current commercial aircraft portfolio
young and competitive through incremental improvements,
while at the same time pioneering for the next generation. In
preparing the succession, the quest for sustainability will be thegame changer. Airbus targets to set the standards towards thelowest climate impact solutions and mature the technologies ofsustainable aviation. Sustainable Aviation Fuel (“SAF”) will playa key role in reducing the environmental footprint of the aviationindustry. Hydrogen is part of the solution. In September 2020,
the Company revealed three concepts for the world’s first zero
emission commercial aircraft.

32

Airbus / Annual Report – Registration Document 2020

Aerospace is a major backbone of the global economy and a vital
service to people and businesses. Airbus will continue to invest
in its future in an evolving and highly competitive environment
through the right combination of growth, profitability and resilience.
Airbus intends to further strengthen the industrial set-up andindustrial flow. The further transformation of the industrial value
chain will ultimately improve quality, competitiveness, agility andsustainability of the entire ecosystem. As seen in the COVID-19
crisis, it is vital to have strong and complementary businesses
alongside commercial aviation within its portfolio.
For further information, see “– 1.1.1 Overview - Strategy”
and “– 1.2 Non-Financial Information – 1.2.2 Lead the Journey
towards Clean Aerospace – Environment”.

MarketMarket Drivers
In the long term the main factors affecting the commercial
aircraft market include passenger demand for air travel, airline
pricing policies and resultant yields, cargo activity, economic
growth cycles, evolution of fuel price, national and international
regulation, the rate of replacement and obsolescence of existing
fleets, the availability of aircraft financing sources and market
evolutionary factors. The performance, competitive posture andstrategy of aircraft manufacturers, airlines, cargo operators andleasing companies as well as wars, political unrest, pandemics
and extraordinary events may also precipitate changes indemand and lead to short-term market imbalances. For further
information, see “– Risk Factors – Business-Related Risks –Commercial Aircraft and Helicopter Market Factors”.
2020 has been an unprecedented year for the aviation industry
due to the COVID-19 pandemic. After global air traffic reached alow point in April, domestic travel started to recover slowly until
after the summer, albeit at a very different pace between regions.
The recovery came to a halt in the last quarter. Internationaltraffic remained weak throughout the year. Overall, passenger
air traffic – measured in RPKs – declined by 66% in 2020 versus
2019 according to IATA.

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

At the beginning of 2021, with the emergence of new virus
variants, many countries including China have further tightened
travel restrictions adversely impacting worldwide traffic below
pre-COVID-19 levels.
The impact of the pandemic and its associated travel limitations
and restrictions was deep and immediate, firstly upon airlines
and airports and flowing quickly into the supply of aircraft andassociated services. Based on assessments of key factors suchas the international response to the pandemic, the development
and accessibility of vaccines and subsequent easing of travel
limitations and restrictions, and the consequences for economic
recovery and passenger perceptions, current projections suggestthat domestic air travel will be the first to recover followed byregional travel. Long-haul international travel (mostly operated by
widebody aircraft) will take longer to recover, hindered in somecases by the potential for lingering border restrictions.
Despite the severity and speed at which this downturn impacted
the industry in 2020, Airbus delivered 566 new aircraft to 87
customers and achieved a net order intake of 268 aircraft.
At the end of 2020 Airbus maintained a firm order backlog of
7,184 aircraft, just over 80% from the A320 family.
The Company continues to expect the commercial aircraft
market to return to pre-COVID levels between 2023 and 2025
and that the pandemic has not structurally changed the longterm market for commercial aircraft.
Overall growth. The long-term market for passenger aircraft
depends primarily on passenger demand for air travel, which
is itself primarily driven by economic or GDP growth, trade,fare levels and demographic growth. Measured in revenue
passenger kilometres, air travel increased in every year from1967 to 2000, except for 1991 due to the Gulf War, resulting inan average annual growth rate of 7.9% for the period. Demand
for air transportation also proved resilient in the years following
2001, when successive shocks, including 9/11 and SARS in
Asia, dampened demand.
At the end of 2008 and in 2009, the financial crisis and global
economic difficulties witnessed resulted in only the third period ofnegative traffic growth during the jet age, and a cyclical downturn
for airlines in terms of traffic (both passenger and cargo), yields
and profitability. Despite these perturbations, the market
recovered, driven by the underlying demand for air transport.
After 2009 until the current crisis, the industry benefited from a
prolonged period of stability which enabled airlines to collectively
deliver profitability at historically high levels.
The fundamental drivers behind the need for air transport remainunchanged, as a means for enabling physical links between
peoples and distribution of goods at a global scale. However it
is an activity which must be conducted in a sustainable manner,and Airbus is committed to pioneering sustainable aviation. As
more governments pass legislation to drive towards net-zeroemissions of carbon dioxide, aviation will play its part. Airbus
is focused on providing more fuel efficient aircraft for fleet
replacement and growth.
Through its analysis Airbus continues to believe in the long-term
growth potential of our industry, with a continuing drive to thesustainable operation of commercial aircraft aimed at meetingthe needs of both the environment and air passengers in the
coming years.

1

Growth and Replacement. Air transport is a global industry anddemand for aircraft is subject to differences in the performanceof national and regional economies as well as the evolution ofenergy costs. However aircraft are liquid assets that can be
moved from one region to another and this provides a degreeof mitigation to fluctuation of demand.
At the end of 2020, Airbus’ backlog was 7,184 aircraft, a reductionof 298 versus the prior year. Close proximity and attentivenessto customer needs has enabled careful management of thisbacklog to mitigate the effect on production rates from thepandemic, and third-parties financiers have continued to support
the delivery of new, more environmentally-efficient aircraft.
Airline network development: “hub” and “point-to-point”
networks. Following deregulation, major airlines have sought
to tailor their route networks and fleets to continuing changes
in customer demand. Accordingly, where origin and destination
demand prove sufficiently strong, airlines often employ direct,
or “point-to-point” route services. However, where demand
between two destinations proves insufficient, airlines havedeveloped highly efficient “hub and spoke” systems, which
provide passengers with access to a far greater number of air
travel destinations through one or more flight connections.
The chosen system of route networks in turn affects aircraft
demand, as hubs permit fleet standardisation around both
smaller aircraft types for the short, high frequency and lower
density routes that feed the hubs and larger aircraft types forthe longer and higher density routes between hubs, themselves
large point-to-point markets. As deregulation has led airlines
to diversify their route network strategies, it has at the sametime therefore encouraged the development of a wider rangeof aircraft in order to implement such strategies.
Airbus, like others in the industry, believes that route networks
will continue to grow through expansion of capacity on existing
routes and through the introduction of new routes. These newroute markets are expected to be well served by the Airbus
product offering, such as the A350 XWB and A330neo. Airbus
believes that it is well positioned to meet current and future
market requirements given its complete family of products.
Once the air transport industry rebuilds after the COVID-19
crisis, airlines will review their positioning and business models
in the frame of restructuring their operations. Airbus expects
that existing networks will in the most part be continued, but
airlines will also have the opportunity to develop their networks
differently having undergone a forced, temporary downsizing.
The availability from 2023 onwards of new-generation longerrange single-aisle aircraft such as the A321XLR will provide
greater optionality to airlines.
Alliances. The development of world airline alliances has
reinforced the pattern of airline network development describedabove. According to data from Cirium, a UK-based aviationindustry consultancy, one-third of the world’s jetliner seats
being flown today are operated by just 15 airlines. In the 1990s,
the major airlines began to enter into alliances that gave eachalliance member access to the other alliance members’ hubs androutings, allowing airlines to concentrate their hub investments
whilst at the same time extending their product offering andmarket access.

Airbus / Annual Report – Registration Document 202033

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

Market Structure and Competition
Market segments.
Airbus competes in each of the four principal market segments
for aircraft with more than 100 seats.
“Small” aircraft, such as the A220 and A320 Families, having
100 to more than 200 seats, and which are used principally forshort-range and medium-range routes of up to 3,000 nautical
miles.
“Medium” aircraft typically offer up to 300 seats on routes of
up to 5,000 nautical miles. This includes long range versionsof the A321, such as A321XLR, as well as the A330 Family.
“Large” aircraft, such as the A350XWB, are widebody twinaisle which seat more than 350 passengers on routes of up to
10,000 nautical miles.
Freight aircraft, which form a fourth, related segment, are a
combination of new build and converted ex-passenger aircraft.
Converted aircraft are prevalent in the expanding e-commercemarket which typically sees relatively low aircraft utilisation.
This can provide an economical “second life” for in-service
aircraft from the A320 and A330 families. See “– Airbus Canada,
Regional Aircraft, Aerostructures, Seats, Aircraft Conversion– EFW”.
Airbus also competes in the corporate, VIP business jetmarket with the ACJ. The ACJ portfolio is composed of the
ACJA319neo, the ACJA320neo, the ACJA330neo and the
ACJA350. To complete the ACJ family, Airbus launched, in
October 2020, the ACJ220. The entry into service is targetedfor 2023.
Geographic differences. The high proportion of single-aisle
aircraft in use in both North America and Europe reflects the
predominance of domestic short-range and medium-range
flights, both from the expansion of the low-cost carrier andparticularly in North America due to the development of hubs
following deregulation. In comparison with North America andEurope, the Asia-Pacific region uses a greater proportion oftwin-aisle aircraft, as populations tend to be more concentrated
in fewer large urban centres. The tendency towards the useof twin-aisle aircraft is also reinforced by the fact that many of
the region’s major airports limit the number of flights, due toenvironmental concerns or the infrastructure constraints that
limit the ability to increase flight frequency. These constraints
necessitate higher average aircraft seating capacity per flight.
However, Airbus believes that demand for single-aisle aircraft in
Asia will grow over the next 20 years, particularly as domestic
markets in China and India and low-cost carriers continue todevelop in the region.
Competition. Airbus has been operating in a competitive
duopoly since Lockheed’s withdrawal from the market in 1984
and Boeing’s acquisition of McDonnell Douglas in 1997. As aresult, the bulk of the market for passenger aircraft of morethan 150 seats have been manufactured by either Airbus or
Boeing.

34

Airbus / Annual Report – Registration Document 2020

Nevertheless, the high technology and high value nature of
the business makes aircraft manufacturing an attractive
industry in which to participate, and besides Boeing, Airbus
faces international competitors. Embraer, who originally was
primarily focused on the regional market, has also focusedon the development of larger airplanes. Additionally, othercompetitors from Russia, Japan and China will enter the 70
to 150 seat aircraft market over the next few years, and today
some studying larger types. China is progressing with thedevelopment of the COMAC C919.
In February 2020, Airbus SE, the Government of Québec
and Bombardier Inc. agreed upon a new ownership structure
for the A220 programme, whereby Bombardier transferred
its remaining shares in Airbus Canada Limited Partnership(Airbus Canada) to Airbus and the Government of Québec.
This agreement brings the shareholdings in Airbus Canada,
responsible for the A220, to 75% for Airbus and 25% for theGovernment of Québec respectively. The Government’s stake isredeemable by Airbus in 2026 – three years later than before. Aspart of this transaction, Airbus, via its wholly owned subsidiary
Stelia Aerospace, acquired the A220 and A330 work package
production capabilities from Bombardier in Saint-Laurent,
Québec.
The partnership brings together two complementary productlines, the A220-100 and A220-300, targeting the 100-150 seatmarket segment with an addressable market of at least 7,000
new aircraft over the next 20 years in the segments in which
they compete.
Airbus Canada benefits from Airbus’ global reach, scale,procurement organisation and expertise in selling, marketingand producing the A220. Significant production efficiencies are
anticipated by leveraging Airbus’ production ramp-up expertise.
In August 2019, Airbus started manufacturing the A220 alsoin Airbus’ facility in Mobile, delivering its first US-assembled
A220-300 aircraft in October 2020.

Customers
As of 31 December 2020, Airbus had 428 customers and a totalof 20,376 aircraft had been ordered, of which 13,192 aircraft
had been delivered to operators worldwide. The net backlog
stood at 7,184 aircraft.
The table below shows Airbus’ largest commitments in terms of
total gross firm orders by customer for the year 2020.
Customers

Firm orders(1)AIR LEASE CORPORATION103

SPIRIT AIRLINES100

AERCAP

50

CALC

40

BOC AVIATION

20(1) Options are not included.

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

1

Products
The Family Concept – Commonality acrossthe Fleet
Airbus’ aircraf t families promote fleet commonality.
This philosophy takes a central aircraft and tailors it to create
derivatives to meet the needs of specific market segments.
For example, both variants of the A220 have a significant
level of common parts and can be operated by a single
pilot pool. Alternatively, the A320, A330, A350 and A380 all
share the same cockpit philosophy, fly-by-wire controls andhandling characteristics, enabling pilots to transfer among theseaircraft within the Airbus family with minimal additional training.
Cross‑crew qualification across families of aircraft provides
airlines with significant operational flexibility. In addition, theemphasis on fleet commonality permits aircraft operators torealise significant cost savings in crew training, spare parts,
maintenance and aircraft scheduling. The extent of cockpit
commonality within and across families of aircraft is a uniquefeature of Airbus that, in management’s opinion, constitutes asustainable competitive advantage.
In addition, technological innovation has been at the core of
Airbus’ strategy since its creation. Each product in the Airbus
family is intended to set new standards in areas crucial toairlines’ success, such as cabin comfort, cargo capacity
performance, economic performance, environmental impact

and operational commonality. Airbus innovations often provide
distinct competitive advantages, with many becoming standard
in the aircraft industry.
A220 Family. Complementing the A320 Family, the A220-100
and A220-300 models cover the segment between 100 and 150
seats and offer a highly comfortable five-abreast cabin. With themost advanced aerodynamics, carbon fiber reinforced polymer(CFRP) materials, high-bypass Pratt & Whitney PW1500G
engines and fly-by-wire controls, the A220 delivers 25% lower
fuel burn per seat compared with previous generation aircraft. In
addition to the airliner versions, 2020 saw the launch of the ACJ
Two Twenty business jet, based on the A220-100, combining anintercontinental capability of over 12 hours flight duration withunmatched personal space and comfort. Airbus manufactures,
markets and supports A220 aircraft under the Airbus Canada
Limited Partnership agreement (q.v.) finalised in 2018. In 2020,
Airbus delivered the first US-assembled A220-300 aircraft from
Mobile, Alabama.
Primary competitors to the A220 Family are the Embraer
EMB190-E2 and EMB195-E2 and the Boeing 737 Max 7.
During 2020, Airbus received 64 gross orders for the A220
Family of aircraft and 30 net orders, with 38 aircraft having beendelivered.

A220 FAMILY TECHNICAL FEATURES (CURRENT VERSION)
Model

Entry-into-service

Passenger capacity(1)Range (km)Length (metres)

Wingspan (metres)

A220-100

2016

116

6,390

35.0

35.1

A220-300

2016

141

6,297

38.7

35.1

(1) Two-class layout.

A320 Family. With more than 15,500 aircraft sold, and nearly
9,700 delivered at the end of 2020, the Airbus family of singleaisle aircraft, based on the A320, includes the A319 and A321
derivatives, as well as the corporate jet family (including newmembers ACJ319neo and ACJ320neo). Each aircraft in the A320
Family shares the same systems, cockpit, operating procedures
and cross-section.
At 3.95 metres diameter, the A320 Family has the widest
fuselage cross-section of any competing single-aisle aircraft.
This provides a roomy six-abreast passenger cabin, a highcomfort level and a spacious under floor cargo volume. The A320
Family incorporates digital fly-by-wire controls, an ergonomic
cockpit and a modern structural material selection. The A320
Family’s primary competitor is the Boeing 737 series.
Airbus continues to invest in improvements across the productline, as exemplified by the development of the A320neo family,
including the A319neo, A320neo, A321neo and ACJ variantsof the A319neo & A320neo. The A320neo Family incorporate
many innovations including latest generation engines andcabin improvements which together deliver up to 20% in fuelsavings compared with earlier A320 family aircraft. The A320neo
with Pratt & Whitney engines was the first variant to receive
Type Certification, from EASA and FAA, in November 2015,
followed by the A320neo with CFM engines in May 2016.

The A321neo with Pratt & Whitney engines received Joint
Type Certification in December 2016 and with CFM engines inMarch 2017. Type Certification for the A319neo with CFM engines
was achieved in December 2018 with the Pratt & Whitney engine
variant the following year.
The A320neo Family versions have over 95% airframe
commonality with the A320ceo (current engine option) versions,enabling them to fit seamlessly into existing A320 Family fleets – a
key factor for Airbus customers and operators. All orders for theA318ceo have been met and a full transition to the Neo variantsof the other models is nearing completion. Continuing support
for the large in-service A320ceo fleet is undiminished as newopportunities arise, including those in the developing passengerto-freighter conversion market, with the first A321P2F aircraftfrom the ST Engineering / EFW (q.v.) conversion programme
entering service with Qantas in 2020.
Recognising a market requirement for increasing range
capability, the A321neo has been developed to incorporate
additional flexibility in cabin configuration with optional design
weight and fuel capacity enhancements to produce the 4,000nm
range capable A321LR. In 2019, Airbus launched the A321XLR,
combining single-aisle efficiency with widebody range andcomfort, and resulting in an unmatched product offering for all
operator types in the key mid-range market area.

Airbus / Annual Report – Registration Document 202035

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

Since its launch in December 2010, the A320neo Family hasreceived 7,451 firm orders from more than 100 customers, witha total of 1,617 aircraft delivered to the end of 2020. A320neo
deliveries commenced in February 2016 followed by the first
A321neo in April 2017 and in August 2019 the first A319neo.

Overall, the A320 family retains a 59% share of the backlog
against the Boeing 737 Family.
During 2020, Airbus received 296 gross orders for the A320
Family of aircraft and 263 net orders, with 446 aircraft having
been delivered.

A320 FAMILY TECHNICAL FEATURES (CURRENT VERSION)
Model

Entry-into-service

Passenger capacity(1)Range (km)Length (metres)

Wingspan (metres)

A318

2003

107

5,750

31.4

34.1

A319

1996

124

6,950

(2)

33.8

35.8(3)

A320

1988

150

6,100

(2)

37.6

35.8(3)

A321

1994

185

5,950(2)44.5

35.8(3)A319neo2019 (ACJ)

140

6,850

33.8

35.8

A320neo

2016

165

6,300

37.6

35.8

A321neo

2017

206

7,400

44.5

35.8

206

8,700

44.5

35.8

A321XLR(1) Two-class layout.
(2) Range with sharklets.
(3) Wingspan with sharklets.

A330 Family. With 1,809 aircraft sold (of which 331 A330neo) and
1,511 delivered, the A330 Family covers all market segments with
one twin-engine aircraft type and is designed to typically carry
between 250 and 300 passengers in three-class configurations
or over 400 passengers in high-density. The A330 Family offers
high levels of passenger comfort as well as large under-floor
cargo areas. The A330-200 version is also offered as a militaryplatform and as a cargo variant. A passenger-to-freighter
conversion is offered by the ST Engineering / EFW partnershipfor both the A330-200 & A330-300, meeting the logistical needsof the rapidly growing e-commerce market.
The competitors of the A330 Family are the Boeing 767,
777 and 787 aircraft series.

The latest evolution of the A330 Family is the A330neo(new engine option), comprising the A330-800 and A330-900
versions. These aircraft incorporate latest generation Rolls-Royce
Trent 7000 engines and enhanced aerodynamics for improved
fuel efficiency. The first flight of the A330-900 took place in
October 2017 and both Type Certification and first delivery wereachieved in 2018, with TAP Air Portugal taking delivery of its first
three A330-900s during the year. Certification and first deliveryof the A330-800, to Kuwait Airways, took place during 2020.
Airbus is continuously developing the A330 Family to keep theaircraft at the leading edge of innovation. From 2021, versionsof the A330neo will permit increased take-off weights of up to
251 tonnes, offering a 15,000km range for the A330-800.

A330 FAMILY TECHNICAL FEATURES
Model

Entry-into-service

Passenger capacity(1)Maximum range (km)Length (metres)

Wingspan (metres)

A330-200

1998

247

13,45058.8

60.3

A330-300

1994

277

11,75063.7

60.3

A330-800neo

2020

257

15,09458.8

64

A330-900neo

2018

287

13,334

63.7

64(1) Three-class configuration.

A350 XWB Family. The A350 XWB is a family of wide-bodyaircraft, designed to typically accommodate between 325 and400 passengers. The A350 XWB offers enhanced cabin features,
Rolls-Royce Trent XWB engines, advanced aerodynamics andsystems technology, with more than 50% composite materials
in the fuselage structure. The A350 XWB’s main competitors
are the Boeing 787 and 777 aircraft series. Initial delivery of theA350-900 variant took place in December 2014 to Qatar Airways.
With the Ultra-Long Range (ULR) version of the A350-900
launched in 2015, the A350 XWB demonstrates its versatility byoffering the capability to perform flights of up to 19 hours. The first
A350-900 ULR was delivered in September 2018 to Singapore

36

Airbus / Annual Report – Registration Document 2020

Airlines. Highlighting the type flexibility, Airbus delivered the first
A350-900 Domestic to Japan Airlines during 2019.
Partnering the A350-900 is the seven metre longer A350-1000,
which was delivered to its first customer, also Qatar Airways, inFebruary 2018. Offering additional capacity for both passengers
and cargo without compromising on range, the A350-1000 is theideal replacement for previous generation aircraft in the 350-400
seat capacity market.
At the end of 2020, the order book for the A350 XWB familystood at 915 aircraft. With 406 aircraft having been delivered,including 59 during the year, the backlog stood at 509.

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

1

A350 XWB FAMILY TECHNICAL FEATURES
Model

Entry-into-service

Passenger capacity(1)Maximum range (km)Length (metres)

Wingspan (metres)

A350-900

2014

332

15,00066.8

64.8

A350-1000

2018

375

16,10073.8

64.8(1) Three-class layout.

A380. The double-deck A380 is the world’s largest commercial
aircraft flying today. Its cross-section provides flexible andinnovative cabin space, allowing passengers to benefit fromwider seats, wider aisles and more floor space, tailored to
the needs of each airline. The aircraft is capable of carrying
575 passengers in a comfortable four-class configuration overa range of 8,000nm / 14,800km. In 2020, Airbus Commercial
Aircraft delivered four aircraft.

In February 2019, following a review of its operations, Emirates
announced the intention to reduce its A380 order book from 162
to 123 aircraft. As a consequence and given the lack of orderbacklog with other airlines, Airbus will cease deliveries of the
A380 in 2022, with five aircraft remaining to be delivered fromthe total order book of 251.

A380 TECHNICAL FEATURES
Model

Entry-into-service

Passenger capacity(1)Maximum range (km)Length (metres)

Wingspan (metres)

2007

575

14,80072.7

79.8

A380-800(1) Four-class layout.

Customer Services
As the worldwide economy and air travel industry was hit by
COVID-19 in 2020, so was the services market: The drastic
decrease in air traffic has resulted in a significant decrease in thecommercial aftermarket. However, Airbus continues to target toremain at the forefront of the industry by expanding its customer
services offering to meet customers’ evolving needs. Customer
Services’ primary mission is to secure safe and efficient aircraft
operations thanks to a wide range of customer centric and valueadded services.
Airbus provides operators with solutions to reduce their operating
costs, increase aircraft availability, and enhance the quality of
their operations and passenger experience.
Here are some examples:–– in 2016, full acquisition of Navtech, now re-named Navblue,
offering products in the Flight Operations and Air Traffic
Management area;–– in 2017, full acquisition of Sepang Aircraft Engineering (SAE),an MRO centre based in Kuala Lumpur, Malaysia, that had
been partially owned by Airbus since 2011;–– the Airbus Training network currently counts 18 training
network locations around the world; the latest acquisition
being a flight training center in Santiago de Chile with SKY (aChilean-based low-cost carrier) as launch customer for the
new Airbus Chile Training Centre;–– in December 2018, Airbus and the French Civil Aviation
University, ENAC, have obtained EASA certification for a codeveloped Ab-initio Pilot Cadet Training Programme. The
first cadets are now trained according to this programme in
ab-initio flight schools Escuela de Aviacion Mexico (EAM) in
Mexico City and more recently the Airbus Flight Academy
Europe (in Angoulême, France);–– acquisition of a start-up – VRnam – to boost innovation forflight training through virtual reality;–– launch of Skywise Digital Alliance (October 2019): Airbus hasformed an alliance with Delta Airlines to offer combined fleet
management solutions. The alliance aims to include otherpartners in the near future.
In 2021, Airbus Customer Services will focus on preparing aircraft“return to service”. For example, in 2020 Airbus launched the
Skywise store, with the apps “Parking & Storage” and “Return
To Service (RTS)”, to support customers face new operating
conditions.
At the same time, Airbus Customer Services will continue tobuild on existing strengths such as a worldwide network of about
7,000 employees (including subsidiaries) covering all areas of
support from technical engineering / operational assistanceand spare parts supply to crew and maintenance training.
Hundreds of technical specialists provide Airbus customers
with advice and assistance 24 hours a day, seven days a week.
There are 266 field service representatives positioned in over
100 cities worldwide for on-site assistance to our operators.
This worldwide support is also based on an international networkof 65 locations to support airlines all around the world, including
13 spares warehouses, offering customers the solutions theyneed close to their operational base. To ensure this proximity
Airbus empowered local teams and developed hubs in theregions, most recently in Asia, China, Africa, Middle East andthe US.
To succeed in the new context, Airbus Customer Services will
accelerate and amplify the transformation started before thecrisis through optimisation and simplification of the organisationand further industrialisation of activities to decrease costs andincrease efficiency. Focus will also be on enhancing the value
proposition of our products.

Airbus / Annual Report – Registration Document 202037

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

Customer Finance
Airbus favours cash sales, and does not envisage customer
financing as an area of business development. However, Airbus
recognises the commercial need for manufacturers to assist
customers in arranging financing of new aircraft purchases, andin certain cases to also participate in the financing, particularly
during a time of crisis.
Extension of credit or assumption of exposure is subject
to corporate oversight and monitoring, and follows strict
standards of discipline and caution. Airbus’ dedicated customer
finance team has accumulated decades of expertise in aircraft
finance. When Airbus finances a customer, the financed aircraft
generally serves as collateral, with the engine manufacturer
participating in the financing. These elements assist in reducing
the risk borne by Airbus. The difference between the gross
exposure resulting from the financing and the collateral value
is fully provisioned for (for further information, please refer tothe “Notes to the IFRS Consolidated Financial Statements– Note 27: Sales Financing Transactions”). Airbus’ customer
financing transactions are designed to facilitate subsequentsell-down of the exposure to the financial markets, third-party
lenders or lessors.
In 2020, Airbus continued to benefit from market appetite
for both aircraft financing and sale and leaseback lessor
opportunities, supported by a sustained level of liquidity
available in the market at good rates for Airbus aircraft.
Airbus customer financing exposure remained limited in 2020
and in 2019 and decreased compared to 2018. Airbus willcontinue to provide direct aircraft financing support as it deems
necessary. Management believes, based on its experience, thatthe level of provisioning protecting Airbus from default costs
is adequate and consistent with standards and practice inthe aircraft financing industry. See “– Risk Factors – Financial
Market Risks – Sales Financing Arrangements”.

Asset Management
The Asset Management department was established in 1994
to manage and re-market used aircraft acquired by Airbus,
originally as a result of customer bankruptcies, and subsequently
in the context of certain buy-back commitments. The department
operates with a dedicated staff and manages a fleet comprisedof used aircraft across a wide range of models. Through its
activities, the Asset Management department helps Airbus torespond more efficiently to the medium- and long-term fleet
requirements of its customers.
Its key roles comprise commercial, technical and financial
risk management of its used aircraft portfolio, as well as theenhancement of all Airbus products’ residual value.
It also provides a full range of remarketing services, including
assistance with entry-into-service, interior reconfigurationand maintenance checks. Most of the aircraft are available tocustomers for cash sale, while some can also be offered on
operating lease. In the latter, the Airbus Asset Management teamaims at eventually selling down the aircraft with lease attachedto further reduce its portfolio exposure.

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Operations
Industrial Organisation
Airbus’ industrial organisation reflects the end-to-end industrial
flow in single-aisle and wide-body value streams respectively.
Production flows from the supply chain, through constituent andmajor component (wing, forward and aft fuselage, and nose andcentre fuselage) assembly through to final assembly in Toulouse,
Hamburg, Tianjin and Mobile. Aircraft are then handed over toprogramme management for delivery to customers. The industrial
flow is secured by Quality and enabled by Procurement as well
as four transverse functions responsible to provide the skills,
standards and services necessary for (1) smooth industrial
planning, logistics and transport, (2) integrated manufacturing
engineering, (3) eradication of non-quality, and (4) highest
operational excellence and sound performance management.
The Procurement organisation is responsible for both thecontractual and operational relationship with the supplier base.
Its aim is to ensure that purchased parts and services aredelivered at the most competitive conditions, on time, cost andquality. A dedicated Procurement Operations team manages thedelivery stream from the supply chain in accordance with theagreed conditions to enable the production flow.
The Quality First initiative launched in the second half of 2019
in Hamburg, with a strong focus on standards and quality gate
adherence, was further deployed in 2020 leading to improved
quality gate performance along both value streams. The Quality
function ensured the granting in 2020 of all necessary EASA
certification, POA, DOA, MOA and EN9100 accreditations
through compliance to our internal standards and processes
and associated audits.
This way of working along end-to-end value streams promotes
a strong sense of collaboration in the service of customers, aswell as reactivity and agility with the highest safety and quality
standards.
As a result of the COVID-19 crisis impacting airline operations,Airbus reduced its production rates for commercial aircraft byaround 40% compared to pre-COVID planning for 2020, while
retaining its ability to adapt as the situation evolves. The process
to adapt its industrial set-up to the new rates addresses resource
adaptation, fixed cost reduction and lead time protection.
It encompasses the full industrial process from supply chain(raw material, subcontracted work packages, equipment, etc.)
to aircraft delivery. This was performed with greatest attention
to safety and quality considerations and led to a successful
stabilisation of the whole ecosystem from suppliers to own plants
and assembly lines at lower rates.
2020 delivery performance and rate evolution:–– A220 family: 38 A220 delivered. The A220 monthly production
rate was at 4 a month at the end of 2020.The rate will increase
to 5 from the end of Q1 2021.
–– A320 family: 446 deliveries achieved, rate adaptation to 40 per
month announced in April 2020. The average production rate
plan to gradually increase to 43 in Q3 and 45 in Q4 2021.
–– A330: 19 deliveries achieved; rate adaptation to 2 per monthannounced in April 2020.
–– A350: 59 deliveries achieved; rate adaptation to around 5 permonth announced in July 2020.
–– A380: 4 deliveries achieved; programme ramping-down asplanned.

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

Engineering
Airbus Engineering is a global organisation that develops
civil aircraft and aircraft components, and in-service aircraftmodifications and that conducts innovative research applicableto the next generation of aircraft and services. Airbus
Engineering operates transnationally, with most engineers
employed in France, Germany, the UK and Spain. A populationof experienced aerospace engineers is also employedworldwide at five other engineering centres in Wichita (Kansas,
US), Mobile (Alabama, US), Moscow (Russia), Bangalore (India)
and Beijing (China).
A key part of the Airbus engineering organisation is the architect
and integration centre, which ensures, together with a team ofsenior aircraft architects and the programme chief engineers,that a consistent and multi-disciplinary approach is applied
during aircraft development.
Research & Technology activities continue to deliver incremental
innovations for existing aircraft, matured breakthroughtechnologies, with reinforced focus on industrial aspects. Airbus
Engineering is a major contributor to numerous international
initiatives dedicated to the preservation of the environment
and the reduction of noise and CO 2 emissions. In particular,at Airbus we regard hydrogen as one of the most promisingzero-emission technologies to reduce aviation climate impact.

Airbus Canada Industrial Footprint
A220 has two final assembly lines, one in Mirabel and one in
Mobile. The Mobile facility delivered its first A220 aircraft in 2020.

ATR
ATR (Avions de Transport Régional) is a world leader in themarket for regional aircraft up to 90 seats. Its aircraft has over
200 operators in more than 100 countries. ATR is an equal
partnership between Airbus and Leonardo, with Airbus’ 50%
share managed by Airbus ATR organisation. Headquarteredin Toulouse, ATR employs about 1,300 people. Since the startof the programme in 1981, ATR has registered net orders for
1,766 aircraft (508 ATR 42s and 1,258 ATR 72s).
In 2020, following the impact of the COVID-19 crisis on ATR
customers’ markets, ATR delivered ten new aircraft (compared
to 68 in 2019) and recorded net firm orders for a new aircraft(compared to 48 in 2019). As of 31 December 2020, ATR had
a backlog of 176 aircraft (compared to 185 in 2019).

Fully integrated change projects are also implemented tocontinuously adopt innovative and efficient ways of working.

By the end of 2020, ATR has delivered 1,590 aircraft.

Airbus Canada, Regional Aircraft,
Aerostructures, Seats, Aircraft
Conversion

ATR 42 and ATR 72. ATR has developed a family of highwing, twin turboprop aircraft in the 30- to 78-seat market
which comprises the ATR 42 and ATR 72, designed for optimal
efficiency, operational flexibility and comfort. Like Airbus, theATR range is based on the family concept, which provides forsavings in training, maintenance operations, spare parts supply
and cross-crew qualification. The ATR 72-600 is the lowest seat
per mile cost aircraft on the 70 seat segment.

Airbus Canada Limited Partnership
Airbus Canada Limited Partnership (“Airbus Canada”) has been
established on 1 July 2018 following the transaction between
Airbus, Bombardier and Investment Quebec. In February 2020,
Bombardier exited the partnership. At the end of 2020, theAirbus Canada shareholding structure was 75% Airbus and 25%
Investment in Quebec. By the end of 2020, Airbus Canada had
approximately 2,500 employees.

Airbus Canada Products
Airbus Canada has developed a family of all-new design
efficient aircraft with two products: the A220-100 and theA220-300, launched by Bombardier before the establishment
of Airbus Canada. The A220-100 is a solution for opening newroutes with urban and challenging operations. The A220-100
has a capacity between 100 and 135 passengers and a range
of 6,390km. The A220-300 is well suited to be one of the best
network feeders. The A220-300 has a capacity between 130
and 160 passengers and a range of 6,297km. Both aircraft
deliver 25% lower fuel burn per seat than previous generation
aircraft, half the noise footprint, and decreased emissions. In
addition to the airliner versions, in 2020 Airbus Canada haslaunched the ACJ TwoTwenty, creating a new business jetmarket segment by offering an intercontinental capability ofover 12 hours flight duration with unmatched personal spaceand comfort.

1

In 2020, Airbus Canada has delivered 38 aircraft comparedto 48 aircraft in 2019 and has a backlog of 487 aircraft as ofDecember 2020. Through the end of December 2020, 143 A220
have been delivered.

Products and Services

In 2020, the ATR 72 freighter development was achieved withthe first delivery to FedEx Express. This brand new ATR 72-600F
is the first ever purpose-built turboprop regional freighter to the
FedEx fleet and offers 75m3 freight capacity.
Finally, the Company’s aircraft family is being extended withthe development of the 42-600S. With the “S” representing
Short Take-Off and Landing (STOL), this new version of the
ATR 42-600 offers take-off and landing capabilities on runways
as short as 800m with 40 passengers on board in standard
flight conditions.
Customer service. ATR has established a worldwide customer
support organisation committed to supporting aircraft over theirservice life. Service and training centres and spare parts stocks
are located in Toulouse, Paris, Miami, Singapore, Bangalore,
Auckland, Sao Paulo and Johannesburg. ATR worldwide
presence also includes representative offices in Beijing andTokyo.
ATR Asset Management addresses the market for second-handaircraft by assisting in the placement and financing of used andend-of-lease aircraft.

Airbus / Annual Report – Registration Document 2020

39

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

Production

Premium AEROTEC

The ATR fuselage is produced in Naples, Italy, and ATR
wings are manufactured in Merignac near Bordeaux, France.
Final assembly takes place in Saint Martin near Toulouse on
the Airbus commercial aircraft production site. Flight-testing,certification and deliveries also occur in Toulouse. ATR
outsources certain areas of responsibility to Airbus, such as
wing design and manufacturing, flight-testing and information
technology.

Premium AEROTEC, a wholly owned subsidiary of the Company,
is one of the world’s leading tier-1 suppliers of commercial
and military aircraft structures and is a partner in the major
European international aerospace programmes.

STELIA Aerospace
STELIA Aerospace, a wholly-owned subsidiary of Airbus, is oneof the three world leaders in the Aerostructure Tier 1 market
and offers global solutions for aeronautical manufacturers andairlines.
With 7500 employees pre-COVID based in France, Canada,
Morocco, Tunisia and Portugal, STELIA Aerospace is aninternational partner for major aeronautical players, such as
Airbus, ATR or Bombardier Aerospace, and is deeply involvedin various civil and military programmes including business
jets and helicopters.
Relying on its aerostructure, pipes and ducts, cabin interior
and pilot seat divisions:–– STELIA Aerospace has a wide range of metallic andcomposite aerostructure capabilities, from Build-to-Print to
Design & Build solutions, including the “Plug & Fly” concept
for fully equipped and tested aircraft sections;–– STELIA Aerospace designs, develops and manufacturesbended and welded pipes and ducts covering all ATA
systems;–– STELIA Aerospace designs and manufactures luxury FirstClass and Business Seats for key partners in the world
including Etihad Airways, Singapore Airlines or Thaï Airways;–– STELIA Aerospace provides cockpit and pilot seats, andoffers support from design to production, including aftersales service.
Specialised and dynamic, STELIA Aerospace is recognisedin the aeronautical field and demonstrates a sustainable andcompetitive growth ambition.
As part of its development strategy, STELIA Aerospace
has acquired in 2020 the A220 work package production
capabilities from Bombardier in Saint-Laurent, Québec.
These production activities will be operated in the Saint
Laurent site by STELIA Aeronautique Saint Laurent Inc., a
newly created subsidiary of STELIA Aerospace for a transition
period of approximately three years. A220 workpackages willthen be transferred to the STELIA Aerospace site in Mirabel
to optimise the logistical flow to the A220 Final Assembly Line
which is also located in Mirabel.

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Airbus / Annual Report – Registration Document 2020

Its core business is the development and production of large
aircraft components from aluminium, titanium and carbon fiber
composites (CFRP). Premium AEROTEC is Europe’s no. 1 inthis segment with roughly 8,000 employees at various sites inGermany and Romania. Premium AEROTEC is represented byits products in all Airbus commercial aircraft programmes. The
current military programmes include the Eurofighter “Typhoon”
and the military transport aircraft A400M.
In order to contribute successfully to the shaping of the future ofaviation, the engineers and developers at Premium AEROTEC
are continuously working on the new and further developmentof lightweight and highly durable aircraft structures. They
cooperate closely with universities and research institutes in
the process. Premium AEROTEC plays a significant role in thedesign of new concepts in such fields as carbon composite
technologies (including thermoplastic processes) or 3D-printingof aircraft components made of titanium or aluminium.

Elbe Flugzeugwerke GmbH – EFW
EFW combines various aviation and technology activities undera single roof: development and manufacturing of flat fibrereinforced composite components for structures and interiors,
the conversion of passenger aircraft into freighter configuration,
maintenance and repair of Airbus commercial aircraft as well as
engineering services in the context of certification and approval.
On 17 June 2015, Airbus signed an agreement with Singaporebased ST Aerospace Ltd. (STA) to offer passenger-to-freighter(P2F) conversion solutions for its A320 and A321 aircraft. STA
acquired an additional 20% of the shares of EFW, Dresden(Germany) by way of a contribution in kind and a capitalincrease to EFW. The transaction closed on 4 January 2016.
Consequently, 45% of the shares of EFW were retained andAirbus effectively lost its control over EFW (previously reported
in Airbus).

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

1

1.1.3 Helicopters
Airbus Helicopters is a global leader in the civil and militaryrotorcraft market, offering one of the most complete and modern
range of helicopters and related services. This product range
currently includes light single-engine, light twin-engine, medium
and medium-heavy rotorcraft, which are adaptable to all kinds of
mission types based on customer needs. See “– 1.1.1 Overview”
for an introduction to Airbus Helicopters.

Strategy
Business Ambition
Airbus Helicopters continues to execute its ambition to lead thehelicopter market, build end-to-end solutions, and grow new
VTOL businesses, while being financially sound.
The strategic priorities of Airbus Helicopters are:–– Business Resilience: Airbus Helicopters continues toensure the preservation of our resilience in terms of growth,
profitability and robustness of its business model for bothhelicopters and new VTOLs;–– Customer Loyalty: Airbus Helicopters continues to deliver the
best-in-class products and services to grow in the value chainof its customers, continuously improve customer satisfaction
and speed up digital and technological transformation ofservice offering;–– Future Growth Markets: Airbus Helicopters continues
to develop partnerships and governmental cooperation
to reinforce its positioning on the market, with a focus on
China, India & Africa – Middle East, expand support in homecountries, fostering the evolution of helicopters ecosystem
and leveraging Airbus’ brand worldwide.
–– Innovation: Airbus Helicopters continues to build an innovative
eco-system, mature techno-bricks for multiple platforms,
develop collaborative innovations for eVTOL and deploy
demonstrators and disruptive concepts.

Transformation
The Company remains focused on product safety, quality andlead time to continuously improve customer satisfaction.
Airbus Helicopters continues to refine and execute its
transformation plan in order to maintain its competitiveness inthe face of market evolutions and retain its ability to invest in
the future.
Airbus Helicopters continues to deploy data governanceand accelerate its digital transformation based on standard
capabilities, and foster digital mindset and community of practice.
Airbus Values remain a model for its leaders and employees.

Commitment to Innovation
2020 was an important year for Airbus Helicopters’ productrange as the Company delivered on its promises of innovationand continuous product improvement bringing added-value
to customers’ operations. The five-bladed H145 was granted
EASA type certification in June, followed by FAA certification in
November, bringing an additional 150kg of useful load as wellas improved inflight comfort, a more compact bearingless rotor
system that eases maintenance, and connectivity. First deliveriesof this best-seller began in September. The H145 milestone wasclosely followed by the EASA type certification of the H160 in July.
Designed as a multi-role helicopter able to perform a wide rangeof missions such as offshore transportation, emergency medical
services, private and business aviation, and public services,
the H160 integrates Airbus Helicopters’ latest technologicalinnovations. These include breakthrough safety features with
Helionix’s accrued pilot assistance and automated features aswell as flight envelope protection. The helicopter also provides
passengers with superior comfort thanks to the sound-reducing
Blue Edge blades and superb external visibility that benefits bothpassengers and pilots.
H160 was not just designed with passengers and pilots inmind. Operators will appreciate its competitiveness thanks to
its increased fuel efficiency and customer-centric simplified
maintenance ecosystem: equipment accessibility has been
facilitated by the helicopter’s optimised architecture, themaintenance plan was thoroughly verified during the Operator
Zero campaigns, and it is delivered with intuitive 3D maintenancedocumentation. The first full flight simulator based in Marignane,France was also certified in August, an important step for paving
the way towards entry into service this year.
On the military side, Airbus Helicopters and the French Armament
General Directorate (“DGA”) signed an additional set of studies tofurther the militarisation of the H160 and to define its associatedsupport ecosystem in the frame of the Joint Light Helicopter
programme (Hélicoptère Interarmées Léger (“HIL”)). This contract
continues the pre-development activities for the military versionof the H160, also called the Guépard by the French armed forces,in order to meet the delivery schedule that was brought forward
in May 2019 by the French Minister of Armed Forces, Florence
Parly. Airbus Helicopters would like to finalise the HIL contract
in the course of 2021.
The new set of studies will also focus on defining the optimal
set-up for supporting the tri-service H160M fleet. Airbus
Helicopters, Safran Helicopter Engines, and the DGA will work
closely together in order to maximise the availability rate of thehelicopters, as well as optimising the cost of supporting the fleet.
Airbus Helicopters has simultaneously been focusing on longterm innovation in order to develop and mature the techno-bricks(e.g., autonomy, electrification, connectivity) that might benefit
the “traditional” helicopter platforms of tomorrow as well as new
VTOL architectures such as high-speed helicopters (Racer),eVTOL (CityAirbus) or unmanned platforms (VSR700).
The VSR700 is a fully-fledged unmanned aerial system,
capitalising on Airbus Helicopters’ extensive experience ofadvanced autopilot systems and engineering expertise toprovide modern militaries with new capabilities. It offers thebest balance of payload capability, endurance and operationalcost. It is capable of carrying multiple full-size naval sensors forextended periods and can operate in existing ships, alongside ahelicopter, with a low logistical footprint. The VSR700 prototype
performed its first free flight in July. This is a significant stepin the programme following the first flight in November 2019
when the prototype was tethered to comply with regulatory

Airbus / Annual Report – Registration Document 202041

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

requirements. To enable this free flight, Airbus Helicopters
implemented geofencing, a virtual perimeter, which enabled andjustified a flight clearance from airworthiness authorities for free
flight. The flight test programme will now evolve to progressively
open the flight envelope.
Urban air mobility (UAM) is a key element in Airbus Helicopters’zero emission strategy. It is also a key element driving thedevelopment of techno-bricks such as autonomy, connectivity,and fully electric flight that will benefit both traditional helicoptersand the future urban air mobility market. The vehicle is the core
part of our investment, but Airbus is also working on how it
can partner and collaborate to address different pillars of
UAM, including Urban Traffic Management and the associatedecosystem in urban environments. Today, we have a dedicatedteam and there is a network of 43 European cities from
14 countries that are currently part of the UAM initiative Cities
Community and that are working on the integration of UAM in
their cities and related policies.

Focusing on Customers
Airbus Helicopters’ top priority from a customer support andservice perspective is to ensure its work results in the best
customer experience possible. This commitment was more
visible than ever in 2020.
Facing the global pandemic, the Division mobilised to keep its
military and civil customers flying and performing their essential
missions, from COVID-19 patient transfers to alleviate overrun
hospitals, to fire-fighting and disaster relief. This support camein the form of elevated levels of technical and logistics support,
distance learning solutions, and help in making protective
equipment available to pilots and crews, among others.
In 2020, the Division also focused on digitalisation, analytics andintegrated global contracts, such as HCare Smart and HCareInfinite, as key ways to help customers increase availability andmission success, optimise their costs, lower the maintenanceburden, and enhance the safety of their aircraft.
The number of helicopters covered by an HCare Smart or Infinite
contract has increased by more than 20% over the last three
years, with around 95% of HCare Smart parts-by-the-hour andfull-by-the-hour customers opting to extend their contracts with
Airbus Helicopters.
The Division also launched the new AirbusWorld collaborative
customer platform based on feedback from customers, offeringa streamlined user experience and new functionalities aimed
at fostering open dialogue among operators and with Airbus
Helicopters.

Delivering Safety
Airbus Helicopters’ chief priority is to enhance flight safety forthe thousands of men and women around the world who aretransported in its aircraft every day. Airbus Helicopter has theambition it is envisaged to reduce the accident rate by 50% by
2028 and not to have any technical contribution to accidents.
Airbus Helicopters also aims to be the forerunner of Product &Operational Aviation Safety breakthrough.

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Airbus / Annual Report – Registration Document 2020

In order to achieve these goals, Airbus Helicopters strives to:–– define and develop new safety measures and initiatives tosupport the safe operation of its aircraft by customers;–– introduce design changes for all families of helicopters with astrong emphasis on safety criteria and leveraging big data todetect weak signals, early sign of fatigue.
This commitment to safety is also reflected across all divisional
internal activities involving the lifecycle of a helicopter, withfocus on meeting industry quality and safety standards with anemphasis on safety culture development.

Market Drivers
According to market forecasts produced by Airbus Helicopters,
around 20,000 civil helicopters and 14,000 military helicopters
are expected to be built globally over the next 20 years. Delayed
emerging markets (especially in Asia), Oil and Gas downturn andthe ongoing COVID-19 crisis explain this decrease compared tolast year. Overall, the global helicopter market is still evolving ina challenging environment.
Helicopters sold in the civil and parapublic sector, where Airbus
Helicopters is a leader, provide transport for private owners
and corporate executives, offshore oil operations, diverse
commercial applications and state agencies, including coast
guard, police, medical and fire-fighting services. Thanks to
its existing mission segment diversity, the helicopter market(both Platforms and Services activities) is expected to beresilient through the coming decade, even though one of the
key segments, Oil & Gas (in value), continues to experiencechallenging conditions. Due to the COVID-19 crisis which has
increased economic constraints, Airbus Helicopters expects thatthe market will remain challenging in the short-term but believes
that the demand over the next 20 years will be driven by large
replacement needs from advanced economies and by growthfrom emerging countries (especially in Asia still largely underequipped). Airbus Helicopters’ market data indicates that in 2020,
worldwide deliveries of civil and parapublic turbine helicoptersof five seats and above stood at 440 units. Demand for militaryhelicopters and related services is mainly driven by budgetaryand strategic considerations, and the need to replace ageing
fleets. Airbus Helicopters believes that the advanced age ofcurrent fleets, the emergence of a new generation of helicopters
equipped with integrated systems and the ongoing introductionof combat helicopters into many national armed forces willcontribute to increased military helicopter procurement in themedium term. Nevertheless, demand from the military sector
has historically been subject to large year-to-year variations due
to evolving strategic considerations, and may be limited, due tobudgetary constraints on public spending in some regions like
Western Europe and Middle East, while other regions like Asia
Pacific or Eastern Europe are expected to continue to grow.
Despite recent threats and a growing geopolitical instability,
which has accelerated military spending and a reassessmentof defence budgets, the military market is still low in 2020. The
COVID-19 crisis has increased economic difficulties (i.e. low
commodities prices) and saturation of the Western countries
markets, as well as priorities given to operational needs (e.g.,spare parts, availability improvement), have resulted in a decrease
for all mission segments. According to Airbus Helicopters’ market
data, worldwide deliveries of military turbine helicopters havedecreased to 478 units in 2020.

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

Competition

Customers

Airbus Helicopters’ primary competitors in the civil and parapublic
sector are Leonardo and Bell.

More than 3,000 operators currently fly Airbus Helicopters’rotorcraft in over 150 countries. Airbus Helicopters’ principal
military clients are Ministries of Defence (“MoDs”) in Europe,Asia, the US and Latin America. In the civil and parapublic sector,
Airbus Helicopters has a leading market share in Europe, theAmericas and Asia-Pacific.

The civil and parapublic sector has seen more local competitors
in recent years (China, India, Japan, South Korea, and Turkey).
Airbus Helicopters has maintained its leading market share (inbookings of 2.0t helicopters and five seats and above), in a low
market, with 77% in unit in 2020, followed by Bell and Leonardo
with respectively 10% and 9%.
Airbus Helicopters’ main competitors in the military sector are
Sikorsky, Boeing and Russian Helicopters, thanks to large
captive market and strong political support for export, but also
Leonardo, which has increased its market share in 2020.
The military sector is highly competitive and is characterisedby major restrictions on foreign manufacturers’ access to thedomestic defence bidding process (i.e. US, China, and Russia).
Thanks to major military campaigns (NH90 and H145M) in 2020
Airbus Helicopters maintained a market share in this sectorof 17%. The Division will continue to focus on large military
campaigns in 2021.

1

With 48% of the worldwide market share-based on deliveries in
2020, the versatility and reliability of Airbus Helicopters products
have made them the preferred choice of the most prominent
civil and parapublic customers (turbine helicopters of five seats
and above).

Products and Services
Airbus Helicopters offers a complete range of helicopters thatcovers nearly the entire civil and military market spectrum,
which it continuously improves with leading-edge technologies.
This product range includes single-engine, light twin-engine,
medium and medium-heavy helicopters, and is based on aseries of new-generation platforms designed to be adaptable toboth military and civil applications. In addition, products sharemultiple technical features as part of a family concept approach.

The following table sets forth Airbus Helicopters’ existing product line, consisting of optimised products for different mission types:
Helicopter TypePrimary Missions

Single Engine (“Écureuil” family)
H125 “Écureuil” / H125M “Fennec”
H130

Public Services(1), Military Utility(2) & Armed Reconnaissance,
Corporate / Private, Commercial Pax Transport & Aerial Work
Commercial Pax Transport & Multipurpose, Emergency Medical, Tourism, Corporate / Private

Light Twin Engine
H135 / H135M
H145 / LUH (UH-72) / H145M

VIP, Military Utility & Armed Reconnaissance, Emergency Medical, Public Services(1)VIP, Military Utility(2), Emergency Medical, Public Services(1)Medium (“Dauphin” family)
AS365 “Dauphin” / AS565 “Panther”

Military Naval Warfare Mission & Maritime Security, Public Services(1)(in particular Coast Guard & SAR), Oil & Gas, Commercial Pax Transport & Multipurpose

H155

Corporate / Private, VIP, Oil & Gas, Public Services(1)H160

Corporate / Private, VIP, Oil & Gas, Public Services(1)H175

Corporate / Private, VIP, SAR, Emergency Medical, Public Services(1), Oil & Gas

Medium-Heavy
H215 “Super Puma” / H215M “Cougar”
H225 / H225M
NH90 (TTH / NFH)

Civil Utility, Military Transport / SAR, Oil & Gas
SAR, Combat-SAR, Military Transport, Oil & Gas, VIP, Public Services(1)SAR, Military Transport, Naval

AttackTiger

Combat, Armed Reconnaissance / Escort(1) Public Services includes homeland security, law enforcement, fire-fighting, border patrol, coast guard and public agency emergency medical services.
(2) Civil Utility includes different kinds of commercial activities such as aerial works, electrical new gathering (ENG), passenger and cargo transport.

Airbus / Annual Report – Registration Document 202043

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

Civil Range

Operations Strategy

Airbus Helicopters’ civil range includes single-engine, lighttwin-engine, medium and medium-heavy helicopters, which
are adaptable to all mission types based on customer needs. To
maintain and strengthen its competitive edge in the civil sector,
Airbus Helicopters is maintaining R&D investments including:

Implementing a new industrial model is one of the fundamental
components of the Division transformation, enabling it to be
more competitive, by controlling costs, while meeting the highest
requirements in terms of quality and safety. The three pillars of
the new industrial model are site specialisation, a new industrial
architecture and the deployment of flexible assembly lines.

–– certification of the H160 by EASA in July 2020;–– improvement of the existing range (i.e. H145 certified by EASA
in June 2020) in the field of performances and safety in order
to meet customer’s requirements;–– preparing the future H generation with major upgrades andnew products pursuing a fast-paced product range renewal.

Military Range
Airbus Helicopters’ military range comprises platforms derived
from its commercial range (such as the H145M and H225M
respectively derived from the H145 and H225) as well as purely
military platforms developed for armed forces (the NH90 and
the Tiger).
Designed for modern multi-mission capabilities and costeffectiveness throughout its lifecycle, the NH90 has beendeveloped as a multi-role helicopter for both tactical transport(TTH) and naval (NFH) applications. The programme, mainly
financed by the governments of France, Germany, Italy and theNetherlands, has been jointly developed by Airbus Helicopters,
Leonardo of Italy and Fokker Services of the Netherlands as joint
partners in NATO Helicopter Industries (NHI) in direct proportion
to their countries’ expressed procurement commitments. Airbus
Helicopters’ share of NHI is 62.5%. There were 28 NH90 deliveriesin 2020, for a cumulative total of 441 deliveries as of the end of
2020. The NH90 fleet has accumulated ~287,000 flight hours.
On the Combat segment a brand new Tiger helicopter, theMark3, will succeed the current version for Attack and Combat
missions. It will introduce state of the art mission systems,
including manned-unmanned teaming, new avionics and next
generation of weapons (antitank/air to ground missile, laser
guided rockets) in order to address future requirements of theFrench, German and Spanish Armed Forces. The launch of the
Tiger Mark3 development is targeted in 2021. A cumulative totalof 185 Tigers have been delivered by year-end. The Tiger fleet
has accumulated more than ~152,000 flight hours.
Airbus is also a major contractor to the US Army, having beenchosen to supply the service’s UH-72A Lakota helicopter.
As of 1 January 2021, 479 aircraft had been delivered to the
US Department of Defense for operation by US Army and Army
National Guard units, the Navy and foreign military sales buyers.

Customer Services
With more than 3,000 operators in over 150 countries, Airbus
Helicopters has a large fleet of some ~12,000 in-service rotorcraftto support. As a result, customer service activities to support
this large fleet generated 43% of Airbus Helicopters’ revenues
for 2020.
Airbus Helicopters’ customer service activities consist primarilyof maintenance, repairs, spare parts supply, training andtechnical support. In order to provide efficient worldwide service,
Airbus Helicopters has established an international network of
subsidiaries, authorised distributors and service centres.

44

Airbus / Annual Report – Registration Document 2020

Specialised sites contribute to anchoring quality and safety
fundamentals while boosting Airbus Helicopters’ competitiveness.
Like many manufacturers, one of the objectives is to produce eachhelicopter sub-assembly at a dedicated site. This means that the
production sites are focused either on manufacturing operations
with high added value or with a specific technological content. A
good example of this transformation is the Paris-Le Bourget site,where all of Airbus Helicopters’ blade design, industrialisationand production activities will be concentrated. The specialisationof these sites makes it possible to avoid the duplication of skills
and industrial means.
Thanks to the redistribution of operations and economies ofscale, each site contributes to the optimised production of theentire range and becomes more resilient to market fluctuations.
The helicopter is divided into major sub-assemblies that can beproduced, assembled and tested in parallel, thus shortening theindustrial cycle. The H160 is designed to be assembled in just40 days thanks to this new architecture. Reducing end to end
cycles is a key driver of competitiveness as well as an answer
to customer requirements.
Rendering industrial system more modular through flexible
assembly lines is an additional means to enhance its competitiveedge on the market.
In a versatile market context, the Division’s assembly lines must
be able to assemble several different types of helicopters. This
multi-product capability will be a key factor in terms of flexibility.
The deployment of the new industrial model is well engaged withmore than 80% achieved at the end of 2020.
In addition to site specialisation, Best Cost Countries (BCC)
strategy is also an important stream of the Division’s industrial
transformation to improve our competitiveness. Airbus
Helicopters’ home plants are exclusively in high cost countries.
To improve our product cost in the make perimeter, the Divisiondevelops an allocation of work with complex technology to thehome plants and simple parts in BCC. This is being contemplatedwith a simplification of the supply chain. The main technologies
for BCC are aluminium airframe (already created in Mexico),mechanical parts (project in Hungary) and composites parts.
In parallel to the industrial aspects, Airbus Helicopters Operations
is working to shape a competitive supply base with high industrial
performance to reduce missing parts and avoid disruptions.
Strong monitoring, anticipation and management of the Supply
Chain risks have been implemented to ensure business continuity.

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

1

1.1.4 Defence and Space
Airbus Defence and Space, is a reliable partner to commercial
and governmental customers worldwide, whose products andservices ensure mission success across Air, Land, Sea, Space
and Cyber:–– Military Aircraft designs, develops, delivers and supports
military aircraft and systems. It is the leading fixed-wing military
aircraft supplier in Europe, and one of the market leaders forcombat, mission, transport and tanker aircraft worldwide. Key
products include the Eurofighter Typhoon, the A400M, theA330 Multi Role Tanker Transport (“MRTT”) and the C295;–– Space Systems covers a broad range of civil and military
space offerings. Its satellite solutions for telecommunications,
Earth observation, navigation and science include spacecraft,
ground segments and payloads for institutional customers
as well as the export market. It also manufactures orbitaland space exploration systems. Space transportation
capabilities (comprising launchers and services) are offered
via ArianeGroup, a 50/50 Airbus-Safran joint venture;–– Connected Intelligence includes five main business clusters:
Secure Communications, Intelligence, Cyber Security, Security
Solutions and Secure Land Communications. These clusters
develop specific solutions for defence, governmental, civil andcommercial customers;–– Unmanned Aerial Systems (“UAS”) develops, delivers andoperates UAS solutions for defence, institutional and civil
missions.

Strategy
The strategic ambition of Airbus Defence and Space is to shapeand deliver the future of European Air and Space and become
one of the world’s leading providers of smart aerospace anddefence solutions.
To achieve this, Airbus Defence and Space is applying its strategy
across three domains:–– Defence: Airbus Defence and Space is leveraging momentumin Franco-German cooperation, recently enlarged to Spain,
and pursuing new European programme opportunities
as it works to deliver its vision for Future Air Power. Key
opportunities include Future Combat Air System (“FCAS”),
Eurodrone, Maritime Airborne Warfare System, special
mission aircraft, and space situational awareness initiatives,among others. The Division is also working to shape andaddress future secure, upgradeable, and dynamic network
and Command and Control architecture requirements while
continuing to evolve existing platforms and capabilities (e.g.
Eurofighter Typhoon, A330 MRTT, A400M, C-295, predictive
aircraft maintenance) for long-term competitiveness to futureforce structures;–– Space: As Europe’s space leader, Airbus Defence and Space
will continue to create ever more competitive products,
working with European governments and institutions to ensure
the long-term health of the entire European space industrialbase. In tandem, Airbus Defence and Space will evolve its
product portfolio (i.e.: equipment, satellites, vehicles andinfrastructure) and take a targeted approach to international
expansion. In parallel, Airbus Defence and Space is developing
end-to-end solutions and accelerating new products andservices to strengthen its position across the space value

chain. Conscious of the need to maintain a sustainable spaceenvironment, Airbus Defence and Space is also working incollaboration with international organisations on space debris
prevention;–– Digital Services and Secure Connectivity: Digital trans­for­ma­tion and digital platforms will be a key enabler to unlocking
greater value from our portfolio while providing new datadriven services and business models. The Division will provide
imagery intelligence, aircraft in-service support, and otherservices while also striving to be a leader in end-to-end secureconnectivity across satellite, terrestrial, maritime, and airborne
network and communication domains.
Globally, the Division intends to leverage its existing products andservices, innovate new offerings, and strike selected strategic
partnerships in order to strengthen its position in the US andother targeted international markets.

MarketAirbus Defence and Space is mainly active in governmental,
institutional and commercial markets. As a general trend,
defence budgets in Europe are expected to continue to grow,triggered by geopolitical reasons, heightened security risks andreinforced by recent discussions on NATO defence spending
target of 2% of GDP. In addition, the implementation of theEuropean Defence Action Plan of November 2016 was bolsteredby the joint declaration published in July 2017 by the French
and German governments outlining the intention to strengthen
European defence, followed by the agreement in 2018 todevelop jointly the FCAS with the launching in 2020 of the first
Demonstrator Phase (Phase 1A) and the industrial on-boardingof Spain, the European Medium Altitude Long Endurance(“MALE”) drone and the Future Maritime Airborne Warfare
Systems (“FMAWS”). Together, these may provide new sales
opportunities through European Union members’ collaborative
procurement mechanisms. Market access outside the homecountries may be subject to restrictions or preconditions suchas national content or local industrial participation. Nevertheless,Airbus Defence and Space, in conjunction with Airbus, is wellplaced to benefit from growth in defence expenditure.

Military Aircraft
Customers
The Military Aircraft Programme Line with its combat aircraft,military transport and mission aircraft along with related services,supplies the public sector, mainly armed forces.
Customer relationships in this segment are characterised by theirlong-term, strategic nature and long decision-making cycles.
Once a contract is signed its life span including considerable
services business often lasts for decades. Beyond a strong
foothold in home countries, the customer base is increasingly
global, in particular due to the success of the A330 MRTT and
C295 programmes.
The volatile, uncertain and complex geopolitical situation is
gradually leading to a greater importance of defence in Europe.
The Franco-German declaration in summer 2017 and theestablishment of “Permanent Structured Cooperation (PESCO)”

Airbus / Annual Report – Registration Document 202045

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

by the European Union on 11 December 2017 are also clear
signals in this direction. During the Franco-German Defence
and Security Council in October 2019, France and Germany
committed to strengthen their cooperation. Subsequently, thetwo countries signed the Phase 1A of the demonstrator phase inearly 2020, while Spain joined the programme at the end of theyear. Airbus military aircraft such as A400M, MRTT, Eurofighterand other Airbus manned and unmanned platforms will play key
roles in the FCAS ecosystem.

Competitors
The market for military aircraft is dominated by large- andmedium-sized American and European companies capableof complex system integration. Among the competitive factors
are affordability, technical and management capability, theability to develop and implement complex, integrated systemarchitectures. In particular dedicated mission aircraft, suchas heavy tankers, are derived from existing aircraft platforms.
Adapting them requires thorough knowledge of the basic airframe,
which generally only the aircraft manufacturer possesses, alongwith systems architecture and systems integration. The skills
necessary for the overall systems integration into the aircraft
are extensive and the number of players in the world market
is very limited.
The main competitors in military transport and mission aircraft
include Boeing, Embraer, Lockheed Martin, Northrop Grumman,
Dassault Aviation, Leonardo, UAC, Kawasaki, AVIC and Antonov.
Heavy military transport has historically been driven by US policy
and budget decisions and has therefore been dominated by
US manufacturers and split in strategic and tactical aircraft
segments. The A400M represents the Company’s entry into thismarket, at a time when nations are expected to begin replacing
their existing fleets. The aircraft is designed to disrupt thedivide between strategic and tactical transport by offering both
capabilities in one. This saves both time and cost as you can fly
a long range strategic aircraft into a tactical zone of operation.
In terms of revenues, Airbus Defence and Space is the largest
continental European combat aircraft manufacturer. The
major combat aircraft activities are taking place through thecontribution to the Eurofighter Typhoon programme jointly withthe consortium partner companies BAE Systems and Leonardo.
Competitors in the segment of combat aircraft include Boeing,
Dassault Aviation, Lockheed Martin, Saab and UAC. Eurofighter
is a key asset and a capability bridge to FCAS.

Market Trends
The sale of aircraft is expected to remain stable in the transportand special mission aircraft segments and could grow for theheavy transport segment, where the A400M occupies a uniqueposition.
After-sales services are an important business for Military
Aircraft and are undergoing strong growth in line with thedeliveries of A400M and A330 MRTT on top of the existing robust
revenue stream associated with Eurofighter in-service support.
For FCAS, main achievements were the successful delivery ofa joint industrial proposal to the governments of France andGermany for the first Demonstrator Phase (Phase 1A) of the
programme and the completion of the Joint Concept Study
tranche one with the industrial on-boarding of Spain towards
the end of 2020.

46

Airbus / Annual Report – Registration Document 2020

Space Systems
Commercial Sector: Telecommunications
Satellites, Launch Services
The commercial telecommunication satellite market is highly
competitive – with customer decisions primarily based on price,technical expertise and track record. The main competitors fortelecommunications satellites are Boeing, Lockheed Martin,
MAXAR and Northrop Grumman in the US, Thales Alenia
Space in France and Italy and CASC in China. The downturn inthe market for commercial geostationary telecommunications
satellites over the past years is now showing clear signs ofrecovery. In parallel, the demand for large constellations ofsmaller telecom satellites in Low Earth Orbit (LEO) has increasedin the last few years. The business model is challenging due tothe high upfront CapEx. Airbus is active in this market including
direct involvement in the Airbus OneWeb Satellites joint venture
and taking the lead on an EU constellation study.
Five years ago, Airbus OneWeb Satellites was created, an equally
owned joint-venture between Airbus and OneWeb, which isbuilding a global high-speed internet constellation of satellites for
its sole customer OneWeb. This participation is entrepreneurial innature and led to a full re-think of satellite design and production
to produce at costs and on relatively short timelines. The first six
satellites were launched in 2019 enabling validation of the design.
2020 was a turbulent year for OneWeb as it entered and thenemerged from a Chapter 11 filing with new owners: the Indian
Bharti Group and the UK government. Launches continued
during 2020 with 110 satellites now in orbit. 2021 should see
the Airbus OneWeb Satellites facility continuing production sothat OneWeb can start operations at the end of the year andcomplete the constellation as scheduled in 2022.
With the new Bartolomeo Service, Airbus also offers one-stopshop access to flying payloads in Low-Earth Orbit on the outsideof the International Space Station, which means easy access toSpace for both commercial and institutional customers.
The market for commercial launch services continues to evolvewith ongoing competitive pressure. Arianespace (a subsidiary of
ArianeGroup) provides a complete range of launch services with
the Ariane, Soyuz, and Vega launchers. Competitors for launchservices include SpaceX, ULA and CGWIC. The accessible
market to Arianespace for commercial launch services forgeostationary satellites is expected to be at around 15-20
payloads per year, decreasing both in mass and in numberof launchers compared to the equivalent market back fivesix years ago. The commercial market also sees the rise oflarge constellations for global connectivity, with the ramp-up of
OneWeb and other new projects both in the US and in Europe.

Governmental Sector: Satellites,
Space Infrastructure, Launchers, Deterrence
In the public market for Earth Observation (EO) and navigation
satellites, competition in Europe is organised on a nationaland multinational level, primarily through the European Space
Agency (ESA), the European Commission (EC) and national
space agencies. Space Systems is the recognised European
leader on ESA science programmes and a major player in the
EO segment, onboard all 12 present and future Copernicus
environment missions.

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

Decisions at the last ESA Ministerial Conference inNovember 2020 should trigger future European programmes
in which Airbus Defence and Space does or may seek toparticipate.
There is also important export demand for Earth observation
systems, in which the Company is the world’s leading provider.
The export market is expected to continue growing overthe medium-term driven by the demand coming from new
governmental operators on top of the replacement of existing
assets.
The space exploration segment comprises scientific missions
and crewed and non-crewed space systems mainly used
for solar system exploration. Demand for space exploration
systems originates solely from publicly funded space agencies,
in particular from ESA, NASA, Roscosmos (Russia) and JAXA
(Japan). Such systems are typically built in cooperation withinternational partners. Continuing support to the operations of
the International Space Station (ISS), together with vehicle andequipment development programmes and services including
prime contractorship of the Orion European Service Module
for NASA’s Artemis Moon-return missions, constitutes the
predominant field of activity in this segment. As the future
exploration plans of the various national space agencies takeshape with a growing focus on a sustainable return to theMoon and further Mars exploration, Airbus Defence and Space
is taking a leading role in providing vehicles, platforms andservices to support these ambitious endeavours.
On the military customer side, observation satellite demand has
increased in recent years.
There is an increasing demand in the governmental satcom
market at home and abroad. In addition to the players in thecommercial sector (see above), competition includes OHB in
Germany, IAI in Israel, Melco in Japan and ISSR and Energia
in Russia.
The equipment segment has benefited from a stable European
market, with potential growth to come from developing spacecountries as well as the US.
The joint venture ArianeGroup is prime contractor for the
Ariane 5 launcher system. ArianeGroup is contracted for thedevelopment of the future Ariane 6 launcher and is the prime
contractor responsible for the development, manufacturing andmaintenance of the French deterrence systems.

Connected Intelligence
The Connected Intelligence programme line delivers satellite
and terrestrial communication systems, information andsecurity solutions like Skynet5. It also manages satellite-based
intelligence services and provides cyber defence support,
cipher solutions and training to its institutional and commercial
customers.
This programme line is divided into five programme units:Intelligence, Secure Communications, Cyber Security, Security
Solutions and Secure Land Communications.
Through Inte llige nce, Airbus Defence and Space
provides commercial satellite imagery, Command, Control,
Communications, Computers, Intelligence, Surveillance

1

and Reconnaissance (C4ISR) systems and related services.
Intelligence is amongst the largest players in the satellite imagery(optical and radar) market. The programme unit provides both
optical and radar-based geo-information services to customers
including international corporations, governments and authorities
around the world. The demand for satellite imagery is growing incommercial markets as many companies see geospatial data
as key information for their business development.
Through its Secure Communications programme unit, Airbus
Defence and Space is also a leader in governmental satellite
communications. The programme unit offers a full portfolio of
mobile and fixed satellite communication and secure terrestrial
communications solutions for application at sea, on land andin the air. It provides armed forces and governments in the
UK, Germany, France and Abu Dhabi with secure satellite
communications.
CyberSecurity: As a leading provider of security operation
centres, incident response services, key management,
cryptography and high-security national solutions and consulting
and training services, Airbus Defence and Space has a longtrack record in providing reliable cyber security products andservices to defence and security customers throughout France,
Germany, the UK and other NATO countries.
Security Solutions: As a world-leading system integrator
for border security, maritime surveillance, critical national
infrastructure protection and site security services, Security
Solutions’ aim is to build on these assets in operation, thereby
fulfilling the requirements of the security market today and in
the future with the latest technology and most attractive service
packages. The European Border and Coast Guard Agency(Frontex) relies on maritime aerial surveillance services of Airbus
Defence and Space and its long-term partner Israel Aerospace
Industries (IAI).
Secure Land Communications offers advanced communi­
cation and collaboration solutions enabling its customers
to gather process and deploy intelligence. Its portfolio is
tailored to the needs of professionals from Public Safety andTransport, Utility and Industry (TUI). As the European leader
and a key international player, Secure Land Communications
has customers in more than 80 countries.

Unmanned Aerial Systems
Customers
Unmanned Aerial Systems solve challenges for commercial,government and military customers alike.
There is notable momentum in Europe for cooperation in large
UAS programmes. Germany, France, Spain and Italy havefinalised the contractual negotiations for Eurodrone, a European
MALE, which will see Airbus Defence and Space as prime
contractor of a European industrial collaborative programme,with the participation of Leonardo and Dassault. Additionally,next generation air superiority programmes such as FCAS willfeature strong UAS components, spurring the development ofdifferent types of Remote Carriers, and leveraging MannedUnmanned Teaming (MUM-T) technologies. This is underlined
by an initiative from France, Germany and Spain.

Airbus / Annual Report – Registration Document 202047

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

Institutional and Government customers are rapidly getting
grips on the benefits of UAS for Public Services. An incremental
number of applications are requiring UAS solutions in areas such
as Law Enforcement, Fire Fighting, Humanitarian assistance andDisaster relief, Border Protection or Emergency Services. Civil
and Enterprise customer interest for UAS continues to grow,with the main focus being on smaller UAS.
Some customers may find a service and leasing model more
adapted to their specific needs. UAS services offer further
growth potential with different levels of flexibility and customer
involvement. Services encompass traditional leasing and flight
operations, as well as logistics, MRO and data analytics offers.

Competitors
With regards to platforms, Chinese, Israeli and US firms arewell established in the UAS market segment, along with other
European companies such as BAE Systems, Leonardo andThales, which are competing for new European projects.
The market witnesses the emergence of new, smaller, companies
worldwide, addressing dedicated UAS or specific services areas.
There is room and need for synergies and partnerships between
smaller UAS companies and the larger UAS players.

Market Trends
While Defence will remain the largest sector, civil and institutional
markets are growing steadily, especially in the smaller UAS
tactical categories. 2020 marked the confirmation of the needof a European UAS, in the MALE category with the finalisationof the Eurodrone programme contract negotiations. Markets
will see some movement, including new European collaborative
programmes. Services verticals will offer increasingly interesting
prospects as the market evolves. The governmental market
especially for larger and advanced UAS features strong growthwith significant opportunities in Europe, the US and Asia Pacific.
Small and flexible UAS see wide application among Armed
Forces and other Homeland Security agencies alike.

Products and Services
Military Aircraft
A400M – Heavy military transport. The A400M is designed
to be the most capable new generation airlifter on the market
today. It is designed to meet the needs of the armed forces
worldwide and potential operators for military, humanitarian andpeacekeeping missions in the twenty-first century. The A400M
is designed to do the job of three different types of militarytransport and tanker aircraft by providing different capabilities:
tactical (short to medium range airlifter capability with short, soft
and austere field operating performance), strategic transport(longer range missions for outsized loads) and tactical tanker.
A total of 174 aircraft have been ordered so far by the sevenlaunch customer nations Belgium, France, Germany,
Luxembourg, Spain, Turkey, the UK and one export customer,
Malaysia. Type Certificate and Initial Operating Clearance wereachieved in 2013. Since then, 97 units have been delivered
to eight nations as of 31 December 2020. The A400M isalready deployed in operations since 2014. In 2019, a contract
amendment was signed with launch customers on the Global
Rebaselining of the A400M programme, under which all parties
have agreed to update the production plan and revise the48

Airbus / Annual Report – Registration Document 2020

capability roadmap. NSOC 2.0 Type Acceptance by customers
was achieved in mid-2020 and the programme is now deliveringin line with the revised schedule.
Multi-role tanker transport – A330 MRTT. The A330 MRTT, aderivative of the Airbus A330-200 family, offers military strategic
air transport as well as air-to-air refueling capabilities at thesame time. Its large fuel tank capacity (111t) inherited from thecommercial platform, allows to dispense fuel in flight to manyreceiver aircraft without the need for any additional fuel tanks.
This allows the entire lower deck cargo bay compartment to beavailable for freight (up to 37t), with the possibility to transport up
to 27 standard civil LD3 containers, or up to eight 436L military
pallets as well as at the same time the capacity to transport
up to 300 troops in the upper deck cabin compartment, withthe high level of comfort of a civil airliner. The A330 MRTT is
equipped with state of the art refueling systems, including an
Aerial Refueling Boom System (ARBS) and under-wing refuelingpods and has demonstrated wet contacts with the Automatic
Air-To-Air Refuelling (A3R) capability, for which certification is
expected in 2021. At the end of 2020, 61 A330 MRTT havebeen ordered by 13 nations (more than 94% market share overthe past ten years, excluding the US), with 46 platforms alreadydelivered and operating worldwide, accumulating more than
200,000 flight hours in operation.
Eurofighter combat aircraft. The Eurofighter multi-role combat
aircraft (also referred to as Typhoon) has been designed toenhance fleet efficiency through a single flying weapon systemcapable of fulfilling both air-to-air and air-to-ground missions.
The Eurofighter Jagdflugzeug GmbH shareholders are Airbus
Defence and Space (46% share), BAE Systems (33% share)
and Leonardo (21% share). With regard to series production,
the respective production work shares of the participating
partners within the Eurofighter consortium stand at 43% for
Airbus Defence and Space, 37.5% for BAE Systems and19.5% for Leonardo. Airbus Defence and Space develops andmanufactures the centres fuselage and the right wing and leadingedge slats for all aircraft, and is in charge of final assembly of
aircraft ordered by the German, Spanish and Austrian air forces.
In addition, Airbus Defence and Space is responsible for thedevelopment of the flight control system and the identificationand communication sub-systems.
At the end of 2020, 661 Eurofighter Typhoon aircraft had beenordered by nine customers (UK, Germany, Italy, Spain, Austria,
Saudi Arabia, Oman, Kuwait and Qatar), including the order of
38 aircraft in November 2020 from Germany. In 2020 a totalof 571 aircraft were delivered. Export opportunities are being
actively developed together with the other shareholders of theEurofighter consortium.
C295 – Light and Medium military transport/mission
aircraft. The C295 is the work horse of tactical military transport,
conducting logistical missions including the transport anddelivery of personnel and cargo as well as medical evacuations.
The aircraft are deployed in demanding operational environments
and have been used for humanitarian missions. The aircraft arealso offered as a dedicated mission aircraft with configurations
beyond the traditional airlifter version, for example maritime
patrol and anti-submarine warfare, airborne early warning andcontrol, firefighting and intelligence surveillance reconnaissance(ISR), etc. In over 20 years in service, this family of aircraft has
proven to be robust, reliable, high-performing, efficient, flexible,

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

easy to operate in any environment, and at low operating costs.
More than 500 orders have been recorded for both CN235 andC295 types together at the end of 2020, a year which includes
delivery of the first aircraft for Canada’s integrated Fixed-Wing
Search and Rescue programme.
Military Aircraft Services. Airbus Defence and Space offers
and provides various services for and related to military aircraft.
Throughout the life-time of our aircraft, Military Aircraft Services
includes integrated logistics support, in-service support,
maintenance, upgrades, training or flight hour services.
For example, the A330 MRTT contract with the UK Ministry of
Defence through the AirTanker consortium includes alongside
14 aircraft the provision for all necessary infrastructure, training,
maintenance, flight management, fleet management and groundservices to enable the Royal Air Force to fly air-to-air refuelingand transport missions worldwide. Services support legacy
aircraft beyond those types currently in production at Airbus
Defence and Space, conducting upgrade programmes foraircraft such as the Tornado and P-3 Orion. Airbus Defence
and Space maintains a network of Maintenance, Repair andOverhaul centres strategically located throughout the world
for greater proximity to the customer, for example in Seville or
Manching in Europe, in Mobile, Alabama (US) or at subsidiaries
in Saudi Arabia or Oman. Supporting more than 1,600 aircraft
worldwide, the contribution of Services continues growing, with2020 being marked by the C295 integrated support contract for
Egypt, the leading operator of the type worldwide.

Space Systems
Human Space flight. Airbus has played an important rolein human spaceflight, beginning with the Spacelab reusable
laboratory flown on the US Space Shuttle, followed by thedevelopment of the Columbus module for the International Space
Station (ISS), the Automated Transfer Vehicle (ATV) resupply
spacecraft that serviced ISS and most recently, the addition of
the Bartolomeo payload hosting platform, which the Company
operates as a service. Airbus’ expertise is also being applied
to the European Service Module (ESM) planned to equip Orion– the next US NASA spacecraft that will send humans into space.
Telecommunication satellites. Airbus Defence and Space
produces telecommunication satellites used for both civil andmilitary applications, such as television and radio broadcasting,fixed and mobile communication services and Internet broadband
access. Airbus is leading the transformation of the telecoms
market with its truly disruptive OneSat product that marks a stepchange, from both a manufacturing and operational point of view.
It enables Airbus to offer customers a market enabling solution
at reduced cost and time to orbit. Airbus has six OneSats undercontract, three for Inmarsat for the first of their next generationof geostationary Ka-band satellites, Inmarsat GX 7, 8 & 9, one
OneSat for Optus, the Australian operator who ordered Optus-11
in July 2020 – with an option for an additional order – and two
OneSats for Intelsat signed in December 2020. Airbus also
secured two contracts for its all-electric Eurostar Neo platform
in 2020, with the Thuraya and Arabsat operators.
Observation and scientific / exploration satellites. Airbus
Defence and Space supplies Earth observation satellite systems
including ground infrastructures for both civil and military
applications. Customers can derive significant benefits fromthe common elements of Airbus Defence and Space’s civil
and military observation solutions, which allow the collection

1of information for various applications, such as cartography,
weather forecasting, climate monitoring, mineral, energy andwater resource management, as well as military reconnaissanceand surveillance. Airbus Defence and Space’s satellite-based
services are essential in supporting sustainable agriculture.
They provide insights enabling reduction in the use of Nitrates,and play a significant role in helping agro-industrials likeFerrero or Nestlé monitor adherence to their non-deforestationcommitments. Satellite imagery also provides targeted
information for disaster relief efforts, either through the Disasters
Charter or the Copernicus Emergency services, to support
rescue operations.
Airbus Defence and Space also produces scientific satellites andspace infrastructure, which are tailor-made products adapted
to the specific requirements of the mostly high-end missions
assigned to them. Applications include astronomical observationof radiation sources within the Universe, planetary explorationand Earth sciences. Airbus Defence and Space designs andmanufactures a wide range of highly versatile platforms, opticaland radar instruments and equipment. For example, Airbus
Defence and Space is on board all 12 Copernicus Environment
missions past and future and in 2020 it launched the Sentinel-6
Ocean monitoring satellite that is part of this, the world’s
largest climate monitoring programme. On the science side, as
prime contractor, Airbus is currently manufacturing the JUICE
spacecraft, ESA’s next life-tracker inside the Solar System. JUICE
will study Jupiter and its icy moons. In 2020 it also secured acontract for the Earth Return Orbiter, the spacecraft that will
return the first ever samples from Mars under the NASA-ESA
Mars Sample Return programme.
Navigation satellites. Airbus Defence and Space is playing anactive role in the current Galileo programme with a nearly 50%
work share, including the ground control segment and providing
the payloads for the first 22 satellites through its subsidiary SSTL.
Airbus is prime contractor for EGNOS V3, the next generationof the European Satellite Based Augmentation System (SBAS)
planned to provide the aviation community with advanced Safetyof Life services and new services to Maritime and Land users.
Spacecraft Equipment. Airbus Defence and Space offers anextensive portfolio of embedded subsystems and equipment
for all types of space applications: telecommunications, Earthobservation, navigation, scientific and space exploration
missions, manned spaceflight and launchers.
Launch services. Airbus Defence and Space is active in thefield of launch services through its ArianeGroup joint venture.
ArianeGroup is responsible for the coordination and programmemanagement of civil activities of the launcher business andrelevant participations that have been transferred. ArianeGroupowns a total 74% stake in Arianespace, 46% of Starsem and 51%
of Eurockot, providing a complete range of launch services with
the Ariane, Soyuz, Vega and Rockot launchers.
Commercial launchers. ArianeGroup manufactures launchersand performs research and development for the Ariane
programmes. Member States, through ESA, fund the development
costs for Ariane launchers and associated technology. Airbus
Defence and Space has been the sole prime contractor for the
Ariane 5 system since 2004. In December 2014, the Ariane 6
programme was decided by the ESA ministerial conference with
an approval of the joint Airbus Defence and Space and Safran
concept. In addition, a new industrial set-up was announced

Airbus / Annual Report – Registration Document 2020

49

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

with the creation of ArianeGroup between the two main Ariane
manufacturers. This vertical integration secures the future by
cutting costs and being more competitive. Ariane 6 is now
targeted to be launched in 2022.
French deterrence systems. ArianeGroup as prime contractor
holds the contracts with the French State for the submarinelaunched deterrence system family.

Connected IntelligenceIntelligence is recognised as a world leader in geospatial data
provision and defence intelligence. It is a global supplier ofcommercial satellite imagery; the No. 1 European supplier ofland command and control solutions as well as a lead supplierof ISR and Air Defence solutions to France, Germany and NATO.
Intelligence delivers a broad product and services portfolio
spanning the entire geo-information value chain and supports
decision makers worldwide to increase security, optimise
mission planning and operations, boost performance, improve
management of natural resources and protect our environment.
Intelligence manages the world’s largest satellite constellation,with radar and optical sensors, with resolutions ranging from25cm to 22m. At the end of 2020, Airbus’ fleet comprises over ten
satellites plus partner satellites. They will soon be complemented
by Pléiades Neo (from 2021) and CO3D (from 2023) and will offer
unrivalled refreshment rates capacity for very high-resolution
imagery.
Secure Communications provides armed forces andgovernments with secure satellite communications for military,
public safety and emergency purposes. For example in the UK,
Airbus Defence and Space delivers in the frame of the “Skynet 5
programme” tailored end-to-end in-theatre and back-to-basecommunication solutions for voice, data and video services,
ranging from a single voice channel to a complete turnkey system
incorporating terminals and network management. This contract,
pursuant to which Airbus Defence and Space owns and operates
the UK military satellite communication infrastructure, allows the
UK MoD to place orders and to pay for services as required.
Governmental authorities also use the Division’s communication
solutions to protect over 100 metro lines, 20 airports and over
11,000km of pipelines worldwide.
CyberSecurity provides companies, critical national infra­
structures and government and defence organisations withreliable, high-performance products and services to detect,analyse and respond to increasingly sophisticated cyber attacks.
The market growth is driven by an exponential increase in cyberattacks, the increased use of connected assets and global
digital transformation. Customers are governments and privatecompanies with a high grade security requirement.
Security Solutions answers manifold operational needs insecuring maritime areas, critical infrastructure and state frontiers.
Over 50% of the worldwide maritime traffic is monitored with the
STYRIS maritime safety and security solution, and French coasts
are monitored by SPATIONAV. Airbus Defence and Space also
secures more than 1/3 of German military sites.
Secure Land Communications includes infrastructures,devices, applications and services based on Tetra, Tetrapol andBroadband technologies.

50

Airbus / Annual Report – Registration Document 2020

Unmanned Aerial Systems
In the field of UAS, Airbus Defence and Space is active at bothproduct and service level, and supplying robust and dependable
solutions for customers across military, commercial andinstitutional markets. Solutions span from stratospheric solar
powered High Altitude Platform Station (HAPS) to Tactical UAS.
The Zephyr is the world leading solar-electric stratospheric
HAPS offering uninterrupted persistence and flexibility. The
Manned Unmanned Teaming of Remote Carriers with Manned
Platforms is one of the pillars of the European FCAS. The
European MALE RPAS (Eurodrone), developed in a European
industrial collaboration will offer advanced strategic capabilities
in demanding environments. The multi-mission SIRTAP offers
improved performance for high end tactical UAS. Furthermore,
Tactical UAS provides a full range of solutions with small fixed
wing UAS platforms, adapted to fulfil ISR missions across militaryand civil markets.
In addition to the UAS platforms, Airbus Defence and Space
offers UAS Services, supporting the German Air Force operationsin Afghanistan and Mali. With 40 years’ experience, over 57,500
flight hours and 98% system availability, demonstrating a provenand unmatched success.

Operations / Engineering
Airbus Defence and Space is headquartered in the Munich
region. The main engineering and production facilities of theDivision are located in France (Paris region and southwest
France), Germany (Bavaria, Baden-Württemberg and Bremen),
Spain (Madrid region and Andalusia) and the UK (southern
England and Wales). In addition, Airbus Defence and Space
operates a global network of engineering centres and offices inmore than 80 countries.

MBDA
The Company’s missile business, in addition to the ArianeGroupjoint venture, derives from its 37.5% stake in MBDA (a joint
venture between the Company, BAE Systems and Leonardo).
MBDA offers missile systems capabilities that cover the whole
range of solutions for air dominance, ground-based air defence,maritime superiority and battlefield engagement. Beyond its
role in European markets, MBDA has an established presence
in export markets like Asia, the Gulf region and Latin America.
The broad product portfolio covers all five principal missile
system categories: air-to-air, air-to-surface, surface-to-air,anti-ship and surface-to-surface. MBDA’s product range also
includes a portfolio of airborne countermeasures such as missile
warning and decoy systems, airborne combat training andcounter-improvised explosive devices (IED) and counter-mine
solutions. The most significant programmes currently underdevelopment are the next generation of the successful MICA(Missile d’interception, de combat et d’autodéfense) air-to-air
missile called MICA NG, the network enabled precision surface
attack SPEAR missile and the “Common Anti-Air Modular Missile
Extended Range (CAMM-ER)”, which is an anti‑air missile familywith land and naval launched applications, the Anglo‑Frenchjoint initiative for a “Future Cruise / Anti-Ship Weapon (FC/ASW)”
aiming to replace prior generation cruise‑missiles as well as

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

Anti‑ship weapons for the two nations. Recent product upgrades
also include the Aster Block 1 NT, the air & missile defence
family of systems for France and Italy, the Sea Venom/ANL (AntiNavire Léger) anti-ship missile for the UK and French navies’
helicopters and the portable medium range battlefield “Missile
Moyenne Portée (MMP)”. Further activities include preparations
for the ground based air defence system TLVS (Taktisches
Luftverteidigungssystem) (based on MEADS (Medium Extended
Air Defence System)) for Germany jointly with Lockheed Martin,
the production of various aircraft packages for Eurofighter

1

Typhoon and Rafale as well as equipment of various fregatesand corvettes with systems and ammunition.

ArianeGroup
Airbus Defence and Space is active in the field of launchers andlaunch services through its ArianeGroup joint venture, whichprior to July 2017 was named Airbus Safran Launchers (ASL).

1.1.5 Investments
Dassault Aviation
In 2013, the Company entered into an agreement with the French
State pursuant to which the Company:–– grants the French State a right of first offer in case of the saleof all or part of its shareholding in Dassault Aviation; and–– commits to consult with the French State prior to making any
decision at any shareholders’ meeting of Dassault Aviation.

The Company holds 9.90% of Dassault Aviation’s share capitaland 6.12% of its voting rights.
The Company has also issued a euro-denominated exchangeablebonds into Dassault Aviation shares, which will mature on
14 June 2021. For further information, please refer to “Notes
to the IFRS Consolidated Financial Statements – Note 37.3:
Financing Liabilities”.

1.1.6 Insurance
The Company’s Insurance Risk Management function (“IRM”)
is established to proactively and efficiently respond to risks thatcan be treated by insurance techniques. IRM is responsible forall corporate insurance activities and related protection for theCompany and is empowered to deal directly with the insurance
and re-insurance markets via the Company’s inhouse broker
entity. IRM’s continuous task in 2020 was to further implement
and improve efficient and appropriate corporate and projectrelated insurance solutions.
IRM’s mission includes the definition and implementation of
the Company’s strategy for insurance risk management tohelp ensure that harmonised insurance policies and standards
are in place for all insurable risks worldwide for the Company.
A systematic review, monitoring and reporting procedure
applicable to all Divisions is in place to assess the exposure andprotection systems applicable to all the Company’s sites. The
Company’s insurance programmes cover high risk exposuresrelated to its assets and liabilities.
Asset and liability insurance policies underwritten by IRM for
the Company cover risks such as property damage, businessinterruption, cyber, aviation and non-aviation general andproduct liability. IRM also provides a Group insurance policy

for Supervisory and Managing Board Members and certain
other employees of the Company. The Company follows apolicy of seeking to transfer the insurable risk of the Company
to external insurance markets at reasonable rates, on customisedand sufficient terms and limits as provided by the international
insurance markets. The COVID-19 pandemic in 2020 had
created a difficult global corporate insurance environment.
Due to adverse risk portfolios and sustained losses in the past,
the corporate insurers have already made significant changes
in their underwriting strategy especially for large corporations,which has been amplified by the uncertainty of the Company’s
COVID-19 risk resilience. This combination has created a moredifficult corporate insurance market environment.
The insurance industry and the COVID-19 impact on the
Company’s risk remain unpredictable and most Group insurance
policies are renewed on an annual basis. There may be further
demands to change scope of coverage, premiums anddeductible amounts. Thus, no assurance can be given that theCompany will be able to maintain its current levels of coverage
nor that the insurance policies in place are adequate to cover
all significant risk exposure of the Company.

Airbus / Annual Report – Registration Document 202051

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

1.1.7 Legal and Arbitration Proceedings
The Company is involved from time to time in various legal andarbitration proceedings in the ordinary course of its business,the most significant of which are described below. Other thanas described below, the Company is not aware of any material
governmental, legal or arbitration proceedings (including any
such proceedings which are pending or threatened), during aperiod covering at least the previous twelve months which may
have, or have had in the recent past significant effects on Airbus
SE’s or the Company’s f﻿inancial position or profitability.
Regarding the Company’s provisions policy, the Company
recognises provisions for litigation and claims when(i) it has a present obligation from legal actions, governmental
investigations, proceedings and other claims resulting from past
events that are pending or may be instituted or asserted in the
future against the Company, (ii) it is probable that an outflow
of resources embodying economic benefits will be required tosettle such obligation and (iii) a reliable estimate of the amountof such obligation can be made. Although the Company believes
that adequate provisions have been made to cover current orcontemplated general and specific litigation and regulatory
risks, no assurance can be provided that such provisions will
be sufficient. For the amount of provisions for litigation andclaims, please refer to the “— Notes to the IFRS Consolidated
Financial Statements — Note 25: Provisions, Contingent Assets
and Contingent Liabilities”.

WTO
Although the Company is not a party, the Company is supporting
the European Commission in litigation before the WTO. Following
its unilateral withdrawal from the 1992 EU-US Agreement
on Trade in Large Civil Aircraft, the US lodged a request on
6 October 2004 to initiate proceedings before the WTO. On thesame day, the EU launched a parallel WTO case against the US
in relation to its subsidies to Boeing.

52

or reschedule the delivery of new aircraft or limit the routes uponwhich new aircraft will be used, (iv) increased costs to consumers,
and/or (v) damage to the Company’s business or reputation via
negative publicity adversely affecting the Company’s prospects
in the commercial market place.
Several years of proceedings also identified significant
unlawful support to Boeing. In March 2019, the WTO foundthat the steps by the US to address US subsidies to Boeing
were inadequate. In October 2020, the WTO announced its
decision to authorise the EU to impose US$ 4 billion in annual
countermeasures. In November 2020, the EU imposed tariffs
on a range of imports to the EU from the US including 15% on
the importation of large civil aircraft from the US.
The respective WTO authorisations to impose tariffs will remain
valid until the EU or the US prove to the WTO that they are in
full compliance, or until both parties agree to settle the dispute.
On 5 March 2021, the EU and US announced they would
suspend all tariffs related to the WTO aircraft disputes for a
four-month period.

GPT
In August 2012, the UK Serious Fraud Office (“SFO”) announced
that it had opened a formal criminal investigation in relation to
GPT Special Project Management Ltd (“GPT”). GPT is a UK
company that operated in the Kingdom of Saudi Arabia which theCompany acquired in 2007. GPT is now an indirect subsidiary ofAirbus Defence and Space. It ceased operations in April 2020.
The SFO’s investigation related to contractual arrangements that
had been put in place prior to GPT’s acquisition by the Company,
but which continued thereafter.
On 29 July 2020, the SFO requisitioned (required) GPT to appear
in court, and a series of hearings have followed. The single
charge against GPT relates to alleged historic corruption in theKingdom of Saudi Arabia between 2007 and 2012. No plea has
yet been entered. For legal reasons, neither the Company nor
GPT can comment further on it.

Following a series of interim WTO panel decisions, in May 2018
the WTO held that the EU achieved compliance in respect ofthe majority of the subsidies at issue but considered that someremaining obligations required adjustments. The Company andthe EU took corrective actions that were reviewed by a WTO
panel. The decision of that panel is currently being appealed.
In the meantime, the WTO authorised the US to impose
US$ 7.5 billion in annual countermeasures. The United States
Trade Representative (“USTR”) imposed tariffs on a range ofimports to the US from the EU including 10% on the importationof large civil aircraft from the EU. Those tariffs went into effecton 18 October 2019. On 18 March 2020, the US increased the
additional duty rate imposed on aircraft imported from the EU to15%. On 12 January 2021, the US imposed an additional tariffof 15% on imports of aircraft manufacturing parts from certain
Member States of the EU delivered to the US.

Eurofighter Austria

The tariffs could have a material impact on the Financial
Statements, business and operations of the Company. Duties
on the importation of Airbus products into the US could resultin (i) increased costs for the aerospace and airline industries aswell as other industries that rely on air transport, (ii) weakening
demand for new aircraft and negatively affecting the financial
condition of air carriers and lessors, (iii) decisions to defer, reject

In 2017, the Austrian Federal Ministry of Defence raised criminal
allegations against Airbus Defence and Space GmbH andEurofighter Jagdflugzeug GmbH for wilful deception and fraudin the context of the sale of the Eurofighter aircraft to Austria andrespective damage claims. After the Austrian Federal Ministryof Defence raised its criminal allegations, the Austrian publicprosecutor opened investigations against Airbus Defence andAirbus / Annual Report – Registration Document 2020

On 31 January 2020 the Company reached a final agreement withinvestigating authorities in France, the UK and the US in relation
to all wrongdoing alleged against the Company and its controlledsubsidiaries, with the exception of the pre-existing and separate
investigation into GPT. The Deferred Prosecution Agreement of
31 January 2020 mentioned below under “Investigation by the
UK SFO, France’s PNF, US Departments of State and Justiceand Related Commercial Litigation” is not affected in any way
by the prosecution of GPT.

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

Space GmbH, Eurofighter Jagdflugzeug GmbH and former andcurrent employees of the two entities including related to thecorresponding offset obligations. The Company has filed several
submissions to the Austrian public prosecutor in response to
the allegations of deception in the procurement of Eurofighter
combat aircraft made by the Austrian Defence Minister. Since
the result of the investigations by the Austrian public prosecutor
did not confirm the allegations of wilful deception and fraud, theAustrian authorities accordingly terminated the investigations
against Airbus Defence and Space GmbH and Eurofighter
Jagdflugzeug GmbH.

Investigation by the UK SFO, France’s PNF,
US Departments of State and Justice andRelated Commercial Litigation
The Company reached final agreements (“the agreements”)
with the PNF, the SFO, and the DoJ resolving the authorities’
investigations into allegations of bribery and corruption, as wellas with the DoS and the DoJ to resolve their investigations
into inaccurate and misleading filings made with the DoS
pursuant to the US International Traffic in Arms Regulations(“ITAR”). The agreements were approved and made public on
31 January 2020.
Under the terms of the agreements, the Company agreed to
pay penalties of € 3,597,766,766 plus interest and costs to the
French, UK and US authorities. This was recognised in the
Company’s 2019 accounts. The settlements with each authority
were as follows: PNF € 2,083,137,455, the SFO € 983,974,311,
the DoJ € 526,150,496 and the DoS € 9,009,008 of which€ 4,504,504 may be used for approved remedial compliancemeasures. All penalties have been paid, except for $1 million
that remains to be paid to the DoS by 28 January 2022.
Under the terms of the Convention judiciaire d’intérêt public(“CJIP”) with the PNF, the Company has an obligation to submit
its compliance programme to targeted audits carried out by
the Agence Française Anticorruption (“AFA”) over a period of
three years.
Under the terms of the Deferred Prosecution Agreement (“DPA”)
with the SFO, no independent compliance monitor will be
imposed on the Company in light of the continuing monitorshipto be conducted by the AFA.
Under the terms of the DPA with the DoJ, no independent
compliance monitor will be imposed on Airbus under theagreement with the DoJ, but the Company will periodicallyreport on its continuing compliance enhancement progress
during the three year term of the DPA and carry out further
reviews as required by the DoJ.
The agreements result in the suspension of prosecution fora duration of three years whereupon the prosecutions will
be extinguished if the Company complies with their terms
throughout the period.
Under the terms of the Consent Agreement with the DoS, the
DoS has agreed to settle all civil violations of the ITAR outlinedin the Company’s voluntary disclosures identified in theConsent Agreement, and the Company has agreed to retain an
independent export control compliance officer, who will monitor
the effectiveness of the Company’s export control systems
and its compliance with the ITAR for a duration of three years.

1

Any breach of the terms of the agreements by the Company
could lead to rescission by the authorities of the terms of theagreements and reopening of the prosecutions. Prosecution
could result in the imposition of further monetary penalties orother sanctions including additional tax liability and could havea material impact on the Financial Statements, business andoperations of the Company.
In addition to any pending investigation in other jurisdictions,the factual disclosures made in the course of reaching theagreements may result in the commencement of additional
investigations in other jurisdictions. Such investigations could
also result in (i) civil claims or claims by shareholders against
the Company, (ii) adverse consequences on the Company’s
ability to obtain or continue financing for current or future
projects, (iii) limitations on the eligibility of group companies
for certain public sector contracts, and/or (iv) damage
to the Company’s business or reputation via negative
publicity adversely affecting the Company’s prospects in thecommercial market place.
Airbus will continue to cooperate with the authorities in the
future, pursuant to the agreements and to enhance its strong
Ethics & Compliance culture within the Company.
Several consultants and other third parties have initiatedcommercial litigation and arbitration against the Company
seeking relief. The agreements reached with authorities maylead to additional commercial litigation and arbitration against
the Company and tax liability in the future, which could havea material impact on the Financial Statements, business andoperations of the Company.

Securities Litigation
In August 2020, a putative class action lawsuit was filed in US
federal court in the state of New Jersey against Airbus SE andmembers of its current and former management. The lawsuit
was brought on behalf of alleged shareholders that purchased
or otherwise acquired Airbus SE securities in the US between
24 February 2016 and 30 July 2020, and asserts violations of
US securities laws. The complaint alleges that defendants madefalse and misleading statements or omissions concerning,among other things, the Company’s agreements approvedon 31 January 2020 with the French PNF, the UK SFO, theUS DoJ and the US DoS as well as the Company’s historic
practices regarding the use of third party business partners
and anti-corruption compliance. The lawsuit seeks unquantified
damages. The Company believes it has solid grounds to
defend itself against the allegations. The consequences ofsuch litigation and the outcome of the proceedings cannot be
fully assessed at this stage, but any judgement or decision
unfavourable to the Company could have a material adverse
impact on the Financial Statements, business and operationsof the Company.

Other Investigations
The Company is cooperating fully with the authorities in a
judicial investigation in France related to Kazakhstan. In thisspirit, the Company asked to be interviewed by the investigating
magistrates and has been granted the status of “assisted
witness” in the investigation.

Airbus / Annual Report – Registration Document 202053

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

In 2019, the Company self-reported to German authorities
potentially improper advance receipt and communicationof confidential customer information by employees of Airbus
Defence and Space GmbH. The information concerned relates
to two future German government procurement projects in the
programme line Connected Intelligence. The self-disclosure by
the Company follows an ongoing internal review with the supportof an external law firm. Both the German Ministry of Defence
and the Munich public prosecutor opened an investigation into
the matter. The Company will continue to fully cooperate with
relevant authorities. The investigation could have an impact on
Airbus Defence and Space GmbH’s and Airbus Secure Land
Communications GmbH’s ability to participate in future public
procurement projects in Germany and may have other legal
consequences.

Other Disputes
In the course of a commercial dispute, the Company received
a statement of claim by the Republic of China (Taiwan) alleging
liability for refunding part of the purchase price of a large contract
for the supply of missiles by subsidiary Matra Défense S.A.S.,
which the customer claims it was not obliged to pay. An arbitralaward was rendered on 12 January 2018 with a principal
amount of € 104 million plus interest and costs against Matra
Défense S.A.S. Post-award proceedings are currently underway.

1.1.8 Research and Technology
The Airbus Technology Department, led by the Chief Technology
Officer (“CTO”), is responsible for defining, delivering andprotecting all the Company’s Research and Technology (“R&T”),
enabling technology synergies across the group, federating
innovation the Company’s activities and ensuring expertisein breakthrough technologies. The department applies a leanproject-based approach, tracked and managed using earned
value management processes. Technological collaboration withexternal research communities and partners is encouraged andcoordinated through the department with technical and scientificexperts. These duties are delivered through the capabilities
outlined here below.
The Company-wide integration of R&T technology is achieved
through cross-portfolio Technology Planning and Roadmapping,giving an exhaustive view of technology targets and investments.
In addition, Company-wide engagement with institutional andcommercial partners and public agencies is achieved throughcommon R&T Co-operations.
Central R&T (“CRT”) is the cross-divisional R&T organisation that
prepares the Company’s long-term technological capabilities.
CRT leads specific investigations in emerging areas of researchand conducts ambitious research projects while leveraging
leading academic, scientific and research institutions to best
utilise their expertise for achieving the Company’s ambitions.
Development of selected breakthrough technologies areaccelerated through Airbus Demonstrators, by employing rapid
maturation methods. This function delivers, thanks to its fully
owned Airbus UpNext subsidiary, flight demonstrator projects
that drive collaborative new ways of working, provide the highest
level of transparency and challenge the status quo by embedding
Airbus Technology DNA in a highly dynamic environment.
Each Division has its own R&T function, defining and delivering
the divisional projects. The Divisional R&T functions are primarily
planning, decision making and arbitration teams, which areaccountable within their perimeters to both Technology, Divisional
Engineering and Product Strategy. Their responsibilities include
securing continuous improvement in Divisional competitivenessand the ability to develop business. Within the Company,
commercial specific priority is given to technologies for nextgeneration aircraft, bringing together product, production systemand services.

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Airbus / Annual Report – Registration Document 2020

In order to maximise the Company’s R&T activities, the Divisions
leverage the external ecosystem, utilising the portfolio of
projects for funding opportunities and engagement with global
partnerships, research institutes and universities. This ensuresefficient R&T portfolio execution, and benefits from new ways
of working including but not limited to agile methodology
and minimum viable product demonstration strategy.
Responsibilities include securing continuous improvement inDivisional competitiveness and the ability to develop businessby establishing and driving the Company’s R&T ambitions.
Fast-Track roadmap owners serve as principal advisors to the
CTO on technical vision and roadmaps for associated Technology
areas. Fast-Track roadmaps ensure coherency in the portfolio ofactivities and for the rapid advance of strategic priorities. Today
the Fast-Track roadmaps cover:–– Electrification;–– Industrial Systems and Manufacturing;–– Connectivity;–– Autonomy;–– Materials;–– Artificial Intelligence.
The Company’s IP is protected, secured and defended througha central IP function responsible for patent applications, portfolio
investigations and portfolio defence.
Technological innovation and outreach to expertise in specificregions is delivered through three units: Acubed in Silicon Valley,
Airbus Innovation Centre in China and start-up engagement anddevelopment through BizLab.

Key progress in 2020
Airbus Demonstrators – Airbus UpNext
Airbus UpNext identifies and evaluates the disruptive trendsof the aerospace industry and demonstrates their potential
for viable products. It uses flying demonstrators to evaluate,
mature and validate new technological breakthroughs for the
R&T portfolio. It invents and accelerates aerospace researchand prototype developments to achieve proof-of-concepts at
scale and speed.

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

The E-Fan family of technology demonstrators aimed todemonstrate all-electric and hybrid-electric flight. In April 2020,
the Company and partner Rolls-Royce jointly decided to end
the E-Fan X demonstrator project. E-Fan X had successfully
achieved its three main initial goals:–– launching and testing the feasibility of a serial hybrid-electric
propulsion system in a demonstrator aircraft;–– gaining insight to develop a more focused roadmap on how
to progress on our ambitious de-carbonisation commitments;–– laying a foundation for the future industry-wide adoption andregulatory acceptance of alternative-propulsion commercial
aircraft.

for dramatically reducing the time needed for wing stressing
on the A321ULR, and a project with SATAIR to use Artificial
intelligence to better predict the optimum deployment of spares
inventories worldwide.

The ZEROe concept planes revealed in September 2020 unveiled
the Company’s investigation and research into hydrogen-based
propulsion. The ambition is supported builds on E-Fan X’stechnology bricks as well as a follow-up demonstrator.

The Company’s UTM project is focussed on integrating UAS
into aviation with the aim of servicing all forms of airborne traffic
and using the UTM space to introduce and test state of the art
digital methods for future ATM systems. The Company’s UTM
is one of the first FAA approved Low Altitude Authorization and
Notification Capability (“LANNC”) providers for drone flights incontrolled airspace, and is working with DroneDeploy to provide
this service to the market.

Airbus UpNext has also engaged in the development of anelectrical powertrain intending to demonstrate the feasibility
and potential of cryogenic and super-conducting technologies
for varying power-level applications.
The Autonomous Taxi, Take-off and Landing (“ATTOL”)
demonstrator has successfully leveraged computer vision
technologies and techniques to enable commercial aircraft tonavigate and detect obstacles during taxi, take off, approachand landing. In April 2020, the world’s-first autonomous visionbased flight combining the three functions (taxi/take-off/landing)was successfully performed by an Airbus A350. This marked
the completion of the ATTOL demonstrator, a new demonstrator
will follow testing the next steps.
The Fello’Fly aims to prove the technical, operational andeconomic viability of wake-energy retrieval for commercial
aircraft. In September 2020, a collaboration with Frenchbeeand SAS Scandinavian Airlines was publicly announced.
In addition, the demonstrator team is partnering with France’s
Direction des services de la navigation aérienne (“DSNA”),
the UK’s NATS, and EUROCONTROL. This consortium will
support the demonstration of the operational feasibility of the
project.
The TELEO aims at providing seamless smart routing in satellite
constellations (LEO and GEO). In August 2020, it was agreed that
the ARABSAT BADR-8 platform (to be built by the Company)
would host the experimental TELEO optical communications
payload. The satellite is scheduled for launch in 2023.
A new Airbus UpNext demonstrator focuses on simplifying
VTOL‑craft mission preparation and control.
It will include a demonstrator aiming at flight testing highperformance wings is included.

Acubed (A3)
Acubed is the Company’s innovation centre in Silicon Valley.
Its mission is to provide a lens into the future of the industry,transforming risk into opportunity to build the future of flight now.
The Advanced Digital Design and Manufacturing (“ADAM”)
project aims to develop methods and tools to drastically reduce
development lead-time and production cost by leveraging
emerging digital technologies. In 2020, ADAM successfully
demonstrated its added-value through several use cases,
working collaboratively with Airbus Americas Engineering,
SATAIR and Airbus in Europe. Use cases include project EVE

1

The Wayfinder project is developing a scalable and certifiable
platform for Autonomy and Machine Learning to enable future
autonomous flight projects. In 2020, Wayfinder successfully
delivered algorithms for detection of runway features for the
ATTOL demonstrator enabling fully autonomous computer vision
landing of an A350 Flight Test aircraft. In 2020 Wayfinder started
Flight Testing on a Beech Baron 58 aircraft for rapidly developing
hardware and software for mass data collection.

Airbus China Innovation Center (“ACIC”)
ACIC, based in Shenzhen, is the first Innovation Centre set upby the Company in Asia. Its mission is to fully leverage China’s
local innovation ecosystem – including talents, partners andresources – combining this with the Company’s expertisein aerospace to discover promising technologies, to identify
solutions enabling new services and to fast-track delivery ofinnovation projects.

Manufacturing Innovation
The team is tasked with leveraging China’s strength in advanced
manufacturing to deliver value to the Company’s final assemblylines. It is developing computer vision for workflow/safety, smart
tooling, automation in logistics, industrial connectivity, remote
inspection and IoT / big data. Prototypes / solutions have beendeveloped and implemented in production environments.

Cabin Experience
Flexible display use cases have been presented to selectedcustomers with positive feedback.
The Cabin Wi-Fi application demonstrator integrated on theA350 MSN002, 3rd party applications were integrated on theShenzhen Lab to enrich the offer to Chinese customers.
Turning to the Company’s strategic project Keep Trust in Air
Travel, the team set up a contractual framework with a local
supplier to provide an antimicrobial polish, which disinfects cabinsurfaces for at least three months after its application. This is
expected to come to market in the first half of 2021.

Tech Lab
Wireless sensor development is: a more cost-efficient way tocollect data from flight tests via wireless connection, being
developed in cooperation with Airbus Helicopter engineering.
Phase I was delivered in June 2020. Phase II is scheduled fordelivery in the first half of 2021.
A battery testing lab is: screening and testing the latest battery
technology in China.

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

Connectivity
The 5G Air-To-Ground (“ATG”) antenna alpha prototype was
successfully developed. A beta prototype and flight test isplanned 2021.

BizLab
Airbus BizLab is the aerospace accelerator where start-ups andthe Company’s intrapreneurs speed up the transformation of
innovative ideas into valuable businesses. The “cohort” of startups and intrapreneurs must quickly identify an internal Airbus
customer, develop the terms for a proof-of-concept and deliver
everything within a six-month period. Start-ups and internal
projects benefit from access to the Company’s coaches andexperts in various domains, and participate in events such asa “demo-day” with the Company’s decision makers, customers
and partners.
In 2019, Airbus BizLab signed a contract with the Indian start-up“Traxof Technologies” to automate the talent acquisition process
for Airbus’ Information Management organisations in India andEurope and the VR-Pilot Flight Training Solution (“VRnam”) was
acquired by the Company. The solution allows trainees pilots
to learn and practice flows and procedures in an immersive 3D
cockpit. Complemented by Airbus simulation competencies,
it replaces cockpit simulator time and offers remote training
based on an hourly-rate business model.
The internal project “Geotrend” was spun out and is now astart-up, counting more than 25% of France’s CAC 40 index
companies as customers of the service. Geotrend is a market
and competitive intelligence solution based on artificial
intelligence that originated within the Company’s Defence andSpace Division.
Internal projects in 2019 included “F!t”, a software solutionthat provides insight on the future of air traffic using big data,
artificial intelligence and scenario-based models. Additionally,
the Crowdcraft project implemented by the Airbus’s General
Procurement department is a crowdsourcing and crowd staffing
platform, which rapidly finds solutions to technical challenges
for leveraging worldwide talent. The solutions have reduced
cost and work time through more efficient and compliant meansfor procurement buyers to access goods and services. The“Flight Operations Data 2.0” project has been transferred to“NavBlue” for commercialisation of the end-to-end solution forflight operation data.

Airbus (Commercial Aircraft)
In response to the COVID-19 crisis, the R&T activity for Airbus’commercial aircraft business was refocused on zero emission
technologies for next generation aircraft, as well as other aircraft
system technologies, including propulsion, wing, fuselage,
cabin, and industrialisation as a transverse technology stream.
The key achievements in the area of zero-emission technologies
include both hydrogen combustion and hydrogen fuel cell
technologies, for a highly efficient hybrid-electric propulsion
system. Different approaches to integrating the liquid hydrogenstorage and distribution system have been considered andwill continue to be addressed in 2021. To further explore thepossibilities of fuel cell propulsion systems for aviation, theCompany has entered into a strategic partnership with a key fuelcell system and component supplier. This partnership will enable56

Airbus / Annual Report – Registration Document 2020

co-developing and co-validating aviation-compatible fuel cellstacks. One specific configuration being investigated, amongst
others, is the “pod” option of installing stand-alone fuel-cell
propulsion systems based on hydrogen fuel cell technology.
In the wing technology area, the high-rate, low-cost wingtechnologies needed for next generation aircraft have continued
to progress during 2020 into the industrial phase. Full size Wing
Demonstrators are now in manufacture at a component level,
involving Airbus plants across Europe and partners globally.
The Industrial System for the assembly of the demonstrators
is being installed and the first demonstrator is expected to start
the assembly phase in the middle of 2021.
The other main areas of technology development in 2020 include
supporting the continuous improvement of Single-Aisle andA350 aircraft. Within industrial systems, more robotics are being
deployed across the plants, as are in-process digital feedback
and verification. Technologies reducing the Company’senvironmental footprint and enabling a more circular economy
are also at the heart of the portfolio.

Airbus Helicopters
Despite the crisis, R&T activities made good technical progressin the key streams (Flagship and Safety) which were selected
as priority.
Key milestones have been achieved for flagship. The delivery bypartners of RACER flight components started and the assembly
will be completed by the middle of 2021. The first flight is now
planned for the second half of 2022.
From a technology brick perspective, solutions are also in R&TR&D transition. Light Helicopters HUMS flight demonstration
is in preparation on the H130 Flight Lab. The Rotor Strike
Alerting System has successfully passed its TRL6 stage and its
supplemental technical certificate agreement has been signedwith a supplier (NSE company) ahead of in-service deployment.
Electrical components of the engine back-up system for the
H130 helicopter were delivered and their flight clearance started
for a first flight at the beginning of 2021. A new concept of leadlag dampers for heavy helicopters has been demonstrated on
the ground and the performance assessment will continue inflight in 2021.
From a programme point of view, the crisis confirmed thepriorities already defined. Robust roadmaps based on realistic
vision have been set out for mid- and long-term outcomes,
namely: CO 2 and noise emission reduction, autonomy andautomatisation, artificial intelligence, urban mobility.

Airbus Defence and Space
In 2020, the challenging economic situation led to a review ofthe overall R&T Portfolio of projects for the Company’s Defence
and Space Division. This exercise of prioritisation was done
under the premises of maintaining our core capabilities, focusing
only on those technologies that are required for adoption in
key products.
The optimisation of the portfolio also offered the opportunity torevise the links between R&T and R&D, and reinforce them where
necessary, as well as to restructure the way that the Division
addresses its technologies and the link between technology
and product. The new portfolio is arranged using the concept of

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

flagships, which represent the main areas of interest for focusing
the technology maturation to ensure proper adoption by internaland external customers.
In terms of main technology achievements, the Division focusedon technologies related to automatic processing of informationfrom multiple sources, and enhanced high-resolution satellite
image processing and data analytics. Many of those technology
bricks are being integrated into the main family of products of
the Connected Intelligence Program Line.
In Space, significant effort has also been dedicated to work oncore technology bricks for the OneSat and Eurostar NEO familyof satellites, in the areas of: propulsion, materials and radiation
protection. There is special emphasis on radar developments
and on telecom payloads, including significant progress on the
optical communications roadmap.
Big achievements have been made in digitalisation andautomation for production and assembly, applicable for both
aircraft and satellites. Highlighted technologies here are
artificial vision, augmented reality and enhanced use of cobots(collaborative robots).
During 2020, the Defence and Space Division continued
developing key technologies for new combat platforms andsystems, applicable both for Eurofighter and future elements of
the FCAS System-of-Systems. This includes not only platformrelated aspects (such as flight physics methods and tools, energy
and thermal management developments), but also technology
elements related to the cloud-based networking environment inwhich those platforms will have to operate, combining assets thatwill have to work collaboratively and in contested environments.
This includes manned-unmanned teaming demonstrations.

Central Research and Technology (CRT)CRT operates in concert with Technology fast tracks androadmaps to meet strategic objectives, as well as with divisional
R&T to ensure the continuation of CRT activities. At the end of
2020, CRT had 55 projects running concurrently across its six
domains. Highlights from these activities include:–– Blue Sky: together with Airbus Engineering, Blue Sky (onbehalf of the CTO) successfully led the Airbus Quantum
Computing Challenge to its conclusion. The worldwide
competition was the first of its kind. It made news aroundthe globe and attracted over 1000 people from more than
70 countries. The winner, Machine Reply, was announcedin December 2020 at the Q2B conference. A joint follow-on
project between Engineering, CRT, and Machine Reply is
expected to take place in 2021. In addition, Blue Sky launcheda novel research project on biological means of recycling
CFRP, opening the door to novel means of ensuring longterm sustainability in aerospace;1–– Communications: pioneering new communication systemarchitectures and concepts of operation for ultra-high speed
connectivity between flying platforms and the terrestrial
infrastructure. Proof-of-concept of a special many-coreprocessor design for highly integrated airborne computer
systems, including safety-critical and high-performance
applications. Unprecedented precision in-door positioning
in the aircraft cabin using the existing wireless infrastructure.
Adopting research results on secure aircraft-to-groundequipment communications to the “Keep Trust in Air Travel”
initiative to sanitise the aircraft cabin against the COVID-19
virus;–– Materials: green and sustainable materials and process
technologies projects have been accelerated, e.g. assessmentof different carbon capture routes to raw materials for carbon
fibre composites or eco-efficient value streams for Ti64 circularuse (from production chips to new powder). Highly efficient
multi-functional structures with integrated printed sensors
inside the material lay-up have proven their robustness andfunctional feasibility during coupon testing. Digitalisation
Technologies have been shown to accelerate and improvematerials analytics and development processes, e.g. striation
counting in failure analytics images, evaluation of computer
tomography data or physical-chemical data or simulations witha volume element for composite digital twins. Multi-material
printing technologies for tailoring parts has shown its feasibility
and triggered new application ideas (new heat exchanger
design concepts for zero emission flying);–– Electrics: successful demonstration of a high-voltage cable
prototype capable of sustaining the required performances involtage (up to 3 kV) without undesired phenomenon such as
partial discharges, and with weight and flexibility improvement
for installation. The Zero Emission team makes use of thistechnology;–– Virtual Product Engineering: five projects were concluded
and successfully handed over to divisional customers
addressing topics in efficient High Power Computing, future
Model Based System Engineering, modelling and simulation.
Topics launched in 2020 will investigate use of Artificial
Intelligence in Modelling and Simulation as well as addressing
simulation challenges for future Airbus platforms and industrial
systems;–– Data Science: the team has concluded four major projects
that contributed either open or inner source software for use
in major projects in the business. A new project, Intelligent
Observe Orient Decide Act, has been launched with the aimof improving commercial aircraft manufacturing through thedelivery of a virtual assistant that integrates planning andscheduling capabilities.

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1. Information on the Company’s Activities /1.2 Non-Financial Information

1.2 Non-Financial Information
1.2.1 The Company’s Approach to Sustainability
The Company is now using the term “sustainability” to fully
encompass both the notions of responsibility and sustainability,
not only to be in line with current business practices but also
to reflect a more comprehensive and integrated approachto sustainability. It understands that acting responsibly is aprerequisite, essential to ensuring sustainability, now at the heartof the Company’s new purpose and business strategy. For a
description of the Company’s business model and strategy, see“– Information on the Company’s Activities – 1.1.1 Overview”.
Sustainability at the Company focuses on the long term successof the Company while ensuring that society can meet its present
needs without compromising the ability of future generations todo the same. By adopting the 17 United Nations Sustainable
Development Goals (“SDGs”), the Company embraces a shared
blueprint and common reference as to what will guarantee
a sustainable future. It also offers a framework to align its
sustainability contributions.
In 2019, with the impulse of the Next Chapter transformation, theCompany took on the task of rethinking its company purpose andin identifying its most essential contributions to society. With its
new purpose statement “We pioneer sustainable aerospace for asafe and united world”, the Company defines why it exists: to leadthe way in the decarbonisation of our industry and sustainableglobal travel, to unite and safeguard the citizens of the world,and continually expand human knowledge of our universe, fromcritical events on earth to the exploration of space.
The Company’s purpose is brought to life via its strategy which
defines what it does, plans and prioritises. The “what it does” isreflected first and foremost in the product and services portfolio
offered to its customers. Its aircraft are essential to uniting families,
business leaders, medical professionals, students and diplomats
worldwide. In 2019, the aviation sector helped unite 4.5 billion
passengers(1), many of which used Airbus aircraft. In parallel, itshelicopters are critical to ensuring medical emergency missions,firefighting missions, search and rescue missions and theperformance of geological and wildlife surveys amongst others.

(1) ATAG Aviation Benefits Beyond Borders Global Fact Sheet – September 2020.

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Its defence and space portfolio assists government authorities,
emergency service providers and healthcare providers insafeguarding citizens worldwide by providing communication,
collaboration and intelligence knowledge solutions. Solutions
such as Airbus Earth monitoring systems are critical to better
understanding the impact of climate change and to monitoring
deforestation, ensuring positive contributions to SDG 13,“Climate Action” and SDG 15, “Life on Land”.
The COVID-19 crisis has also revealed aviation’s significant
value under such critical circumstances, by transporting such
goods as masks and ventilators in record time, making a key
contribution to SDG 3, “Good Health and Wellbeing”. In addition,
aircraft helped stranded families return home, thanks to 39,200
repatriation flights of 5.4 million passengers between March and
September 2020. As many faced travel restrictions, this crisis
has also raised awareness of the psychological benefits of travel
and the physical connection for which the Company and theindustry play an essential role.
Conscious of the valuable societal needs the Company cansatisfy via its range of products and services, Airbus wants tolead a sustainable industry transformation.
Furthermore, the Company’s contribution to society and theSDGs goes well beyond what it offers directly through its
products and services.
For example, it also contributes significantly to SDG 8 “Decent
Work and Economic Growth”. According to the 2019 ATAG
Benefits Beyond Borders fact sheet, prior to the COVID-19
crisis, the aviation sector supported 87.7 million jobs worldwide,
11.3 million of which were direct jobs in the industry, known
for its high-value added professions. Another 18.1 million jobs
were supported through the aviation industry supply chain and13.5 million through induced benefits of industry and employee
spending. Finally another 44.8 million jobs supported in the
tourism industry.

1. Information on the Company’s Activities /1.2 Non-Financial Information

Economic
benefits

87.7 million$3.5 trillion

Jobs supported by aviation worldwide

Global contribution to GDP, 2018
(4.1% of world economic activity)

11.3 million direct jobs in the industry:
648,000 at airport operators
5.5 million in other on-airport jobs
3.6 million at airlines
1.3 million in civil aerospace
237,000 at air navigation service
providers1

4.3x
Aviation jobs are, on average,
4.3 times more productive than other jobs

35%
18.1 million jobs supported throughthe aviation industry supply chain
13.5 million jobs through induced benefitsof industry and employee spending
44.8 million jobs supported in the tourism
industry

Worldwide trade by value carriedby air transport, 2018 ($6.5 trillion).
By volume: 0.5%

17th
If aviation were a country, it would rank
17th in size by GDP

Reference: ATAG Aviation Benefits Beyond Borders Global Fact Sheet – September 2020.

The COVID-19 crisis has also put the important economic
contribution of aviation in the spotlight, as travel restrictions
and health preoccupations slowed global traffic dramatically.
According to the September 2019 ATAG COVID-19 Analysis Fact
Sheet, 46 million jobs and US$ 1.8 trillion worth of economic
activity, normally supported by aviation, were at risk.
Despite these exceptional circumstances, Airbus continues toplay an important role in welcoming thousands of apprentices,
working students, interns and young graduates thanks to its
extensive early career programs, making it a major contributor
to SDG 4, “Quality Education”. In Germany alone, there wereover 2,000 apprentices and dual students employed as of
31 December 2020 with 640 of them being new entries over
the year.
Airbus is conscious of the value it brings to society, and it
wants to bring this value in a sustainable way, ensuring it cancontinue to unite and safeguard while minimising its socialand environmental impact. This remains a challenge that theCompany is taking seriously as demonstrated by its “ZEROe”
concepts, Airbus is targeting the world’s first zero-emissioncommercial aircraft to enter service by 2035. Pioneering
sustainable aerospace can offer the Company a competitive
advantage, while improving resilience, and ensuring it maintains
its license to operate. Conversely, lack of progress could
represent a risk to the Company. Beyond the influence of its
purpose, this explains why sustainability is an essential partof the corporate strategy.

In 2020, to increase its focus on sustainability efforts, theCompany revamped its sustainability strategic framework aroundthe following four priority commitments:–– Lead the journey towards clean aerospace–– Respect human rights and foster inclusion–– Build our business on the foundationof safety and quality, and–– Exemplify business integrity

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59

1. Information on the Company’s Activities /1.2 Non-Financial Information

The process of constructing and selecting these fourcommitments was a multi-functional effort, led by the
Sustainability & Environment and Strategy teams, with thesupport of Corporate Affairs and of members of the Sustainability
Network (formerly known as the R&S Network) regrouping
representatives across numerous functions of the Company.
The objective is to set clear ambitions across each commitment
with agreed key performance indicators (“KPIs”) and targets
enabling the Company to monitor progress towards theseambitions. This process has begun in 2020 and will continue
to mature over 2021.
Several sources were essential in deciding on the fourcommitments, including the 2019 materiality assessment, athorough benchmark, an analysis of market and regulatory
trends, an evaluation of ESG risks in the Company’s risk report,
a gap analysis and the consideration of the Company’s values.

Conscious that a business cannot be sustainable without creating
shared long-term value for all of its stakeholders, dialogue isan important part of the Company’s approach to sustainability.
The responsibility for stakeholder engagement, as a generalrule, is decentralised and employees are encouraged to initiate,
develop and maintain relationships and dialogue with theirrespective stakeholders. However, at a more strategic level the2019 materiality assessment was a critical exercise in capturing
the voice of 12 of its most important stakeholder groups, helping
the Company identify which ESG issues were most material tothem, and integrating this into its strategy. These key stakeholder
groups included customers, suppliers, partners, NGOs, investors,
employees, authorities, governments, industry associations,
MRO providers, airports and the community at large.
The materiality viewpoint of stakeholders was compared withthat of the Company, in addition to an analysis of which ESG
issues it had, or could have, the most impact on. This led to thefollowing three-dimensional materiality matrix, fundamental inestablishing the Company’s four commitments.

Materiality matrix 2020
Technology & Innovation
Environmentally
responsible products
HIGHEST

Product quality& Responsibility
Security
Health & Safety

HIGHER

Environmental managementof operations
Business culture& LeadershipResponsible employer

Economic

Stakeholder engagement
HIGH

INCREASING MATERIALITY TO STAKEHOLDERS

Materiality Matrix

Community impact
Responsible
supply chains
HIGH

HIGHERHIGHEST

INCREASING IMPACT ON AIRBUS
Bubble size : Impact OF Airbus
Environment

Safety & Quality

Human rights

Business integrity

Other

Source: Datamaran.

Governance and Organisation
2020 was also a year when the Company strengthened
its governance around sustainability. The former Ethics &Compliance Committee of the Board of Directors was expanded
to include sustainability as a whole, with the first meeting of
the Ethics, Compliance and Sustainability Committee (“ECSC”)
taking place in October 2020. For further information about
the ECSC, see “– Corporate Governance – 4.1.1 Corporate
Governance Arrangements”.

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The ECSC is responsible for assisting the Board of Directors tooversee the Company’s:–– culture and commitment to ethical business, integrity andsustainability;–– 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 ensurethat sustainability-related topics are taken into account in the
Company’s strategy and objectives.

1. Information on the Company’s Activities /1.2 Non-Financial Information

Under the Board Rules, the Board of Directors delegates the dayto-day management of the Company to the CEO, who, supportedby the Executive Committee makes decisions with respect tothe management of the Company, including sustainability. The
Executive Committee has the responsibility to provide top level
expectations and direction while overseeing and validating thesustainability strategy. This entails validating sustainability targets
including those integrated into the Top Company Objectives.

1

The Executive Committee is supported by several committees
or boards linked to our four sustainability commitments. The
Environment Executive Steering Committee, the Inclusion &Diversity Board as well as the Product Safety Board. Other
sustainability topics are brought directly to the attention of the
Executive Committee without first being discussed in specificcommittees or boards.

Board of Directors

Ethics, Compliance & Sustainability Committee

Executive Committee

Environment
Executive
Steering
Committee

Inclusion & Diversity
Advisory
Board

Product Safety
Board

On the organisational front, an important step came inJanuary 2020 when the former Responsibility & Sustainability
and Environmental Affairs departments merged to create
one new integrated department, named Sustainability &Environment. The aim is to leverage the expertise of theformer Environmental Affairs team in regulatory monitoring andmanagement systems to accelerate the overall sustainability
ambitions of the Company. Within this new department, a
dedicated “Develop & Engage” team was created to help develop
a greater coordination and advancement of sustainability
policies, objectives, and roadmaps across countries, Divisions,affiliates and regions. It also aims to develop global plans for
employee engagement in sustainability and for employee
involvement in local communities.
The Company also believes the integration of sustainability
criteria in its reward mechanisms is an important enabler
for accelerating its sustainability ambitions. In 2020,
the Company integrated a sustainability component into
the Common Collective Component of the CEO’s Variable
Remuneration, accounting for 20% of the payout. 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 all Executives employed at the Company. As for employees
below senior manager level, sustainability criteria has been
integrated as part of the operational targets impacting the payoutof success sharing schemes which are implemented in the
Company in more than 30 countries. For more details regarding
the Company’s remuneration schemes, see “– Corporate
Governance – 4.2 Remuneration Policy”.

Human Rights, Health & Safety, Ethics & Compliance:
direct cascading of topics to the EC

Reporting
In regards to overall sustainability reporting the Company has
chosen to report against the Global Reporting Initiative (“GRI”)
standards. Not only are these standards one of the mostinternationally used and recognised reporting standards today,
but their intent is to answer the needs of a variety of stakeholder
groups, which is also aligned with the Company’s focus on
stakeholder engagement and dialogue.
Furthermore, as a member of the UN Global Compact since2003, the Company submits annually its Communication on
Progress and has reached “Advanced Level”.
You will find these issues covered within the following Sectionsof this chapter:–– Lead the journey towards clean aerospace:–– 1.2.2 Environment (“environmentally responsible products”
and “environmental management of operations” in the matrix);–– Build our business on the foundation of safety and quality(1):–– 1.2.3(a) Aviation and Product Safety (“product quality& responsibility” in the matrix),–– 1.2.3(b) Health and Safety (same in the matrix);–– Respect human rights and foster inclusion:–– 1.2.4(a) Human Rights (“responsible employer” in the matrix),–– 1.2.4(b) Inclusion and Diversity (“responsible employer” inthe matrix),–– 1.2.4(c) Labour Relations (“responsible employer” inthe matrix),–– 1.2.4(d) Workforce (“responsible employer” in the matrix),–– 1.2.5 Exemplify business integrity: Ethical businesspractices (“business culture & leadership” in the matrix),–– 1.2.6 Responsible supply chain (“responsible supply chains”
in the matrix), and–– 1.2.7 Community engagement (“community impact” in thematrix).

(1) See section 1.1.8 for Research & Technology (“technology and innovation” in the matrix).

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1. Information on the Company’s Activities /1.2 Non-Financial Information

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 tosustainable growth.
The Company is determined to drive its four sustainability
commitments across its value chain. They include commitments
linked to human rights, health and safety and the environment.
In 2020, even greater focus has been placed on Airbus’ supply
chain. With the launch of a dedicated Sustainable Supply Chain
Roadmap, the Company intends to accelerate improvements
upstream. 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 performthe assessment, monitoring, mitigation and reporting of risk
and compliance allegations, which are embedded into theCompany’s culture and processes. At the Company, headsof programmes and functions, as well as managing directors
of affiliates, supported by respective internal specialists,shall ensure proper deployment of the Company’s policies,
management of ERM in their fields or perimeters, as well as
duly reporting issues to top management. The Company’s
approach is based on its existing strengths, namely a strong
management process already established and adopted by
employees, empowerment of specialists and an industry
approach whenever possible.
With regard to risk management, the Company performed anin-depth review of its ERM system in 2017 in order to identify
potential missing risks related to human rights and fundamental
freedoms, health and safety and the environment. Since then,the ERM system is continuously evolving to take into accountthe most significant risks which can be generated as part of
the Company’s operations. During 2020, these risks and related
response plans were consolidated and were reported to theCompany’s top management on a regular basis. Sustainability
risks are structured around four topics reflecting the Company’s
four sustainability commitments: environment, human rights,
safety, and business integrity. To increase the consideration ofsustainability subjects across the Company, the ERM Center ofCompetence 2020 Confirmation Letter required all organisations
to assess if human rights, health & safety and environment
risks are identified, assessed, and response plans are in place,and eventually define improvement actions to address thesetypes of risks. 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”.
To support our commitment to and promotion of a “SpeakUp”
culture, the Company has an “OpenLine” to provide employees
and third parties with an avenue for raising concerns in aconfidential way. For further information on the OpenLine, see“– 1.2.5 Exemplify Business Integrity”.
To continuously drive improvement, the Company offers
employees over 400 training opportunities, online and inperson, linked to human rights, diversity, health and safety,
ethics & compliance, and environmental matters. It continues todeploy the Directors’ training programme which is dedicated torisk-exposed populations, such as Managing Directors, Heads
of Finance and Board Members of affiliates.

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The Airbus Leadership University took the lead to embedsustainability commitments into the development solutions it
offers, in order to ensure the Company’s managers are trainedand equipped to instil the right behaviours, foster culturalchange and encourage the search for innovative solutions toanswer societal challenges. For example, the Company offers
its executives a day-long “Responsible and Ethical Leadership”
MasterClass. In addition, in 2020, the Company launched alearning journey for all its leaders with team management
responsibilities which includes, as one of its key pillars, thepromotion of sustainable business practices.
The foundation for integrity at the Company is the Code of
Conduct, which is intended to guide daily behaviour and help
employees resolve the most common ethical and complianceissues that they may encounter. The Code of Conduct applies
to all employees, officers and directors of the Company as wellas entities that the Company controls. Third-party stakeholders
with whom the Company engages are also expected to adhere
to the Code of Conduct in the course of performing work on
the Company’s behalf.
All affiliates of the Company (affiliates where the Company owns
more than one half of the voting rights, or is able to appoint ordischarge more than one half of the members of the Board)
with operational activities are expected to deploy similar internal
policies applying the Company’s directives.
A corporate directive assists the Company affiliates in effectively
fulfilling their responsibilities while assuring the Company’s
ongoing commitment to high standards of corporate
governance.
In 2020, the Company, working closely with its two Divisions,approved an update of the company-wide single directive
on corporate governance for the Company’s affiliates, which
defines rules, processes and procedures applicable to theCompany’s affiliates and their respective boards, directors
and officers. The Company leveraged this in-depth work to
integrate enhanced requirements on labour and human rights,
environment, health and safety and procurement matters into
the new directive on the basis of Company related internal
policies including:–– International Framework Agreement;–– Agreement on the European Works Council;–– Supplier Code of Conduct;–– Health & Safety Policy;–– the Company’s Code of Conduct;–– Environmental Policy;–– the Company’s Anti-corruption Policy and related Directives.
Since September 2018, this directive has become a reference
for all affiliates from all Divisions, and the Company is working
on a regular yearly update to constantly improve it. Basedon the updated directive, a newly harmonised questionnaire
was sent to all controlled affiliates in 2020 to self-assess theirinternal controls, including how they relate to the environment,
health & safety, human resources and procurement compliancerequirements. Regarding the above activities, controlled affiliates
were asked to confirm that all relevant Company policies wereaccessible to their employees and duly communicated to them.
If that is not the case, controlled affiliates shall take appropriate
actions to remediate the gaps.

1. Information on the Company’s Activities /1.2 Non-Financial Information

To verify that the answers provided to the questionnaire are inline with the Company’s expectations, so-called “Fit” checks
started to be performed in 2018 on some Finance, Complianceand Governance key controls for controlled affiliates of theCompany and its two Divisions. From 20 Fit checks performed
in 2018, the Company increased to 70 in 2019 and reached 79
Fit checks in 2020 despite the COVID-19 crisis. 85 Fit checks
are targeted in 2021.
Since 2019, affiliates are also 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. The Company
endeavours to ensure that the procedures to assess, investigate
and manage allegations are well aligned throughout theCompany.
In 2020, the internal controls process has been reinforced andthe coverage extended to jointly controlled and non- controlled
affiliates to mainly ensure the proper application of relevant
compliance and sustainability policies.

1

Each affiliate with operational activities has in place a Boardof Directors and/or a shareholders’ meeting where strategic
decisions are made. Each affiliate has an Airbus supervisor
who is a member or Chairman of the Board of Directors who
ensures that all the Company’s requirements are consideredby the affiliate’s management. At least once a year the agendaof the Board of Directors will include an update on ethics andcompliance matters (including training, awareness and anyother relevant issues).
For its principal and operational minority joint ventures, theCompany will work with the joint-venture partners to ensure
the proper application of relevant compliance and sustainability
policies.
For further information on the Company’s approach to theenvironment, 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.

1.2.2 Lead the Journey Towards Clean Aerospace
Environment
I. Introduction
In line with the Company’s purpose “pioneering sustainableaerospace for a safe and united world” and to drive thetransition of the air transport system towards climate neutrality,
our foremost ambition as an aircraft manufacturer is to bring
the first zero emission (also referred to as “ZEROe”) commercial
aircraft to the market by the mid of the next decade and toplay a leading role in the decarbonisation of the aviation sector.
The Company is investing major resources into examining andreducing the impact of its products in operation together with allactors within the aviation sector. As a supporter of the Task Forceon Climate-related Financial Disclosures (“TCFD”), the Company
does not only rigorously track and measure its own impact in its
sites, products and services, but it 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 investingin research, new technologies and sustainable solutions.

II. Governance
Environmental policy
The Company has put sustainability at the heart of its
company strategy and governance, making it a clear priority.
We take a holistic approach to measuring and acting upon ourenvironmental performance by assessing the environmental
impact of our internal operations as well as providing capabilities
to our customers to reduce the impact of the products inoperation. This also means introducing a lifecycle perspective

and mitigating the risks and impacts at all stages along thelifecycle, from the procurement of raw materials, through thedesign and manufacturing of our products, to their in-service
life until their retirement.
This is driven through the Company’s environmental policy and
it is illustrated by four key ambitions:–– lead the decarbonisation of the aerospace sector aiming tobring the first zero emission commercial aircraft to market
by 2035;–– reduce our industrial environmental footprint at sites worldwide
and throughout our supply chain;–– develop a more circular model, leveraging ecodesign anddigitalisation to optimise material utilisation and reduce useof critical resources;–– enhance our current product and services portfolio contributing
positively to climate change mitigation and adaptation.
The industry faces a variety of environmental challenges, including
climate change, and the Company invests and cooperates
with stakeholders across the value-chain in researching andimplementing innovative ways to meet them.
The Company recognises its role in contributing to reduce theglobal environmental footprint of the sector and the importanceof aligning and respecting the commitments of the Paris
Agreement. Climate change may also affect the environmental
conditions in which the Company’s manufacturing activities andproducts are operated. Another area of attention is the eliminationof regulated substances posing a risk to human health or theenvironment. The Company is continually seeking technicallyfeasible sustainable solutions to reduce the environmental
impacts of its products and operations, in cooperation with its
suppliers and industrial stakeholders.

Airbus / Annual Report – Registration Document 2020

63

1. Information on the Company’s Activities /1.2 Non-Financial Information

Organisation and responsibilities
Two main management structures are relevant for the governancein sustainability matters and climate change: the Board of
Directors and the Executive Committee.
As mentioned above, the Board of Directors is supported by
its recently expanded committee, the ECSC. In practical terms,
the ECSC as a committee of the Supervisory Board oversees
strategic decision-making and the execution of the approved
sustainability strategy, including areas such as innovation andenvironmental and climate action.
Nonetheless, until today, carbon reduction initiatives andsustainability projects have been regularly discussed at Boardof Directors level under the review of the “General report” whichis part of the first items on the agenda of each Board meeting.
To support the Executive Committee in environmental matters,
especially climate-related, an Environment Executive Steering
Committee (“EnC”) was established. The EnC gathers somemembers of the Executive Committee and senior managers
responsible for environmental topics. It meets monthly to review
the progress and take decisions on all matters related to theenvironmental 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 toguide the business in environmental matters and to set the policy
and deploy, drive and improve the Environmental Management
System (“EMS”) throughout the Company.

64

Airbus / Annual Report – Registration Document 2020

The Company’s EMS is based on ISO 14001:2015. Airbus was
the first aircraft manufacturer to be ISO 14001 certified, andcontinues to show its commitment by having been recertified
to ISO 14001: 2015 in November 2019, and confirmed by acertification surveillance audit in 2020. Airbus also monitors
environmental regulatory developments to understand, evaluate
and prepare for legal and regulatory evolutions applicable to its
activities and products.

Disclosure of environmental indicators
The Company actively monitors its environmental data throughout
the organisation in order to measure the environmental impact
of its site operations, track its performance and communicate
information on environmental matters to internal and external
stakeholders.
Since 2010, the Company has published environmental data
verified by external auditors. Below is a selection of externallyreviewed environmental indicators.

1. Information on the Company’s Activities /1.2 Non-Financial Information

1

Annual reporting of performance indicators table
Environmental
performance

Energy

GRI

EN3

KPI

Unit

2020

2019

Total energy consumption (excluded electricity generated
by CHP on site for own use) ✔

GWh

3,482

4,108

Energy consumption from stationary sources ✔

GWh

1,270

1,391

Energy consumption from mobile sources ✔

GWh

794

1,113
1,604

Total electricity consumption, heat & steam consumption
excluding CHP for own use ✔

GWh

1,417

GWh

226

142

GWh

179

188

Total Scope 1 + Scope 2 CO2 emissions ✔

ktons CO2e

783

954

Total direct CO2 emissions (Scope 1) ✔

ktons CO2e

470

578

Total indirect CO2 emissions (Scope 2) ✔

ktons CO2e

313

376
109

Of which purchased electricity from renewable sources (REC)Generated electricity from CHP on-site for own use ✔
EN16

Air emissions

EN17

Indirect CO2 emissions Business Travel (Scope 3) ✔

ktons CO2e

22

Indirect CO2 emissions Oversize Transportation (1) (Scope 3)

ktons CO2e

128

169

Indirect CO2 emissions Use of Sold Product (Scope 3) ✔

ktons CO2e443,252

736,003

Of which indirect emissions from the production of fuel ✔
EN20
EN21
Water

ktons CO2e

79,313

131,696

Total VOC emissions (2) ✔

tons

1,112

1,474

Total SOx emissions

tons

14

15

Total NOx emissions

tons

238

282

EN8

Total water consumption ✔

m3

3,332,617

4,081,726

EN22

Total water discharge

m3

3,090,932

3,754,017

tons

74,87999,361

Total waste production, excluding exceptional waste ✔
Waste

EN23

EMS certification

Material recovery rate ✔

%

51.0

53,9

Energy recovery rate

%

20,7

21,2

Unit

62/79

62/80

%

96

94

Number of sites with ISO 14001 / EMAS certification (3)vs total number of covered by environmental reporting
Workforce effectively covered by reporting over workforce
subject to reporting according to the environmental guidelines

Geographical scope
Reported data covers 79 sites. Airbus environmental reporting guidelines include sites worldwide with a workforce on-site higher or equal to 50 employees. Note that only
100% consolidated entities are taken into account.

--

Scope of metrics
2019 baseline has been recalculated to integrate changes in accounting methodology: Gas emission factor for France according to Base Carbone 2015 for 2015 to 2019 data,
Oversize transport emission factors update, Mobile FAL electricity & gas perimeter update, Stationary energy consumptions actuals update, Renewable Energy Certificates
actuals update.

--✔: 2020 data audited by EY®. 2020 data covers 94.7% of active workforce.
(1) Oversize emissions cover transport of large and non standards shipments. Values cover aircraft commercial activities and are estimated.
(2) 2020 VOC emissions data is estimated. 2020 actuals will be consolidated during April 2021.
(3) Number of sites covered by the environmental reporting which are certified ISO 14001.

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 2020, the Company has been awarded the A- score, up
from B in 2019.

III. Risk Management
Environmental risk and opportunities are managed following the Company’s ERM system and requirements defined within the
ISO14001:2015 certified EMS. Identification of specific environmental risks and opportunities is defined by internal guidance andnotably highlights the Life Cycle Perspective approach to be adopted and the inputs to be considered: environmental aspects andimpacts, compliance obligations and other issues and requirements including stakeholders’ expectations or environmental objectives.
Risks and opportunities are reported quarterly to the Executive Committee of each Division and top risks, including climate relatedrisks, are consolidated at Company level to be brought to the attention of the Board of Directors and reviewed semi-annually.

1.

Climate-related risks

Climate-related risks 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.

Airbus / Annual Report – Registration Document 2020

65

1. Information on the Company’s Activities /1.2 Non-Financial Information

2. Regulated Chemicals
Evolution of the chemicals’ regulatory framework may lead toshort- and long-term potential bans and restrictions, and resultin business disruption across the Company’s value chain.
With the aim of protecting human health and the environment,
regulators at national and international level have developed astringent set of legal requirements that are continuously evolving
to regulate, minimise the use of and eliminate various substances.
In order to reduce the use of targeted substances and mitigate
the risk of disruption in its operations and supply chain, theCompany’s policy is the development of alternative technologies
that use substances of less concern and substitution of thesewhen suitable alternatives meeting stringent certification
and airworthiness criteria are available for deployment.
Complementary to substitution, digital solutions are being
developed to improve traceability of regulated substances inour products from the early design steps down to the end of life.

IV. Initiatives
Industrial Operations
The Company is engaged in an industrial transformation to
anticipate mid-term evolutions of its industrial systems as well
as looking for longer term solutions to build its “factories of the
future”. This company-wide initiative will support the reduction of
its environmental footprint on air, soil and water quality, climatechange, biodiversity and resource availability. An evaluationof hotspots based on life cycle assessment studies of someCompany products is also ongoing to help focus on appropriate
topics.
In 2019, the Company rolled out High5+, a 2030 plan to reduce
the footprint of the Company’s activities globally and reachout to the supply chain. High5+ engages sites and functions,making sure that each area plays its part in delivering the global
2030 objectives. These objectives have been set in absolutevalue compared to 2015 levels to reduce energy consumption,
CO2 emissions, water consumption, VOC emissions and waste
production as follows:–– energy and CO2: reduce energy consumption by 20% andreduce direct (scope 1), indirect (scope 2) and oversize
transportation (scope 3) net GHG emissions by 40%. Thistarget has been set following the “Science Based Targets”
methodology in line with a “well below 2° C” scenario. Longer
term, the Company has set as its own ambition to reach netzero GHG emissions for its manufacturing sites and its site
operations by 2050;–– waste and raw materials: divert 100% of the waste fromlandfilling and incineration without energy recovery, andreducing the amount of waste produced by 20%;–– air emissions: comply with air emissions regulations with 0%increase of air emission by 2030;–– water: develop strong maintenance and rehabilitation
programs to improve reliability and lower costs in order toreduce water purchase by 50%, with no increase in water
consumption.

Below is a table showing the status of the Company’s performance relative to the High5+ objectives.
2030 Target

Baseline(2015)

20192020

2020 v.
20192020 v.
baseline

Coveredscope

Energy (GWh)

-20%

2,911

2,980

2,673

-10%

-8.2%

76.8%

CO2e (ktons)

-40%

1,060

1,102

880

-20%

-17.0%

94.4%

0%

20%

25%

28%

-20%

102,944

99,122

74,710-25%-27.4%

99.8%

VOC (tons)

0% increase

1,445

1,474

1,112

-25%

-23.0%

100.0%NOX (tons)

0% increase

256

281

237

-15%

-7.3%

99.7%

SOX (tons)

0% increase

15

15

14

-7%

-5.2%

100.0%

Waste:
Landfilled and incineration
without energy recovery
Waste produced
Air emissions:

Water:-50%

3,096,681

3,563,517

2,817,841

-21%

-9.0%

99.4%

0% increase

3,486,848

4,061,565

3,315,304

-18%

-4.9%

99.5%

Water purchased (m3)
Water consumption (m3)

Geographical scope
73 sites. Subsidiaries added in 2020 perimeter of High 5+ (contributing to baseline): Premium Aerotec, Stelia and PZL;---Excluded sites: ATR Blagnac, ATR Francazal, Satair Ashburn, Satair Copenhagen, Satair Miami, Satair Singapore.
Scope of metrics--Energy: Natural gas consumption, Propane consumption, Stationary Distillate fuel oil consumption, Biomass consumption, Purchased electricity consumption, Purchased heat/steam consumption;--GHG Scope 1 & Scope 2: all GHG emissions associated with Energy metrics, GHG emissions reductions from Renewable Certificate & Sustainable Aviation Fuel,
GHG emissions from jet fuel aircraft / Kerosene consumption, GHG emissions from kerosene consumption from Beluga flights;--Scope 3: GHG Emissions from Oversize Transport;--Scope 3: Use of Sold Product data is excluded from coverage calculation;--Volume of purchased water, Water consumption;--Total amount of waste produced, Amount of waste going to energy recovery, Amount of waste going to material recovery, Amount of waste going to landfill (calculated as Totalamount of waste produced – Amount of waste going to energy recovery – Amount of waste going to material recovery) and excluding exceptional waste;--Total VOC emitted, Total N emitted, Total SO emitted.
Ox

66

x

Airbus / Annual Report – Registration Document 2020

1. Information on the Company’s Activities /1.2 Non-Financial Information

The 2020 status shows a significant decrease of environmental
footprint compared to 2019 due to the unexpected andunprecedented COVID-19 crisis, materially affecting theCompany’s commercial aircraft operations.
CO2 emissions have decreased by around 20% in 2020 due
to the decrease of industrial activities mainly in the Company’scommercial aircraft operations. Purchased water volume has
followed a similar trend, decreasing by 21% in Europe, whichreflects the impact of lower activities and presence on site due
to confinement and remote-working scheme deployment as well
as some efficient recovery on leak detection and remediation.
Overall waste produced and VOC emitted have dropped byaround 25%, reflecting the production rate reduction of Airbus
commercial aircraft industrial activities.

1

Annual objectives
In order to better embed this ambition into the Company’s
performance management, the Executive Committee agreed
in 2019 to include a reduction target for 2020 (compared to2019) of -2.7% for CO2 and -5% for purchased water (see tablebelow) as part of the Company’s top objectives.
In 2020, the Executive Committee agreed to include reduction
targets of -3% for CO2 and -5% for water for 2021 (compared
to 2020) 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. In 2021, the CO2target will also be included as a non-financial KPI in the variable
remuneration of executives and success sharing for all eligible
employees.

Nevertheless, significant effort has been made on every
environmental aspect with regards to metering and digitisingdata acquisition and analysis in order to comply with long-term
objectives.
For 2020, the CO2 and Water annual performance is described in the table below:
Target201920202020 v. 2019

CO2e (ktons)

-2.7%

909

724

-20.4%

77.5%

Water (m3)-5%2,465,934

1,998,721-18.9%

70.5%

Covered scope

Annual objective on CO2
Geographical scope
In 2020: 42 sites. Additional sites are integrated in the scope each year, when efficient monthly monitoring and projects roadmap are available;
Excluded: subsidiaries and Airbus sites outside Europe.

--Scope of metrics--Scope 1 & Scope 2: Natural gas consumption, Propane consumption, Stationary Distillate fuel oil consumption, Biomass consumption, Purchased electricity consumption,

Purchased heat/steam consumption, Mobile Distillate fuel oil consumption & all GHG emissions associated, GHG emissions from Flight Tests jet fuel aircraft / Kerosene
consumption (except Airbus Helicopters and Airbus Defense & Space), GHG emissions from kerosene consumption from Beluga flights;
Scope 3: GHG Emissions from Oversize Transport;
Scope 3: Use of Sold Product data is excluded from coverage calculation;
Excluded: refrigerant leakage, butane consumption, electricity on site from CHP, emissions due to processes.

----

Annual objective on water purchase
Geographical scope
In 2020: 34 sites. Additional sites are integrated in the scope each year, when efficient monthly monitoring and projects roadmap are available;
Excluded: subsidiaries and Airbus sites of outside Europe.

--Scope of metrics--Volume of purchased water.
Other Initiatives

Since 2019, a blend of SAFs is used in the operation of theCompany’s Beluga transport aircraft used for internal logistics
and will progressively ramp up by 2030. In 2021, flight test
activities will be included in this ambition.
In the same timeframe, the share of renewable electricity used
in industrial operations in Europe will progressively increase toreach 100% before 2030.
The Company also promotes the development of a circular
economy model, investing heavily in Life Cycle Assessment(“LCA”) tools and leveraging digitalisation to optimise material
utilisation and reduce use of critical resources. As an example,
as part of its Ecodesign initiative, the Defence and Space Divisionused LCA in the development of the Sentinel satellites that it isbuilding for the ESA.
The Company has also been proactive in seeking ways to reuse
and recycle materials beyond their initial life. Not only does
the Company send around 50% of its waste to be recycled,
but today, through the TARMAC Aerosave joint venture, morethan 90% of an aircraft weight is recycled or reused through aselective dismantling (reverse manufacturing) process. In 2021,
all carbon fibre waste from commercial aircraft production will
be recycled by a specialised subcontractor.
Wherever its industrial activities have an impact on biodiversity(e.g. when building a new site or extending an existing one), theCompany is engaged with local partners on conservation andremediation projects to preserve the affected flora and faunaand ensure they are not adversely affected by the Company’s
activities.
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 tominimise 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 chargeof 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.

Airbus / Annual Report – Registration Document 202067

1. Information on the Company’s Activities /1.2 Non-Financial Information

Use of Carbon Offsetting
In 2019, the Company introduced a mechanism to compensate
emissions of activities for which reduction and use of renewableenergy are not sufficient to meet the internal targets, such as
air and sea activities. This mechanism follows an approach of
avoiding and reducing GHG emissions in absolute value firstto later compensate when necessary. Due to the COVID-19
crisis and related production rate adaptation, no compensation
was required in 2020 to achieve CO 2 reduction targets. As
part of its plan to tackle scope 3 emissions, the Company also
compensates all emissions linked to air business travel.
The Company built a rigorous procurement process basedon the concepts of additionality, real (permanent) reduction,
prevention of double counting, prevention of overestimationand no additional harm. As a minimum, the carbon offsets
need to be certified by the Gold Standard (or Verra for certain
projects) and the supplier needs to show proof of how each oneof the mentioned criteria were met. In addition, understandingthat these carbon offsetting programs may have gaps in their
methodologies, it was requested additional proof of how suchgaps are managed by the provider. Moreover, certain societal
aspects were considered, such as prevention of child labour
and the relation with the communities surrounding the projects.

Product Operations
Aviation connects and unites people, cultures and business.
It drives economies and development, crteates jobs andsafeguards world peace by promoting multilateralism, diplomacy
and conflict resolution. A more connected world is a more
prosperous world. Prosperity is critical to driving human progress
and addressing the world’s greatest challenges, especially climatechange: 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.

reAgricultu
Energy in hing (1.7%)
isF&

EnergyEnergy
73,2%

73.2%

)
.5%
Ene
rgy use i building (17n

The Company is committed to contributing to meeting theParis Agreement targets and leading the decarbonisation of theaviation sector in cooperation with all stakeholders. The Company
is convinced that carbon-neutral aviation is not only possible, butachievable within our life-time. This is why the Company has the68

Airbus / Annual Report – Registration Document 2020

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Graph 1: Global greenhouse gas emissions by sector – source: Our World in Data with data from Climate Watch,
the World Resources Institute (2020)

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 SAF, Air Traffic Management (“ATM”)
solutions and market-based measures.

1. Information on the Company’s Activities /1.2 Non-Financial Information

1

Reporting of Airbus’ Emissions from Sold Products
anticipated life-time is estimated at around 740MtCO2e (of whicharound 130Mt are linked to upstream fuel production), whichtranslates to an average efficiency of 66.6gCO2e per passengerkilometre. In 2020, the Company delivered 566 aircraft withresulting estimated life-time emissions of around 440MtCO2e (ofwhich 80Mt are linked to upstream fuel production) and average
efficiency of 63.5gCO2e per passenger-kilometre.

The main contribution of the Company’s value chain on climatechange comes from the use of sold products, especiallyrelated to its commercial aircraft activities. This was highlighted
by internal studies done in 2019 showing that over 97% of acommercial aircraft product’s GHG emissions occur during theflight operation phase.
In order to provide the level of transparency expected bystakeholders and following recommendations from the TCFD,
the Company has extended its reporting to include the in-use
emissions of commercial aircraft delivered in 2019 and 2020
(Scope 3 – Use of sold products). In the future, this reporting will
progressively be extended to the impact of the Company’s otherfamilies of products, for which the calculation methodologies
are still under development. By taking this significant step, theCompany becomes the first aircraft manufacturer to report on
the emissions produced by its products during their operation.

For the purpose of this calculation, the operating conditions of theaircraft were considered to be static over the whole service life.
Therefore, it has to be taken into account that these numbers do
not reflect the anticipated gradual introduction of decarbonisation
measures such as SAF and probably constitute a “worst casescenario” in 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.
The Company calls for a sectoral alignment on thesemethodological aspects through the relevant international bodies
in order to provide consistency in the way such impacts arecalculated and communicated throughout the air transport sector.

In 2019, the Company delivered a record 863 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 thecalculation), the total CO2 emissions for these products over their
Methodology-- The Company’s emission calculation methodology was developed by a joint team compromising key personnel fromthe 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 ofthe supporting assumptions.

-- The Company has used a number of assumptions based on internal and external information including assumptions based on

publicly-available data. These assumptions include the aircraft load factor, the current penetration rate of sustainable aviation
fuels, their CO 2 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 typeof sustainable aviation fuel considered or aircraft performance and configuration parameters.

Key Hypothesis-- The estimation includes emissions related to CO , CH and N2 . Emissions related to NO were estimated and excluded given
2

4

0

x

the uncertainty related to the NOx emission factors and the relatively low contribution of this emission stream.

-- Emissions related to aircraft engine start and taxing have been included, however, emissions from the Auxiliary Power Units(APU) and ground handling equipment have been excluded.

Aviation Industry Targets
The aviation sector’s efforts to reduce its environmental footprint
are not starting today. Significant achievements have alreadybeen made. CO2 emissions per revenue passenger kilometre
have been reduced by around 50% since the 1990s. Aviation
has managed to decouple the increase in CO2 emissions fromits traffic growth and has improved its energy intensity quicker
than any other mode of transport.
In 2008, the aviation sector was also the first to commit toambitious CO 2 emission reduction goals through the Air
Transport Action Group (“ATAG”):–– improving the fuel efficiency of the worldwide fleet by anaverage of 1.5% per annum between 2009 and 2020. This firsttarget has been achieved with more than 2% CO2 reduction
per annum throughout the period;–– stabilising emissions from 2020 with carbon-neutral growth.
This means that even though air travel is increasing, greenhousegas emissions will not;–– reducing net emissions from aviation by 50% by 2050
compared to 2005 levels.

Since 2019, the ATAG has further worked to confirm these goals
can be attained by assessing several scenarios with ranges ofimprovement for each mitigation option (technology and design
improvements, operational and ATM enhancements, SAF andhydrogen non drop-in solutions, and International Civil Aviation
Organization’s (“ICAO”) CORSIA offsetting mechanism).
The ATAG updated its ambition with the “ATAG Waypoint 2050”
report released in September 2020, which confirms that the2050 ambition is indeed attainable, but that global aviation will
be able to hit net-zero emissions a decade or so later, withsome parts of the world able to move faster towards this point.
In its most ambitious scenario, a reduction of up to 40% of CO2
emissions can be achieved through technological developments,
as illustrated by the scenario S3 – see Graph 2.
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 forma strong basis for the development of hydrogen powered aircraft
and the associated infrastructure and minimise the recourse tooffsetting to achieve the ambition.
Airbus / Annual Report – Registration Document 202069

1. Information on the Company’s Activities /1.2 Non-Financial Information

Graph 2: The aviation industry’s roadmap to significant emissions reduction by 2060
CO2 emissions (millions of tonnes)
2,500

2,000
Emissions reduction
contributions in 2060
1,500

42%
1,000

8%
50%

(OR SAF + OFFSETS)

500

INDUSTRY 2050 GOAL
0
2015

2020

Technology

2025

2030

2035

2040

Operations
and infrastructure

2045

2050

Sustainable
Aviation Fuel

2055

2060

Offsetting

Source: ATAG Waypoint 2050 report (2020)

On the European scene, the EU Green Deal offers many 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, andwill contribute to the EU’s 2030 ambition. At the international level, the Company actively supports and strongly encourages ICAO
to introduce a global level of ambition in setting meaningful long term aspirational goals for international aviation in 2022 and hence
to maintain a global level playing field.

Airbus’ Roadmap to Reducing Emissions
The Company is investing in and focusing its efforts on five key
areas to reduce its environmental footprint, in support of theoverall sector ambition as highlighted above:

1. Replacing Current Fleets with More Performant Aircraft
The Company is continuously improving its products throughnew designs, advanced materials, upgraded systems andmore fuel-efficient engines. Thanks to significant investments
into new aircraft 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.

70

Airbus / Annual Report – Registration Document 2020

The Company’s commercial aircraft portfolio comprises today
the most efficient aircraft product line:–– A350 and A330neo offer 25% reduction in fuel burn andsignificantly reduced noise footprints versus the previous
generation of aircraft;–– the A320neo family brings a 20% reduction in fuel burn, andnearly half the noise footprint;–– A220 offers 25% reduction in CO 2 emissions per seatversus previous generation of small single-aisle aircraft, 50%
reduction in noise footprint and 50% fewer NOx emissions
than the standards.

1. Information on the Company’s Activities /1.2 Non-Financial Information

1

Graph 3: Average intensity metric (gCO2 /pax.km)
Intensity metric (gCO2/pax.km)
85

80

75
A350XWB introduction
70

A320Neo introduction

65
A330Neo introduction

60

55
2010

2012

2014

2016

2018

2020

Delivery year

2. Investing in Technologies Enabling us to Market Zero‑Carbon Vehicles
The Company is committed to contributing to developing,building and testing alternative-propulsion systems – poweredby electric, hydrogen and/or solar technology – to enable theaviation industry to disruptively reduce the CO2 emissions ofcommercial aircraft, helicopters, satellites and future urban air
mobility vehicles. In 2019, the Company invested € 3.4 billion in
R&D for the development and improvement of its product line.

The Company is also investing in the proper 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.

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 known
as ZEROe. The Company is now exploring a variety of hybridelectric and hydrogen technology options.

The Company goes beyond technology maturation bycollaborating with the right ecosystem. In 2019, the Company
signed a Memorandum of Understanding with airlines suchas SAS Scandinavian Airlines and easyJet to jointly research
into a zero-emission aircraft eco-system and its infrastructure
requirements. The Company is also part of the Hydrogen Council
and launched a joint-venture in 2020 with ElringKlinger in order
to benefit from the huge cross-industry experience of others,
and accelerate its ambition.

Hydrogen is a high-potential technology with a specific energyper-unit mass that is three times higher than traditional jet fuel.
If generated from renewable energy through electrolysis, it emits
no CO2, thereby enabling hydrogen-based synthetic fuels topotentially power large aircraft over long distances in a carbon
neutral way.
Because hydrogen has a lower volumetric energy density, thevisual appearance of future aircraft will likely change. This is tobetter accommodate hydrogen storage solutions that will bebulkier than existing jet fuel storage tanks.
From hydrogen propulsion (via direct burn or fuel cells) tohydrogen-based synthetic SAF, from pod configuration toblended-wing aircraft, The Company is evaluating, maturing
and validating radical technological breakthroughs which could
be hosted on its zero-emission aircraft by 2035.

Zero-emission Urban Air Mobility
Since 2014, the Company has been exploring how recent
technology advancements – from battery capacity and autonomy
to electric propulsion – can help drive the development of new
kinds of aerial vehicles with the potential for zero emissions whenpowered 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 andservices to the next level.

Airbus / Annual Report – Registration Document 202071

1. Information on the Company’s Activities /1.2 Non-Financial Information

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. The
Company began by rethinking traditional aircraft architecture,creating a multirotor design based on electric motors. Thus,
CityAirbus was born. To date, the CityAirbus sub-scale model
has flown more than 100 test flights.

4. Developing and Deploying SAF

Zero-emission High-Altitude Pseudo-Satellite
Today, the Company is advancing solar cell technology to enable
unmanned aerial vehicles to stay aloft in the stratosphere forextended periods – using only sunlight as energy.

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
250,000 commercial flights have used SAF.

The Company’s work in solar flight is focused on:–– developing advanced photovoltaic solar panels that are lighter,more flexible and capable of capturing more energy per m2
of surface;–– converting captured solar energy into electrical energy to
power an electric-propulsion system and other onboard
equipment;–– harnessing solar energy into a rechargeable energy storage
system, thereby enabling the aircraft to fly at night withunlimited autonomy.
The Company’s flagship programme, Zephyr, is a high-altitude
pseudo-satellite that is powered exclusively by solar energy.

3. Investing in Smart ATM Solutions and Optimised
Operations
The Company is developing digital solutions (through its
subsidiary Navblue and its digital platform Skywise), and willcontinue to support its customers to minimise fuel consumption
with best operational practices, innovative services and training.
Improving operations and infrastructure could contribute toemission reductions by around 10%. The Company 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.
In November 2019, the Company launched the fello’fly project
which aims to demonstrate the technical, operational andcommercial 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 fuelconsumption in the range of 5-10% per trip. By end 2020, theCompany’s fello’fly had signed agreements with two airline
customers; Frenchbee and SAS Scandinavian Airlines, as wellas 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 December 2020, after two years of experimental entry-intoservice programmes and more than 20,000 flights carried out
by about 90 A320 aircraft from six airlines (Air France, British
Airways, easyJet, Iberia, Novair and Wizzair), the “4D-Trajectory
Based Operations” project led by the Company alongside
more than 15 partners in the frame of the SESAR programmecame to an end. The project focused on analysing the realtime transmission of four-dimensional trajectory data (latitude,
longitude, altitude, time) as a solution to better inform ATM
operations, and significantly improve aircraft emissions.

72

Airbus / Annual Report – Registration Document 2020

The main driver of the Company’s commercial aircraft products
emissions and CO 2 intensity is the energy source. Although
they only represented a small share of aviation’s current fueluse in 2020, SAF (biomass-based or synthetic) are key in the
air transport sector decarbonisation strategy.

All the Company commercial aircraft are already certified to fly
with a fuel blend including up to 50% of SAF, and the Company
ambition is to reach a certified 100% blending capacity. SAF
produced using the most advanced pathways can provide CO2
emission reduction of up to 80%. This means that today, theemissions from aircraft currently offered by the Company could
be reduced by 40% if their potential was fully used. As detailed
above (see Section “Aviation industry targets”), the Company
supports decarbonisation scenarios which include an ambitious
rollout of SAF. Under such scenarios, the Company estimatesthat products delivered in 2020 could see their life-time emissions
reduced by around 10% thanks to the gradual introduction of
SAF during their operational life.
However, today the price and global production capacity remain
the main constraints preventing operators from massively
incorporating 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 product in use. The Company
therefore supports policies that would incentivise their usage.

5. Encouraging Temporary CO2 Emission Compensation
Schemes
Finally, temporary CO 2 emission compensation will be
instrumental to stabilising aviation’s emissions in the medium
term until disruptive solutions reach maturity. For that reason, theCompany supports ICAO’s CORSIA as the only global marketbased measure for international aviation.

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 ofclimatic and environmental changes around the planet reveals
the scale of change and dependencies at work.
The Company is working to ensure a sustainable spaceenvironment to prevent space debris and protect valuable
national assets, such as satellites, that are in orbit around theglobe. Airbus Defence and Space is the first company to test
technologies which clear out space junk and avoid spacecraft
collisions. Three main debris-removal technologies have beentested 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.

1. Information on the Company’s Activities /1.2 Non-Financial Information

Substances Roadmap
Many substances used in the global aerospace industry toachieve high levels of product quality and meet stringent
technical performance, airworthiness and reliability requirements
are subject to strict regulation.
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 move towards replacementof such substances in products and processes. To help achievethis, the Company has put in place a portfolio of activities andprojects, working with suppliers to identify, develop, qualify anddeploy new technologies and solutions that avoid the use of
substances classified as posing a risk to human health or theenvironment, whilst satisfying airworthiness, certification andperformance requirements.
The Company also engages with suppliers to promote theadoption of a similar approach through regular communicationand more widely, by working together with the aerospaceindustry to promote worldwide harmonisation of regulations
and ways of working, taking into account the sector’s safety
and lifecycle specificities.
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 forover 100 substances in 300 products.
Currently, the Company is actively working to substitute65 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 researchand development for technologies that use alternatives toregulated substances. When it can be demonstrated that thesetechnologies meet the strict safety and reliability criteria required
for aviation, the Company seeks to implement them in its aircraft
design and manufacturing. For example, in 2006, the Airbus
Chromate-Free project was launched with the aim of developing,qualifying and deploying chromate-free alternatives to materials
containing and processes using chromates in aircraft production
and maintenance. Chromate-free external paint systems
developed initially for the A380 programme are now used in1

all Airbus commercial aircraft manufacturing programmes andacross the aerospace industry. Another example is the Airbus
Basic Primer project that researches potential alternatives withthe aim of phasing out the green chromated primer coat.

V. Future Outlook
The Company is always researching innovative ways to improvethe environmental performance of its products. Below are a few
examples of such projects that will make future aircraft moresustainable.
In order to advance aerodynamics research, the Company has
developed a scale demonstrator aircraft with the first inflight,
freely flapping wing tips that could revolutionise aircraft wing
design through a biomimetic approach. Known as AlbatrossONE,
this remote controlled aircraft has already taken its first flights
to prove the concept.
In 2020, the Company revealed MAVERIC (Model Aircraft for
Validation and Experimentation of Robust Innovative Controls),
its “blended wing body” scale model technological demonstrator.
MAVERIC features a disruptive aircraft design that has thepotential to reduce fuel consumption by up to 20% comparedto current single-aisle aircraft. The “blended wing body”
configuration also opens up new possibilities for propulsion
systems type and integration, as well as a versatile cabin for a
totally new on-board passenger experience.
In an effort to improve the circularity of its products and reduce
the need for non-renewable resources, the Company actively
researches innovative new materials that could be used in thenext generation products. Such projects include for instancebamboo based bio-composites for aircraft structures, or using
algae to turn the atmosphere’s CO2 into carbon fibre.
“We have made the commitment to bring CO2 emissions tohalf of 2005 levels by 2050. A new generation of technology,
research and development, and our total respect for the planet
lay the foundation for a more sustainable aviation industry. By
demanding more of ourselves in the areas of research, supply,
production and operations, we can demand less of our planet.
This clears the path toward a future in which we can connect
more people than ever before, in the most sustainable way
possible.” Guillaume Faury – Airbus CEO

Airbus / Annual Report – Registration Document 202073

1. Information on the Company’s Activities /1.2 Non-Financial Information

1.2.3 Build Our Business on the Foundation of Safety and Quality
a. Aviation and Product Safety
I. Introduction
The Company believes that everyone in our industry has arole to play to further enhance the safety of the air transportsystem. Flying today is safer than ever before, and collective
efforts continue to ensure it will be even safer by anticipating
and responding to risks, threats and challenges. Whilst thefoundations of the air transport system are built on regulatorycompliance, 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 and implementing enhancements
when appropriate. This also extends to the products andservices of the Company’s Defence and Space Division thatoffer 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 andSpace”.

II. Governance
A dedicated safety organisation within the Company acts as anindependent voice of safety. The Chief Product Safety Officer forthe 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 thehighest decision level of the Company. The PSB makes decisions
regarding technical aspects, safety governance and strategy.

Airbus Safety Management System
Consistent with ICAO Annex 19, the Company’s Corporate Safety
Management System (“SMS”) is based on the four ICAO pillarsof safety policy and objectives, safety risk management, safetyassurance and safety promotion. The Company’s Corporate
SMS principles also integrate the end-to-end approach to safetywith the Company’s suppliers and operators. This is facilitatedby an appointed Corporate SMS Officer and SMS officers
per function with support from a network of nominated SMS
Representatives throughout the Company.

Airbus Safety Strategy
The Company’s safety strategy is based on the top safety
threats or opportunities and provides the associated key safety
objectives for the safe operation of Airbus aircraft. It is a fiveyear projection, which is reviewed and updated annually, andresponds to EASA’s annual European Plan for Aviation Safety.

Regulatory Compliance
Product certifications are provided by the competent aviation
authorities including the main civil aviation authorities and specificmilitary authorities. Within each Division, and according to theirrespective functions, the Company works to ensure compliancethrough 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 (Defence Products);
manufacturing under Production Organisation Approvals (POA);
monitoring of in-service safety through approved EASA Part-M

74

Airbus / Annual Report – Registration Document 2020

Continuing Airworthiness Management Organisations (CAMO);
aircraft maintenance and retrofit operations conducted in linewith 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 specificapprovals are granted by the aviation authorities, are audited
and monitored by these authorities to ensure compliance withregulatory requirements. Additional audits are conducted bythird parties as part of the quality certifications appropriate toeach Division, including EN9100, EN9001, EN9110, AQAP 2110,
AQAP 2210 and AQAP 2310.

Commitment to Just and Fair Culture
The product safety and quality of the Company’s products is
its first priority. Each employee of the Company, at any level,
shall do their utmost to ensure that product safety is nevercompromised and quality is considered in everything theydo. This commitment is documented and endorsed with thesignature of the CEO, Executive Committee members and top
management of all functions. It includes the commitment toensure the appropriate reporting channels are available andknown to all employees to report product safety and quality
related matters in an atmosphere of trust and empowerment.

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 morethan 15 years. It supports the principles of the Company’ssafety enhancement culture, going beyond compliance withcertification and airworthiness duties.

IV. Initiatives
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 transportsystem and enhancing the safety level of its products with all
key actors.
For example, the Company is working with its supply chain toextend 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 thelevel of safety. There have been 25 flight safety conferenceswith the Company’s customers since the first was held in 1994.
Another means of sharing information is through “Safety first”, theCompany’s safety magazine contributing to the enhancementof safety for aircraft operations by increasing knowledge andcommunication on safety related topics. It reaches over 50,000
readers in the aviation community every month via the website
safetyfirst.airbus.com and the Safety first app.

1. Information on the Company’s Activities /1.2 Non-Financial Information

In addition to these external safety promotion initiatives,
the Company invests in internal safety promotion with theobjective 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 arenominated and trained in all key business functions to ensure
implementation and operation of SMS within the Company,
including safety promotion. The above mentioned commitment
to a just and fair reporting culture is another example of initiatives

1

that promote the Company’s safety culture. These elements areintegrated in the Company’s SMS action plan.
All of these initiatives and the enhancement of the safety culture,
combined with the benefits brought by technology, leads tocontinuous improvement of the safety records. 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 fourthgeneration aircraft.

Function SMS Officers Deployment & Training
Function SMS officers deployment & training

Nominated 100%
Trained 92%

0%

20%

40%

60%

80%

100%

Fig. 1 (above) 2020 SMS Network -% of SMS officers nominated and trained (target 100%)

10 Year Moving Average Fatal Accident Rate (per million fights) per Aircraft Generation
1.20
1.11
1.00

0.80

0.60

0.40

0.20
0.15
0.04

0.00

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Generation 2

Generation 3

Generation 4

Fig. 2 (above) 10 year moving average fatal accident rate (per million flights) per aircraft generation.

Airbus / Annual Report – Registration Document 202075

1. Information on the Company’s Activities /1.2 Non-Financial Informationb. Health and Safety
I. Introduction
The Company’s philosophy is that the protection of people
is not only about compliance, it is an ethical and commercial
imperative. The Company wants to be a company where thesafety, health and welfare of people is valued as an integral partof our business sustainability. It therefore strives to maintain worldclass standards of health and safety.
In 2020, the Company has pursued health and safety performance
improvements in our top company objectives, continuing ourjourney to ensure that everyone feels responsible for the healthand safety of themselves and others.

II. Governance
The Airbus Occupational Health and Safety Policy sets theframework and integrates health and safety activities that support
our goal. The Policy applies company-wide to Airbus commercial
aircraft activities, the Company’s Helicopters Division andDefence and Space Division, including affiliates in which Airbus
has a controlling holding. The Policy principles are also reflectedin the Company’s Code of Conduct.
As expressed in the Airbus Occupational Health and Safety
Policy and the Company’s Code of Conduct, the Company has
worked on a number of priorities, principles and key initiatives
in 2020, including:–– the continued identification and management of risks to people
and the business that could arise from our work activities;–– the application of the principles of the International Standard,
ISO 45001 for our management system; and–– the development of a culture in which we all take responsibility
for our health and safety and that of others.
Constantly measuring and monitoring our health and safety
performance is a key activity for the Company, in order tostimulate continuous improvement.
Health and safety resources are organised as a company-wide
function. This Centre of Excellence contains dedicated Centresof Expertise, which address the various specialised disciplinesof health and safety. The Centres of Expertise take a transversal
cross-divisional approach, engaging a network of competentprofessionals in all operational entities. The aim is to ensure

the global presence of competent professionals, to support aconsistently high standard of health and safety management
throughout the Company, including all necessary measures
for the identification, evaluation and elimination or mitigation ofhealth and safety risks.
In 2020, the Company has needed to commit considerable
health and safety efforts to the management of COVID-19
pandemic issues. This has restricted the resources available
for the development of our global aspiration of ISO45001
based management systems. However, work has continued
in this regard at the corporate level, albeit more slowly and thecommitment remains unchanged.
Currently about one third of the Company’s core entities are
already ISO45001 certified, or are OHSAS18001 accredited andare progressively transferring to ISO45001.

III. Risk Management
The health and safety function has naturally taken a leading role in
the COVID-19 crisis management. Together with other Company
functions, such as procurement, facility management and sitemanagement teams; experts from the medical, industrial hygiene
and safety teams have defined and coordinated the measuresnecessary to cope with the COVID-19 pandemic.
To mitigate the risks, the following key actions have been
performed:–– providing guidance on the core barrier measures supported
by awareness campaigns and material including posters,
videos and e-learning courses;–– securing distancing rules and other controls in buildings andcommon areas;–– purchasing and distributing surgical masks and digital
thermometers;–– supporting infection testing activities, both on and off-site;–– following-up COVID-19 positive cases and close contacts;–– reiterating and reinforcing the mental health support byproviding, for example, employee Helplines and comprehensive
guidance for maintaining both mental and ergonomic healthwhile remote working.

Some figures further representing our initiatives in Europe, around:

76

20 M

>20,000>1,000Surgical masks
distributed

Calls to track COVID-19
cases and contact cases

Tests performed
to ensure aircraft deliveries
and business continuity

Airbus / Annual Report – Registration Document 2020

1. Information on the Company’s Activities /1.2 Non-Financial Information

1

work activities included “slip, trip and fall”, ergonomics and theuse of hand tools and equipment. These represent the majority
of injuries recorded on the FISH global environment, health andsafety software platform.

Airbus capitalised on its existing network of local support
roles jointly referred to as “Safety Ambassadors” to support
implementation of COVID-19 management measures.
This network provided a significant and valuable resource;
as an example, in France and Germany, around 500 Safety
Ambassadors were actioned in the Company’s Helicopters
Division. In Airbus commercial aircraft activities around 1,900
Safety Ambassadors were actioned or further nominated in
France, Germany, Spain and the UK. The clear, positive activityof this network during the crisis has reinforced our “We Are One”
approach to our health and safety culture.

Since 2018, the global scope of the FISH software platform
has been progressively extended as an integral part of acompany-wide management framework for health and safety.
The deployment of the incident management module and theoverall harmonisation process have enabled improvements indata collection and analysis, and the production of reports,
including the company-wide key performance indicator, (shownin below table). A key improvement in 2020 was the inclusion of
apprentices and temporary employees in the measurement of
the Lost Time Injury Frequency Rate.

Sadly, this does not mean that our colleagues have not been
touched, and our heartfelt sympathy is with those who havesuffered as a result of this pandemic.

The scope of the incident management module covers Airbus’commercial aircraft business and its Divisions in France,
Germany, Spain and UK, as well as the Airbus commercial
aircraft plants in Mobile, USA and in Tianjin, China and continues
to be progressively extended, including coverage of small sites.
Development of the platform is ongoing and the module tosupport the assessment and management of risks is now an
area of focus for the team.

The health and safety function has defined the company-widestandards and methods to be applied for risk assessment andcontrol, and the reporting and management of incidents. The
system to escalate significant health and safety risks to top
management has been reinforced. Serious risks are reported
using the Company’s ERM system and tool, thereby ensuring
efficient and effective decisions are made.
The main health and safety concerns remain the risk of injury,
ill-health, asset damage, business interruption and regulatory
action. In 2020, the main causes of injury that could arise from

Airbus and its Divisions Rolling 12 months Employee Lost Time Injury Frequency Rate
7

6

5.95

5.89

5.70

5.65

5.31
4.99

4.68

5

4.61

4.32

4.18

4

3.91

3.81

N

D

3

2

1
0
J

F

M

A

M

J

J

A

S

O

2020
AIRBUS
The rolling year average of the Lost Time Injury Frequency Rate has been very positively impacted in 2020 as a result of the various
safety activities and the particular circumstances linked to pandemic. The result is a more than 30% improvement in FR1, with an
end of year figure of 3.81 company-wide and 5.12 in the Company excluding the Divisions.

Airbus / Annual Report – Registration Document 202077

1. Information on the Company’s Activities /1.2 Non-Financial Information

IV. Initiatives
The Company has pursued a range of key activities to promote
the health and safety culture in 2020. These activities havebeen instrumental in the reduction of lost time injuries, and haveincluded:–– the People Safety at Work initiative, which has deployed arange of diverse work packages in different sites, such asindustrial changes (work orders improvement, safe assets
deployment, safer infrastructure and site traffic safety), andculture-change activities (leadership training, communication
and awareness campaigns, and safety mind-set coaching);–– the People Safety network has also driven the wider
deployment of the “Safety Corner” and “Safety Lab”, which
are places to meet and exchange on safety topics, and to pilot
risk management ideas;–– awareness has been further raised by the company-widecommunication campaigns for COVID-19, and initiatives suchas the “WeCare” initiative within the Company’s Defence andSpace Division have addressed health and wellbeing;–– in parallel to the COVID-19 crisis management, the Company’s
employees’ health has continued to be protected byprogrammes that include mandatory and voluntary healthchecks, health campaigns such as flu vaccination campaigns,
skin, vein or cardiovascular screenings, stress or addictions
guides, and well-being management.
As well as reminding employees that health and safety is a priority,
promoting competence and encouraging skills maintenance, theCompany learning strategy supports the integration of healthand safety into the business culture.
The Company has pursued the harmonisation of employee
training to ensure consistently high standards of delivery.
However, due to the COVID-19 crisis, learning deployment has
been impacted, with some non-essential classroom based
training deferred to enable a focus on legal and mandatory
training. The training team has adapted to the pandemic setting
by increasing the volume of digital training and introducing newconcepts, such as the “virtual classroom”.

Despite the challenging environment, we have managed todeliver over 103,070 hours of dedicated health and safety
training to 37,599 individual employees between October 2019
and September 2020.
The formal Leadership Development Strategy is now in full
deployment, with dedicated training programmes for theCompany’s executives and leaders of all levels.
More than 350 executives and senior leaders have completed
the “Environment and Health & Safety Masterclass” since
October 2019, with around 300 of those attending the new“virtual classroom” format introduced in August 2020.
The “Executive Back to the Floor” module, which provides
practical skills for leaders to use in shop floor settings, has beenso successful that it is now being delivered to other managementtiers by specially selected and trained Airbus employees.
Managers at all levels are continuing to attend the “Airbus
Environment and Health and Safety Leadership Certificate”.
This intensive course has four modules, which, if completed withina certain period, lead to an externally validated “Environment,
Health and Safety Certificate”. Over 900 managers have attended
modules 1 and 2 since their launch in September 2018. Due todeferment of classroom training in 2020, around 500 managers
have been trained in 2020. Modules 3 and 4 will be developed inearly 2021, with the objective of starting deployment in Q4 2021.

V. Future Outlook
The Company is committed to securing this positive trend on
people safety and business sustainability. Thus further healthand safety initiatives are planned for the coming years, including
work environment enhancements, mind-set and behaviouralchanges, and integrating safety routines in the operating
systems. Underpinning this activity is the continuing work to
define and implement the formal ISO45001 based management
system, which will provide the structure, monitoring and analysis
necessary for continuous improvement.

1.2.4 Respect Human Rights and Foster Inclusiona. Human Rights
I. Introduction
As a signatory to the United Nations Global Compact since 2003,
the Company is committed to upholding international humanrights principles and standards, including the International Billof Human Rights, the International Labour Organization’s (“ILO”)
Declaration on Fundamental Principles and Rights at Workand its Core Labour Standards. In doing so, the Company isimplementing policies and processes that meet the requirementsof the UN Guiding Principles for Business and Human Rights,
and the OECD Guidelines for Multinational Enterprises.
During 2019, the Company undertook a human rights impact
and gap analysis across its global business to better understandthe relevant impacts on human rights. This analysis, conductedwith the help of external consultants, considered current andupcoming regulatory requirements and international best

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Airbus / Annual Report – Registration Document 2020

practice as well as growing human rights requirements linked
to the UN Guiding Principles for Business and Human Rights
within standards such as the UN Global Compact.
During 2020, the Company progressed a number ofrecommendations outlined in this gap analysis. Details of theseactions follow.

II. GovernanceDuring 2020 the Company formalised its governancearrangements for human rights. Accountability for human rights
at Executive Committee level has been assigned to the EVPCommunication and Corporate Affairs. Starting October 2020,
focused human rights updates will be provided to the Executive
Committee, at a minimum of twice per year. In addition, regular
updates on human rights will be provided to the ECSC at
Board level. The Executive Committee will agree and guide thestrategic direction of the Airbus’ human rights ambition; agree

1. Information on the Company’s Activities /1.2 Non-Financial Informationand guide the prioritisation of initiatives and resource allocation
for implementation; and review the status and effectivenessof actions in progress (including roadmap /targets /KPIs). The
ECSC will 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.
In support of these new governance arrangements and tocoordinate action on human rights, a new Human Rights
Steering Committee, chaired by the Head of Sustainability &Environment, and Human Rights Multi-Functional Team (“Human
Rights MFT”), led by an appointed lead for human rights, werecreated during 2020. The objectives of the Human Rights
Steering Committee include providing strategic guidance tosupport decision making and prioritisation as well as providing
guidance and support on progress, whilst the Human Rights
MFT will ensure the development and delivery of the humanrights roadmap, including actions against agreed targets andsupport awareness raising and capacity building. In addition,as part of the formalised governance arrangements on humanrights, the topic will be presented annually at the Societa Europea
Works Council (“SEWC”) meeting comprising social partners
from across the Company’s European sites.

III. Risk Management
Human Rights Due-Diligence
During 2020, the Company continued to roll out its supply
chain risk mapping programme, run through the Procurement
Responsibility & Sustainability team. See “– 1.2.6 Responsible
Supply Chain”. This built on the work which started in 2018
to map the Company’s external suppliers based on highrisk countries and purchasing categories, using third-party
data, which considered child labour, modern slavery /forced
labour, working time and wages as well as other criteria suchas environment and health & safety. In 2019, working with anindependent social assurance provider, the Company beganevidence based self-assessments on those high-risk suppliers
identified through initial mapping. See “– 1.2.6 Responsible
Supply Chain”. The self-assessments gather evidence onsocial compliance criteria such as human rights, employment
practices and working conditions. By the end of 2020, initialassessments had been launched for all identified external highrisk suppliers. Based on the results of the evidence based selfassessments and internal analysis, the Company will consider
additional action including specific improvement action plansand on-site audits as required. This work is in addition to thechecks which are carried out at the supplier onboarding stage
via the Company’s Ethics & Compliance organisation. During2021, the Company will continue to integrate this process within
the Company’s supplier qualification and monitoring process.
For information on the Company’s revised Supplier Code of
Conduct, including strengthened expectations and requirements
on human rights, see “– 1.2.6 Responsible Supply Chain”.
Building on the supply chain risk mapping programme, during
2020, the Company introduced a due diligence programmeof onsite social assessments focused on human and labour
rights, covering its own operations (including its subsidiaries
and affiliates) using an independent social assurance provider
consistent with the assessments carried out in its supply chain.
An initial programme of five locations was conducted during
2020, as a pilot exercise to inform the Company’s approach1

going forward. The sites selected for the pilot were Airbus
Defence & Space Ltd at Stevenage in the UK, Airbus Helicoptersin Brisbane, Australia, Airbus Helicopters in Mexico, and theAirbus Delivery Centre and the FAL in Tianjin, China. In addition,evidence based self-assessment questionnaires, which included
an assessment of policies and processes linked to human andlabour rights, were conducted at STELIA Aerospace in France
and Premium AEROTEC in Germany, each of which are wholly
owned subsidiaries of the Company.
Analysis of the assessments and the recommendations for
improvement are ongoing. A minimum of four social assessments
will be carried out during 2021.

Airbus’ Identified Areas of Salient Issues
The human rights gap analysis undertaken in 2019 included an
initial identification of the Company’s salient areas of potential
human rights risks (see box with impacted groups in parenthesis).
This identification was based on benchmarking of industry peers
and companies in similar industries and analysis of stakeholder
expectations, including consideration from a rightsholder’s
perspective.
During 2020, the Company, through the Human Rights MFT,
reviewed its identified areas of potential human rights risks
and took part in an internal workshop to test these risks.
In addition, the Company engaged with a number of key external
stakeholders, including human rights NGOs, academics/
researchers and industry groups, to gain external feedback.
Following these consultations, the areas of salient issues which
the Company will focus on during 2021 are as follows (withimpacted groups in parenthesis). Taking into account thatsalient issues may change over time due to internal and external
influences, the Company commits to reviewing these issues ona regular basis:Salient Human Rights Issues–– Impact of products and services on the right to life and liberty(passengers and citizens);–– Data privacy (individuals and their personal data);–– The transition to decarbonisation (supply chain);–– Forced and child labour and other labour rights (contractors
and supply chain);–– Diverse and inclusive workplaces (the Company’s workforce
and contractors).
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)

As part of the Company’s ambition to strengthen its human rights
due diligence, owners for each salient issue were identified, eachof whom, taking into account stakeholder feedback, began todevelop action plans for each salient issue to include the scope,

Airbus / Annual Report – Registration Document 2020

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1. Information on the Company’s Activities /1.2 Non-Financial Information

the current management arrangements and new actions
required as well as the identification of measures of effectiveness.
Risks related to these salient issues were embedded into theCompany’s risk portfolio in the frame of the Company’s ERM
system. This work will be further developed in 2021.

Impact of Products and Services on the Right
to Life and Liberty
Given the wide scope of this salient issue, which touches oneach Division, and feedback from external stakeholders, theCompany will focus attention in the first instance on its defence
portfolio where potential actions include the strengthening of
human rights considerations into the Company’s Defence andSpace Division product lifecycle. Initial work in this area started in2020 and included the mapping of the product lifecycle process
and planning of initial integration of strengthened human rights
considerations into country guidance memos that will be part of
the review process of the Company’s dealings with sanctioned
countries. Further actions will progress throughout 2021.

Data Privacy
Privacy risks in the Company exist in relation to its employees,
customers and any other individuals that will be impacted by
the use of its products and the management of its business.
However the scope of the data privacy salient issue is focusedon the risk derived from personal data being processed by theCompany (e.g., data on employees, suppliers, etc.). The risk
linked to the misuse of the Company’s products by customers(having potential impact on the privacy of individuals) will be
addressed as part of the “impact of products and services”
salient issue.
To further deploy the Company’s privacy programme throughout
the business and affiliates, Data Privacy Focal Points arenominated in the functions and affiliates of the Company(currently one focal point for every 350 employees). The
Data Protection Office trains, provides methodologies to andcoordinates the Data Privacy network and provides expertiseto the business.
The Data Protection Office manages risk by:–– deploying the Airbus Privacy Programme across the whole
Company;–– providing data protection laws and regulation guidance andmethodologies to the business. Promoting awareness andunderstanding of the risks, rules, safeguards, and rights inrelation to personal data processing;–– cooperating with national data protection authorities;–– maintaining Data Subject Access Rights including the
mandatory “right to be informed” and ensuring the lawfulbasis for processing;–– reporting and mitigating risks through the Company ERM
system.
Key issues under review include the transfer of data outside
Europe, the impact of Brexit and cyber security. See “– Risk
Factors”.

The Transition to Decarbonisation
This salient risk was initially “Impact of Climate Change on
Livelihoods (climate vulnerable communities)”. Whilst theCompany understands the contribution aviation has on climatechange and the subsequent potential human rights impacts, thefocus of this issue has been amended following both internal

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Airbus / Annual Report – Registration Document 2020and external stakeholder feedback and the Company’s initiatives
on emissions reduction, in particular its ambition to develop
the world’s first zero-emission commercial aircraft by 2035.
For further information, see “– 1.2.2 Environment”. The scope of
this salient issue will therefore focus on the human rights risksof sourcing and integrating new technology in the transition to
decarbonisation. Work on defining actions will continue in 2021.

Forced and Child Labour and Other Labour Rights
Following feedback from external stakeholders, and based on thesize and complexity of the Company’s supply chain, this salientissue was expanded to include “other labour rights” focused on
the Company’s supply chain. Key actions include reviewing thealert systems for human and labour rights, extending the scopeof supplier assessments including human and labour rights andfocusing on critical, rare earth and conflict materials. For further
information, see “– 1.2.6 Responsible Supply Chain”.

Diverse and Inclusive Workplace
This salient issue is focused on the Company’s workforce andcontract workers. As well as prioritising inclusion as one of the
key commitments within the Company’s sustainability strategy,
actions being progressed in this area include eliminating
barriers to recruitment and talent development, focusing on
inclusive leadership and reinforcing business ownership andaccountability for Inclusion & Diversity (“I&D”). For further
information, see “– 1.2.4(b) Inclusion & Diversity” in the next
Section.

IV. Initiatives
Prioritising Respect for Human Rights“Respect human rights” was prioritised by the Company as
one of the four sustainability commitments agreed by the EC
and the ECSC at Board level during 2020. This also included
agreement of an ambition for human rights: “to embed andadvance human rights throughout our business, operations
and supply chain”.

Commitment to Respect Human Rights
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 theCompany’s Supplier Code of Conduct, during 2020, theCompany started work to map, consolidate, articulate andembed its commitments to human rights standards andprinciples, as well as its 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 andthe OECD Guidelines for Multinational Enterprises. This work
will continue in 2021.

Grievance and Remediation
During 2020, a number of actions were taken to further
strengthen human rights in the Company’s “SpeakUp”,
investigation and remediation processes. These included
reinforcing references to human rights within the Company’s
OpenLine and investigation policies and clarifying the internalreporting process for human rights concerns.

1. Information on the Company’s Activities /1.2 Non-Financial Information

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 will continue to strengthen its
processes to monitor human rights alerts and resulting
investigations, and will undertake proactive communicationon these mechanisms to employees, suppliers and other third
party business relationships to raise awareness.
Five alleged cases of concern related to forced labour andlabour rights in the Company’s supply chain were identified
during 2020. These include alleged forced labour and labour
rights concerns in the sites of both tier one and lower tiersuppliers. Four of the cases are closed as either unsubstantiatedor with a consequential action, whilst one alert is currently still
under review by the Procurement Responsibility & Sustainability
team. The Company will continue to investigate any new alerts
during 2021.

Awareness Raising
During 2020, the Company continued to raise awareness ofhuman rights through communication, presentations and thepromotion of its dedicated training on human rights and modern
slavery which is available to all employees in four languages.
During 2020, 1,493 participants undertook this training (10,096
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. More in-depth training on humanrights, including for employees in high-risk areas, is currently
under consideration.
In addition, the Company made presentations to its social
partners, including the SEWC, to raise awareness of its humanrights ambition. There was a commitment from both sides tocontinue ongoing dialogue to embed and advance respect forhuman rights and the Company committed to provide an annual
update to the SEWC as part of its governance on human rights.

Collaboration
During 2020, the Company engaged with a number of external
stakeholders on human rights in order to advance the topic
through external collaboration. These included academics,
researchers, NGOs, officials and peers.
The Company is also a member of a number of industry tradeassociations which during 2020 held focused discussions on
progressing human rights within the aerospace and defence
industry. These include the BDSV (German Industry Associationfor Security and Defence), ASD (the Aerospace and Defence
Industries Association of Europe), GIFAS (French Aerospace
Industries Association) and ADS (UK Industry Association for
Aerospace, Defence, Security and Space).
The Company was also asked by the UK Ministry of Defence
to be the first of its suppliers to complete their Modern
Slavery Assessment Tool which the Company completed in
January 2020 and will continue to update.

1

In August 2020, it was announced that a contract had been
awarded by the UK Space Agency to a consortium, led by the
University of Nottingham Rights Lab, including the Company’s
Defence and Space Division, on a project to support antitrafficking efforts in Uganda. The project, known as “Antitrafficking using Satellite Technology for Uganda’s Sustainability”(“ASTUS”), will develop a stakeholder-informed Modern Antitrafficking Support System (“MASS”), underpinned by satellite
imagery and associated geospatial datasets provided by theCompany, with the aim of enhancing Uganda’s anti-trafficking
efforts and progress towards SDG 8. The MASS aims to assist
anti-trafficking decision-making and response at scales neverseen before.

KPIs
The Company has identified a number of KPIs related to humanrights to measure the progress and effectiveness of its actions.
During the reporting period, the following KPIs and targets wereagreed:–– number of social assessments, including human andlabour rights, carried out on the Company’s sites, including
subsidiaries and affiliates against a target of four per year
(five onsite social assessments and two evidence based selfassessment questionnaires were carried out in 2020);–– number of alerts of human rights concerns, including labour
rights and forced labour received via OpenLine or other means(five alerts were received in 2020);–– percentage of investigations completed or in progress following
reports of concerns linked to human rights, including labour
rights and forced labour (100% are complete or in progress);–– number of participants who have completed e-learning
modules on human rights and modern slavery (1,493
completed in 2020, 10,096 completed in total);–– percentage of assessments (including human rights) carriedout on identified high risk external suppliers (100% ofassessments carried out in 2020).
For specific activities related to the Company’s supply chain,see “– 1.2.6 Responsible Supply Chain”.

V. Future Outlook
During 2021, the Company will continue its focus on embedding
and advancing its commitment to respect human rights
throughout its business, operations and supply chain, including
through the Human Rights MFT. Specific ongoing actions include:–– formally articulating the Company’s commitments to humanrights principles and standards including the UN Guiding
Principles for Business and Human Rights, the OECD
Guidelines for Multinational Enterprises and the ILO;–– embedding a process for due-diligence on human rights
and strengthened human rights commitments through theCompany’s business management system;–– prioritising actions based on the Company’s identified salient
human rights issues;–– strengthening processes to monitor human rights alerts andresulting investigations;–– progressing social assessments focused on human andlabour rights throughout the Company’s sites, subsidiaries
and affiliates;–– sapacity building with key teams throughout the Company
through development of training, communication andawareness raising.

Airbus / Annual Report – Registration Document 202081

1. Information on the Company’s Activities /1.2 Non-Financial Informationb. Inclusion & Diversity
I. Introduction
During 2020, ”Respect Human Rights and Foster Inclusion” wasprioritised as one of the four sustainability commitments.
This priority reflects the focus the Company puts on I&D andthe 140 nations and 20 different languages that it represents.
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 Codeof Conduct and Supplier Code of Conduct expresses the
expectations of 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 processes. The I&D strategy aims to ensurethat the Company:–– creates a safe environment and inclusive culture wherecollaboration, empowerment, continuous learning andaccountability are promoted and valued. The Company has
zero tolerance for harassment or discrimination of any kind;–– ensures the Company 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;–– champions long-term sustainable impact not only in theaviation sector but also in the communities we work in bybeing signatories to the SDGs.

IV. Initiatives
During 2020, the Company continued to focus its efforts toredress its gender balance, including the number of women in
management positions and an annual target of 33% of all new
recruits to be female (26% in 2020), including those entering
early in their careers, such as apprentices and graduates. Since
2017 there have been three women on the Board of Directors,
compared to zero in 2013, and two women on the Company’s
Executive Committee.
At the end of 2020:–– 18.7% of the Company’s active workforce were women;–– 14% of management positions at the Company were held
by women;–– 26% of all new Company recruits were women.
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 fullyin 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 oforganisations across the industry to build a more balanced andfairer industry for women. In addition, the Company launched a“Management Basics Leadership Foundation Programme” toensure that inclusive leadership becomes the norm at all levels.

The I&D team is part of the “DEVELOP Leadership, Culture,
Inclusion and Diversity Center of Expertise” within the humanresources function and represents each of the Company’s
Divisions, with regional I&D focal points supporting theimplementation of the I&D strategy.

The Company is also accelerating change through its employeeled “Balance for Business” network, which has around
10,000 volunteer members worldwide. Initiatives run throughthis network include roadshows promoting employee-led
initiatives such as peer-to-peer mentoring, confidence building
and encouraging employees to challenge stereotypes andbuild their careers. The network also supports some outreach
initiatives.

An I&D Advisory Board, chaired by the Chief Human Resource
Officer with representatives from the Executive Committee andother Divisional and regional executives, meets quarterly andprovides top level oversight and input into the I&D strategy as
well as reviewing risks or issues raised, providing support on
new initiatives, processes or changes to policy and making
appropriate recommendations to the Executive Committee.

Other employee-led networks such as the Women Innovative
Network (“WiN”), the Airbus Africa Network, Spectrum, Pride@
Airbus, Generation-A, 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.

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 and provide valuable local input into the I&D team andadvisory board. The steering committees are supported by a
network of diversity business champions.

The annual Dis(A)bility Week campaign aims to raise awarenessof disability across the Company and worldwide. This includes
a series of workshops and awareness sessions on topics suchas unconscious bias and psychological disabilities. During2020 more than 30,000 employees engaged in Dis(A)bility
Week activities worldwide, having doubled the participation ratecompared to the previous year.

III. Risk Management

Highlighting that being unique is valued and that difference iswelcome, the Company ran a self-declaration campaign during2020 to promote awareness of the importance of declaring adisability to the Company whilst communicating the benefits ofself-declaration for employees and the teams.

II. GovernanceAny identified risks related to I&D are recorded in the Company’s
ERM and appropriate action plans agreed. Progress is reviewed
quarterly.

82

In addition, any alerts related to I&D raised via the Company’s
SpeakUp mechanism, including its confidential OpenLine, areinvestigated in accordance with the Company’s investigation
process.

Airbus / Annual Report – Registration Document 2020

1. Information on the Company’s Activities /1.2 Non-Financial Information

The Company also engaged in various social diversity
programmes during 2020 in partnership with a number ofdifferent associations to promote quality education andmentorship for young people from underprivileged areas. For
example, the Company participated in the “PAQTE” and “Plan
10,000” initiated in 2018 by the French government to encouragebusiness to get involved in helping everyone find their place insociety by, for example, recruiting from priority neighbourhoods,
promoting learning and responsible purchasing and creating alink between neighbourhoods and businesses.
During 2020, 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.
Full details can be found on the Company’s website at:
h t t p s: // w w w. ‌a i r b u s .c o m /c o m p a ny/s u s t a i n a b i l i t y/reporting-and-performance-data/document-centre.html.

V. Future Outlook
Priorities for 2021 include continuing the Company’s focus ongender parity. Other actions include:–– eliminating systemic barriers during talent recruitment,
development and management;–– agreeing targets for external recruitment of women, external
recruitment from non-EU countries and external recruitmentof 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 andunconscious bias;–– leveraging and reinforcing business ownership andaccountability through the Company’s network of diversity
champions.

c. Labour Relations
I. Introduction
2020 has been an unprecedented year due to the COVID-19
crisis which has demonstrated the essential dimension
and contribution of having a proactive employee relations
strategy in the Company. Throughout the crisis, the Company
has undertaken numerous discussions, consultations andnegotiations with its social partners, sometimes on a daily basis,to adapt to the evolving situation resulting from both the healthand economic crisis. For further information, please refer to“Notes to the IFRS Consolidated Financial Statements – Note 2:
Impact of the COVID-19 Pandemic” (2.4 Workforce adaptation).
These various adaptation plans were carried out in line with thecommon principles and standards of the ILO convention, theOECD Guidelines for Multinational Enterprises and the principles
laid down by the UN Global Compact.

The head of each business is responsible for ensuring
compliance with these principles. The provisions of thisframework 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 ensurethat the provisions of this agreement are not breached wherever
the Company operates, insofar as more favourable conditions
do not exist already.
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 meetingsand negotiations at national or local level. Sites outside Europe
are covered by the Company’s IFA framing the social dialogue
and social culture in line with local labour legislation, culture andpractices of respective countries.
Regular social dialogue is ensured as per ILO requirements andlocal legislation thanks to the Company’s SEWC agreement in2015 and reshaped in 2018.
Labour relations and social dialogue are fully part of theCompany’s DNA and therefore, its continuous evolution andimprovement are embedded in the Company’s Human Resources
strategy supporting the Company’s business challenges. This has
been particularly evident throughout 2020. The close working
relationship between the Company and employee representatives
has demonstrated the value of good employee relations and thevalue of constructive social dialogue to understand the challenges
facing the Company, work through resource adaptation plans
and co-design solutions via collective agreements.

III. Risk Management
The European labour relations of the four main 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 during2020 employee relations focused on ensuring legal complianceregarding national labour laws and immigration and the impactof Brexit. The Company’s approach to risk management isalso reinforced by a whistle-blowers mechanism provided by
the OpenLine, which allows employees to report concerns
anonymously.

IV. Initiatives

Employee relations are underpinned by the Company
commitments made in the Company’s Code of Conduct andthe Airbus International Framework Agreement, signed in 2005.

During 2020, the main focus for the Company’s employee andlabour relations has been on adapting the business to the healthand economic crisis caused by COVID-19 and the preparationof an adaptation plan.

II. GovernanceAs part of the COVID-19 adaptation plan discussions, the SEWC
nominated independent external experts to analyse the social,economic and financial situation of the Company. This included
interviews with the Company’s top management which informed
a detailed report for the SEWC on the impact of COVID-19 on
the business and the actions the Company proposed to take.

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 respectand ensuring the conditions for social dialogue.

1

The Company in particular 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 (minimumage), 87 (freedom of association and protection of the right toorganise) and 98 (right to organise and collective bargaining).

Airbus / Annual Report – Registration Document 202083

1. Information on the Company’s Activities /1.2 Non-Financial Information

In Europe, the Company’s social partners were also closely
involved in discussions on the health and safety measurestaken in the workplace to protect workers and prevent the
spread of COVID-19. This included the provision of personal
protective equipment (PPE), team rotations, homeworking, social
distancing and regular communication particularly on any specialsite measures.
COVID-19 adaptation plan discussions also resulted in thesignature of various collective agreements by the main unions
or staff body representatives in France, Germany, Spain andthe UK covering all employees in Airbus’ commercial aircraftbusiness within these countries. These discussions andagreements enabled dedicated partial unemployment schemes
to be implemented in order to adapt activities and the workforce
in 2020. In parallel, negotiations on resource adaptations alsoenabled mechanisms to be put in place to encourage, where
possible, voluntary departures whilst not ruling out the need forcompulsory redundancies.
These collective agreements were signed by employee
representatives and unions including: the KBR / GBR Konzern-/
Gesamtbetriebsrat (social partners in all Divisions) in Germany;
the three main trade unions represented in the Company inFrance and three out of the five trade unions represented in theIntercompany Committee in Spain. Unite the Union were actively
involved in adaptation measures in the UK.
The agreements provide for a range of social measures including: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.
Consultation and negotiations on adaptation measures havealso taken place in other regions with the recognised unions
and employee representatives. For example, in Africa and the
Middle East, successful negotiations and agreements related
to adaptation measures were signed in both Morocco andTunisia including a working time reduction arrangement; whilst
in Latin America, agreements were signed in Queretaro, Mexico,
covering headcount reduction, collective vacation and working
time reduction.
During 2020, the Company also continued activities aimed atstrengthening collaborative and partnership approaches with
unions in various countries.
For example, in Canada, the Company has benefited from its firstyear following the signature of the new collective agreement in
Airbus Canada in Mirabel, which succeeded in creating a true
partnership with the Québec Association Internationale desMachinistes et Travailleurs de l’Aéronautique (AIMTA). The benefitsof this partnership have been clearly evident throughout the
COVID-19 crisis where many urgent agreements dealing withthe situation were reached, ensuring the continuity of operations,despite severe restrictions imposed by the Québec Government.
In addition, as part of the acquisition in 2020 of the Airbus A220

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and A330 work package production capability from Bombardierin Québec and the creation of Stelia Aéronautique Saint Laurent
Inc., a newly created subsidiary of STELIA Aerospace, the grouphas welcomed more than 300 new employees, 200 of which are
members of the AIMTA. The local AIMTA section held a general
meeting and a poll, which resulted in 97.8% of members voting
in favour of the transfer of their collective agreement to Stelia
Aéronautique Saint Laurent Inc.
In addition, the Company is an active member of the Global Dealfor Decent Work and Inclusive Growth initiative («Global Deal») thatwas 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 growthwork for all against a backdrop of rapid changes in the worldof work.
During 2020, the Company introduced a new KPI measuring
the accident frequency rate as part of its executive and senior
manager variable pay and employee success sharing scheme.
This new approach has been validated and agreed at the SEWC
and demonstrates the shared willingness of the Company andits social partners to introduce important non-financial measures
to assess the performance of the Company.

V. Future Outlook
The COVID-19 health and economic crisis will continue to be a key
area of focus during 2021 as the Company adapts to the falloutof the pandemic and ensures the successful implementation of
its adaptation plan. This will include continuing ongoing dialogue
with its social partners, including on organisational changes andnew ways of working.

c. Our Workforce
As of 31 December 2020, the Company’s workforce amounted
to 131,349 employees (compared to 134,931 employees
in 2019), 95.58% of which consisted of full-time employees.
These statistics take into account consolidation effects andperimeter changes throughout 2020. Depending on country
and hierarchy level, the average 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 businessand the already planned restructuring of the Company’s Defence
and Space Division with some additional adjustments to reflect
the impact of the crisis on some of its business lines.
Whilst the number of entries had significantly decreased following
a decision to restrict new hires in all businesses impacted by
the crisis, the number of leavers had significantly increased asa result of the voluntary departures in the frame of collective
agreements.

1. Information on the Company’s Activities /1.2 Non-Financial Information

1

Despite the crisis, the Company fulfilled commitments towards candidates already selected prior to the crisis and welcomed 5,463
newcomers.
Entries & Leaves

2020

2019

2018

Newcomers

5,463

11,27010,959Core Division

2,413

6,643

5,246

Subsidiaries

3,050

4,627

5,713

7,796

5,842

6,198

Core Division

4,675

2,902

3,245

Subsidiaries

3,121

2,940

2,953

Leavers (including partial retirement)

In terms of nationalities, 35.7% of the Company’s employees are from France, 32.3% from Germany, 7.7% from the UK and 9.8%
from Spain. US nationals account for 2.1% of employees. The remaining 12.4% are employees coming from a total of 134 othercountries. In total, 89.9% 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 and Geographic Area
The tables below provide a breakdown of the Company’s employees by Business segment and geographic area, including thepercentage of part-time employees.
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 had
started to materialise with significant decrease.
31 December 2020

31 December 201931 December 2018

Airbus(1)78,48780,98580,924

Airbus Helicopters

20,02620,024

19,745

Airbus Defence and Space

32,83633,92233,002000131,349

134,931

133,671

Employees by business segment

Airbus (former HQ)Group Total(1) Airbus includes population of Airbus Former HQ since 1 January 2018.

31 December 2020

31 December 201931 December 2018

France48,23149,14348,144Germany

45,56845,63845,387

Spain

11,828

12,637

13,684

UK

9,846

11,109

11,214

Employees by geographic area

US

2,980

3,151

2,489

Other Countries

12,896

13,25312,753

Group Total

131,349

134,931

133,671

31 December 2020

31 December 201931 December 2018

4.42%

4.46%

4.22%

31 December 2020

31 December 201931 December 2018

128,151

130,591

130,131

3,198

4,340

3,540

% Part time employees
Group Total

Active Workforce by contract type
Unlimited contract
Limited contract > 3 months

Voluntary departures have triggered an increase in the
Company´s attrition rate, which in 2020, is 5.8% overall (including
subsidiaries) and 9.4% in subsidiaries only.

The Company’s headcount reporting includes all consolidated
companies worldwide. The internationally comparative figures
are based on the active workforce, i.e. the number of permanentand short-term employees, irrespective of their individual

Airbus / Annual Report – Registration Document 202085

1. Information on the Company’s Activities /1.2 Non-Financial Information

working times. The headcount is calculated according to theconsolidation quota of the respective companies. The scope for
HR structure reporting covers about 99.98% of the Company’s
total active workforce from consolidated companies. In total,
about 0.02% of the Company’s employees are not included in
the scope, as no detailed employee data is available at grouplevel for some companies belonging to the Company, usually
recently acquired.
For more details on Scope and Methodology, please refer to theCompany’s website at www.airbus.com.

Our People
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 meeting at global and local
levels. The current priorities of the Company’s HR function are:–– to ensure that the Company can attract, develop and retain
a world-class competent, motivated and flexible workforce,
which fits current and future business requirements;–– to facilitate diversit y, continuous integration andinternationalisation of the Company and contribute to acommon culture based on strong company values; and–– to be a global employer of choice and an innovative, inclusive
and engaging place to work for all employees.

Training & Mobility
COVID-19 has been destabilising and has had a significant
impact on the Company’s learning activities, driven by the needto reduce cash spend to secure the short-term survival of theCompany. While the various restrictions and national lockdown
measures have limited the Company’s ability to deploy classroom
sessions, the Company invested further in our digital learning
platforms to increase digital learning by 74% compared to 2019.
The measures taken to adapt our classroom training sessions tocomply with the strictest health and safety measures ensured thedelivery of the mandatory and critical training without disruption
to operations. The acceleration of our 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 2020, the Company provided more than 1 million training hours to employees.
2020 (1)2019(1)

2018(1)

Number of Classroom Training

78,443

129,296

114,327

Number of Digital Training

752,702433,338

248,448(1) Change of reporting period since 2018: from 1 Oct to 30 Sep.

The training KPIs in this report are provided for the legal entities
in which at least one employee has followed a training during
the year. These entities’ headcount represents 97.6% of the total
active workforce from full consolidated companies. Some entities
may monitor local trainings outside of the group’s centralised
training tool MyPULSE, the corresponding additional training is
not included in the KPIs above.
In addition, in 2020 more than 33,500 employees benefitted
from other leadership development and transformation solutions
proposed by the Airbus Leadership University – many of whichwere provided in a digital format given the challenging context
of 2020. The university continues to strengthen the Company’s
approach to leadership, offering equivalent opportunities for
all leaders to drive their development one step further, while
accelerating the culture evolution and human transformationof the Company.
Mobility of employees within the Company’s commercial aircraftbusiness and its two Divisions provides overall benefit and value
to the Company. In 2020, as of end of December, more than
7,000 employees have changed jobs through internal mobility.

1.2.5 Exemplify Business Integrity
I.

Introduction

The Company’s Ethics & Compliance programme seeks toensure that the Company’s business practices conform toapplicable laws, regulations and ethical business principles,
as well as developing a culture of integrity and speak-up.
In 2020, Ethics & Compliance continued to be a top priority
for the Company as for 2019 and 2018. In its list of priorities
for the year, the Company set the objective to: “Adapt ourcompany and workforce to the crisis in a responsible mannerthat upholds our Values, while ensuring Health and Safety andreinforcing our commitment to Ethics & Compliance”.

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Airbus / Annual Report – Registration Document 2020

The Company has worked over the past several years to develop
an Ethics & Compliance programme that is structured aroundthe following key risk areas: Business Ethics / Anti‑Corruption
Compliance, Export Compliance and Data Protection
Compliance. Each of these areas is, in turn, supported bydedicated compliance policies and a team responsible for theirimplementation, together with the identification and proposalof new measures to adapt to a constantly evolving regulatory
landscape.
Improving the Ethics & Compliance programme remains a
constant and ongoing process, in cooperation with otherfunctions within the Company, in order to sustain and capitaliseon our values.

1. Information on the Company’s Activities /1.2 Non-Financial Information

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 governancethroughout the Company with the global presence of qualifiedcompliance officers who ensure the Ethics & Complianceprogramme 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 theCompany on compliance related topics, 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 & Complianceprogramme, organisation and framework for the effective
governance of Ethics & Compliance.
In addition to the dedicated Compliance professionals,
the Company continued, in 2020, to expand its network ofpart-time Ethics & Compliance Representatives (“ECRs”),
spanning all Divisions, functions, and regions. There were atotal of 335 ECRs at the end of 2020, representing a ratioof one ECR per 390 employees. Although the ECR network
members are not compliance experts, they play an importantrole in promoting the Ethics & Compliance programme andculture 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.
Likewise, the network of Data Privacy Focal Points in thebusiness (functions and affiliates) grew considerably in 2020
to around 380. The Data Privacy Office (“DPO”) comprises a
dedicated team of privacy experts, consisting of divisional andcountry Data Protection Officers in the EU and appointmentsin the regions (US, China and Singapore), responsible forprivacy compliance within their perimeters. To further deploy
the Company’s Privacy Programme throughout the businessand affiliates, the DPO and Data Protection Directive mandatethat Data Privacy Focal Points are nominated in the functions
and affiliates of the Company. The DPO trains, provides
methodologies to and coordinates the Data Privacy network.

III.	Risk Management, Monitoring and Controls
The Company is required to comply with numerous laws andregulations 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 acrossits two Divisions and different businesses. The results of thisrisk assessment are embedded and monitored within the
Company’s ERM framework and highlight, among others, therisk 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,

1

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 areembedded 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 systematically undertakes Privacy
Impact Assessment for applications meeting the criteria (natureof the personal data processed or scale of the processing, etc.)
as defined by the General Data Protection Regulation (“GDPR”).
In addition, risks derived from GDPR are also assessed in thecontext 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 Preventing and Declaring Conflicts ofInterest;–– Requirements for the Prevention of Corruption related toMergers & Acquisitions, Joint Ventures, Partnerships andsimilar Transactions;–– Method for the Prevention of Corruption in the Context ofInternational Cooperation & Offset Activities;–– Requirements for Anti-Money Laundering/Know your
Customer;–– Requirements for Export Control Sanctions, Embargoes andScreening;–– 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;–– Data Protection Directive, Method and Binding Corporate
Rules.
The Ethics & Compliance organisation is charged with oversightand 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 tostrengthen 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.

Airbus / Annual Report – Registration Document 202087

1. Information on the Company’s Activities /1.2 Non-Financial Information

IV. Initiatives

Policies and Procedures

Awareness and Training

In 2020, the Company updated its anti-bribery and corruption
policies related to Sales Intermediaries (Business Partners)
and Mergers & Acquisitions, Joint Ventures, and Partnerships,
in particular to extend the scope of coverage to teaming andcooperation agreements, and other forms of non-monetary
partnership. The Company also issued new ethical guidelines
related to (i) competitive intelligence gathering and (ii) resistingsolicitation and extortion. All policies and guidelines are madeavailable to employees on the Intranet, and classroom training
is delivered to employees who are particularly exposed to theunderlying risks as described above.

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 ismandatory, and managers have a responsibility to ensure that
their team members do so.
From 1 October 2019 to 30 September 2020, the Company’s
employees followed 309,682 Ethics & Compliance e-learning
sessions, including on bribery, corruption and export control.
Furthermore, 3,501 employees attended live classroom training
on different E&C topics in 2020, the majority of which weredelivered in virtual classroom settings due to the pandemic.
Likewise the Company also delivered anti-bribery andcorruption training towards higher risk third parties, including
sales intermediaries, lobbyists and special advisors. In 2020,
80% higher risk third parties were trained on E&C requirements
and expectations.
The Company continued the roll out of the data protection
e-learning as part of the E&C compulsory training catalogue.
Approximately 30,000 employees completed this training in
2020.

Speak-Up Channel: OpenLine
The Company recognises that the Code of Conduct cannot
address every challenging situation that may arise, andtherefore encourages its employees to speak-up throughvarious channels, including through OpenLine (available
at https://‌w ww.‌airbusopenline.com). The OpenLine enables
users to submit an alert securely and confidentially, and also to
ask questions related to Ethics & Compliance.
In 2020, Inclusion & Diversity was expressly added to thedefinition 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 issystematically published in the Company’s data protection
policies and information notices specific to the various apps,
for the purpose of exercising data subject’s rights and/or lodging
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.

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On the Export Control side, the Company restructured
its programme and issued the following new directives:(i) Requirements for Export Control Sanctions, Embargoes
and Screening; (ii) Requirements for Expor t Control
Framework; (iii) Requirements for Export Control Escalation
and Voluntary Disclosure; (iv) Requirements for Export Control
Brokering; (v) Requirements for Export Control Classification;(vi) Requirements for Export Control Licences and Agreementsand (vii) Requirements for ITAR Part 130 Reporting.
Under the terms of the Consent Agreement with the US DoS
made public on 31 January 2020, the DoS has agreed tosettle all civil violations of the ITAR outlined in the Company’s
voluntary disclosures identified in the Consent Agreement, andthe Company has agreed to retain an independent export control
compliance officer, who will monitor the effectiveness of theCompany’s export control systems and its compliance with the
ITAR for a duration of three years. See “– Information on the
Company’s Activities – 1.1.7 Legal and Arbitration Proceedings”(Investigation by the UK, France’s PNF, US Departments of Stateand Justice and Related Commercial Litigation).

V. Future Outlook
An effective Ethics & Compliance programme is one that, bydefinition, continuously adapts to changes and improves overtime. 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 andlocal entities.
When misconduct reveals a gap in compliance policies,
procedures or tools, the Company undertakes revisions to
its Ethics & Compliance programme commensurate with thewrongdoing and in light of lessons learned. While complianceat the Company will therefore always be a work in progress, theCompany is committed to this endeavour, as it aims to make its
Ethics & Compliance programme sustainable over time.

1. Information on the Company’s Activities /1.2 Non-Financial Information

1

1.2.6 Responsible Supply ChainI.

Introduction

At the end of 2020, approximately 23,000 suppliers from more than 100 countries supply parts, components, systems and services
to the Company. In 2019, the overall external sourcing volume of the Company was valued at around € 53 billion and shared between
Divisions with 84% for the Company’s commercial aircraft business, 10% for the Company’s Defence and Space Division and 6%
for the Company’s Helicopters Division.

Defence and Space
5,453 M€
Helicopters
3,324 M€10%
6%53,400M€

Commercial
Aircraft
44,623 M€

84%

Source: Procurement Performance & Reporting Services; Airbus Sourcing Report 2020.

Whilst the Company’s products and services are sold all over the world, the majority of its supply chain is based in Europe andOECD countries. However, in the past few years, the supply chain has become concentrated and more international. The Company
has identified local sourcing in Asia as one of its leading long-term objectives. 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.
The Company’s global sourcing footprint is represented as follows based on Tier1 and subtiers data:

59%
in Europe27%
in NorthAmerica8%in AsiaPacific<1%in Africa<1%
in Middle East

<1%
in SouthAmerica<1%
in Oceania

Airbus / Annual Report – Registration Document 202089

1. Information on the Company’s Activities /1.2 Non-Financial Information

To promote further globalisation of its sourcing footprint, theCompany has established regional sourcing offices in North
America, China & East Asia and India.
For the sourcing of indirect goods and services, the Airbus General
Procurement function is represented in the regional sourcing
offices. Throughout China, India and North America, Airbus
General Procurement has over 50 employees managing “Local
for Local” activities across 18 sites. Airbus General Procurement
continued to grow the global footprint by implementing new
developments within Asia Pacific (Singapore and Malaysia) andthe Middle East throughout 2020.
As the Company’s commercial aircraft business and its two
Divisions are certified ISO14001, the Procurement function acts
in adherence with ISO 14001 requirements.

II. Governance
Responsible Sourcing and Supplier Management
The Company strives to make environmental and societal
responsibility a core element of its procurement process,managing the relationships with suppliers through sourcing
strategy, supplier selection, contract management, suppliermonitoring and development.
The Company’s suppliers must comply with all applicable laws
and regulations. In addition, all business should be conductedby suppliers in compliance with the principles of the Company’s
Supplier Code of Conduct.
The Company’s Supplier Code of Conduct is the documentof reference for the Company’s responsible suppliermanagement (available at https://www.airbus.com/content/
dam/corporate-topics/corporate-social-responsibility/
ethics-and-compliance/Supplier-Code-Conduct-EN.pdf).
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 2020, in order to further embed sustainability activities
throughout its supply chain, the Company formalised a Sustainable
Supply Chain Roadmap (“SSCR”). This multifunctional andmultidivisional team has responsibility for leading and monitoring
progress around the implementation of the four commitmentsof the Company’s sustainability strategy throughout theCompany’s supply chain. This includes environment, humanrights and inclusion, safety (including product safety andhealth and safety and quality) and business ethics. The SSCR
reports into a steering committee chaired by the Head of
Sustainability & Environment and the Head of Procurement
Responsibility & Sustainability and includes the representativeof the Chief Procurement Officer of the Company and the Chief
Procurement Officer of its two Divisions as well as the Headof Health & Safety, the Head of Product Safety and the Headof Ethics & Compliance, or their nominated representatives.
The EVP Communication and Corporate Affairs and the Chief
Procurement Officer of the Company act as sponsors of the
SSCR. In addition, the Head of Procurement Responsibility &Sustainability department is part of the Procurement Leadership
Team (PLT) and is responsible for facilitating the exchange of
feedback on sustainability activities between the SSCR and the
PLT on a regular basis.

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Airbus / Annual Report – Registration Document 2020

All sustainability activities in the supply chain are based on thefollowing key elements and principles of due diligence following
the Organisation for Economic Co-operation and Development(“OECD”) Due Diligence Guidance for Responsible BusinessConduct:–– supply base risk mapping;–– supplier engagement and contractual requirements;–– supplier assessment/audits and development plans;–– policies, tools and reporting.
For anti-corruption topics in the supply chain, the Procurement
department cooperates closely with the Legal & Compliancedepartment.

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.

a) Regulatory Non-Compliance
The Company may not receive sufficient visibility and informationfrom its supply chain in regards to compliance with environmental,
human rights, health and 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 fulfil
its operational or product compliance, this may also have asignificant 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 generalpublic’s health.

b) 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 environmental impacts on the local environment
where the activity is performed, with possible impacts on air,water, soil, biodiversity, workers’ occupational health and safety
and on the health of the general public.

c) Disruption Risk
In the event that a supplier fails to comply with environmental,
human rights, health and safety laws and regulations, even if
caused by factors beyond its control, that failure may resultin the levying of civil or criminal penalties and fines against
the supplier. Regulatory authorities may require them toconduct investigations and undertake remedial activities,
curtail operations or close installations or facilities temporarily
to prevent imminent risks.
In response to the above a) to c), the Company deploys
responsible sourcing activities and specific supplier due
diligence actions in the frame of the SSCR.

d) Risk of Product Non-Compliance
The various products manufactured and sold by suppliers mustcomply with applicable environmental, human rights, healthand 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,

1. Information on the Company’s Activities /1.2 Non-Financial Information

increasingly stringent and complex laws and regulations, newscientific discoveries, delivery of defective products or the
obligation to notify or provide regulatory authorities or otherswith 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 that could prevent delivery to
the Company.
In response, a Procurement Task Force has been establishedin order to ensure a group-wide governance for suppliermanagement and assessment of chemical regulations andobsolescence impact.

IV. Initiatives: Airbus Supplier Vigilance Plan
The Company requires commitment to responsible businesspractices and sustainable development from all suppliers andstrives to make environmental and social responsibility a coreelement of its sourcing and supplier management process.
This joint commitment is a key element in securing success,conformance to applicable laws and a sustainable future for theaviation industry. For the Company’s Vigilance Plan for its own
operations, see “– 1.2 Non-Financial Information – 1.2.1 Airbus’
Approach to Sustainability”.

1. Supply base risk mapping
Social Compliance Risks
Since 2018, the Procurement Responsibility & Sustainability
department has carried out proactive social risk mapping inline with international guidance, internal commodity expertiseand externally available country indices. The risk mapping
includes risks from both a country and a purchasing category
perspective considering indices such as child labour, modern
slavery/forced labour, recruitment practices, working time,
wages, people safety at work and freedom of association. In
2019, this social risk mapping methodology was formalised
and published in an internal commodity guide applicable to theCompany’s commercial aircraft business and its two Divisions.

Environmental Compliance Risks
In addition, the Company has carried out environmental risk
mapping, taking into consideration categories such as theexistence of hazardous substances, energy consumption, CO2
emissions, water usage, waste management, air pollution andspecific local Chinese environmental regulations. In 2020, thisenvironmental risk mapping methodology was included in theinternal commodity guide (see previous Section).

Number of Business-Relevant External Risk Suppliers
Identified in 2019 (thereof lower tiers)
Based on the Company’s 2018 Sourcing Report and following
application of the risk mapping methodology (described inprevious Section), 412 suppliers were identified as high riskin 2019.
However, taking into account the number of suppliers who hadfinished or are decreasing activities with the Company during
this time, the number of business-relevant high risk suppliers
was reduced to 397 in 2020.

1

Supplier Factory Visits
In 2019, the Company introduced “the Gemba Walk” pocketbook,applicable to commercial aircraft activities, which is a practicaland visual guide for the Company’s employees when visiting
the shop floor of a supplier, supporting the identification andreporting of risks or improvement opportunities observed during
factory visits. A dedicated pocketbook covering environment,
health & safety and human rights risks was also developedin 2019 and published on the Airbus intranet. Unfortunately,
restrictions put in place during 2020 due to COVID-19 significantly
reduced the effectiveness of identifying risks through supplier
shop floor visits.

2. Supplier Assessment / Audit and Development
Since 2019, the Company has worked with external expert
companies to conduct sustainability-related, evidencebased desktop assessments and specific on-site audits. The
assessments cover social compliance criteria such as humanrights, labour practices, health and safety and anti-corruption as
well as environmental regulations and sustainability criteria basedon an environmental questionnaire developed by IAEG. During
2020, all suppliers identified as high risk following application of
the Company’s risk mapping methodology in 2019 were required
to undertake an evidence based desktop assessment. 50% of all
those planned have been completed, whilst the remaining are in
progress. The results from the assessments are being analysed
and the Company is establishing a governance process to follow
up on the findings.
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 useof the most hazardous substances. In particular, regarding the
REACH EHS readiness of suppliers, the Company focused on:–– engagement with 236 in situ suppliers through webinars andsupplier conferences to develop their readiness to comply
with enhanced REACH EHS conditions when working on
the Company’s sites. Further direct exchanges with theCompany’s EHS experts has been organised with 26% ofthem;–– 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 theEuropean Commission:–– out of 357 suppliers of the Company qualified processes
using chromates in industrial operations, the 80 mostimpacting suppliers have been assessed on-site by a third
party on behalf of the Company,–– in 2020, the Company engaged with those suppliers, which
revealed findings and requested them to demonstrate andlaunch action plans for improvement. By end of 2020, thesuppliers have successfully closed approximately 80% of
the major findings,–– a complementary “wave 2” of supplier assessment
considering 18 suppliers group wide was initiated in
November 2020. This wave of assessments will start with
supplier visits in December 2020 and the gap closure andrecovery gap coverage should occur in 2021.

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1. Information on the Company’s Activities /1.2 Non-Financial Information

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 that 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;–– provide information on environmental, health and safety
matters such as safe usage and management of products
across its lifecycle (including waste management);–– implement an Environmental Management System basedon ISO 14001 or equivalent;–– comply with the Company’s anti-corruption and bribery
requirements; and–– comply with the principles of the Company’s Supplier Codeof Conduct, including with regard to environment, humanrights, labour practices, responsible sourcing of minerals
and anti-corruption.
In addition, in 2020, the Company’s Defence and Space Division
implemented criteria on sustainability and environment in thecall-for-tender procurement process. Only those suppliers
which meet criteria, including in particular agreement tocomply with the Company’s Supplier Code of Conduct, cancontinue with the call for tender procurement process. Positive
answers to additional criteria, such as commitment to theSDGs, sustainable projects, life-cycle assessment, waste
and packaging reduction, will prioritise suppliers for further
selection. Consideration will be given during 2021 to extend
this process throughout the Company.
In 2019, the full scope of clauses relating to sustainability
and environment criteria were included in new contracts
and implementation into existing contracts has started
according to the contractual roadmap of each purchasing
commodity. During 2020, following a review of processes
to make them more efficient, the process to obtain from theCompany’s suppliers a commitment to apply the principlesof the Company’s Supplier Code of Conduct was reviewed.
A target to reach 80% of the Company’s sourcing volumecommitting to apply its principles by 2022 was approved.
In 2020, the physical Annual Supplier Conference for theCompany’s commercial aircraft business was cancelled
due to COVID-19. However, discussions with suppliers onsustainability continued during various supplier meetings or
virtual supplier conferences for specific commodities.

4. Training & AwarenessThroughout 2020, the Procurement Responsibility &Sustainability department supported both internal aware­nesssessions and workshops as well as external supplier meetings
on sustainability topics in the supply chain. The Company’s
internal Procurement Academy provides training on corecompetencies and skills to develop procurement expertiseand prepare employees within the Procurement department
for the challenges of the future. Sustainability modules areembedded in Procurement’s newcomer induction path andmanager development programme. This training targets
supply chain quality managers, ordering officers and buyers.

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At the Company’s Defence and Space Division, Procurement
colleagues received mandatory training in sustainability
throughout 2020.

5. Policies and Tools
The Company is currently assessing all Procurement processes
and tools in order to integrate sustainability-related requirements,
where relevant, on top of environmental requirements, which
are already largely considered. This will lead over the next years
to the adaptation of the Procurement processes and tools
managed by the Procurement strategy teams and creation of
specific guidelines and/or commodity awareness.

6. Grievance Mechanism
From 2019, the Company OpenLine has been accessible toexternal stakeholders, such as suppliers and their employees, asa secure and confidential channel through which they may, on a
voluntary basis, raise alerts related to the Company in the areasof 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 Ethical Business
Practices”. 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 2020, the Sustainable Supply Chain Roadmap received
alerts on five potential allegations relating to forced labour or
labour rights in its supply chain. Analysis and/or investigationsof those alerts have been completed or are in progress.

7. Work with External Stakeholders
As mentioned under “Environment” in Section 1.2.2, theCompany is a founding member of IAEG, which is working oncommon 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 theenvironmental assessment module as mentioned inparagraph 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 toassess and develop the environmental maturity of suppliers.
IAEG is currently reviewing the opportunity to extend thisqualification programme for the other sustainability topics.
As a co-founder of the International Forum on Business EthicalConduct (“IFBEC”), the Company is supporting the applicationof 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 appliedby suppliers throughout the aerospace and defence industries.
It also encourages suppliers to go beyond legal compliance,
drawing upon internationally recognised standards in orderto advance in social and environmental responsibility andbusiness ethics. During 2020, the Company worked withIFBEC to update and strengthen the IFBEC Model Supplier1. Information on the Company’s Activities /1.2 Non-Financial Information

Code of Conduct, which was re-issued in November 2020.
The update included strengthened requirements around anumber of topics including human rights, product safety andenvironment:–– in addition, the Company added reinforced expectations
into its own revised Supplier Code of Conduct, including:
Product safety;–– working hours and migrant workers aligned with ILO
conventions;–– environment, to specifically account for the Company’senvironmental policies on substance management andproduct performance accounting for a life-cycle perspective;–– strengthened communication on the Company’s reporting
mechanism, OpenLine.
All suppliers will now be asked to sign a confirmation ofcompliance with the principles of the revised Supplier Code of
Conduct (or to confirm their own practices are aligned with theprinciples 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.
In October 2019, the Company joined 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.

8. 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 partnershipwith a disability friendly company during the call for tender
process. In 2019, the global volume of business with disability
friendly companies in France was more than € 50 million – anumber that has been multiplied by six for the last eight years.
At the end of 2020, around 60 disability friendly companies
are working with the Company compared to ten in 2010. In
November 2019, the Company organised its first (Dis)Ability
Forum in Hamburg to increase its cooperation with disability
friendly companies in Germany. In addition, the first (Dis)
Ability Forum in Spain is planned for 2021. During 2020, theCompany’s subcontracting activities have decreased due to the
COVID-19 crisis. This decrease also affected disability friendly
companies. The Company regards disability friendly companies
as particularly fragile and is committed to support them to getthrough the economic crisis.

9. Conflict Minerals
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 from all
suppliers to comply with applicable laws and regulations on
conflict minerals, including 3TG. To outline the Company’scommitment to responsible business, the Responsible
Mineral Policy was released in 2019 (available at https://www.
airbus.com/company/sustainability/human-rights.html),

1which details its engagement to improve safety and humanrights conditions in the mineral supply chains.
The Company is also monitoring developments from theEuropean Commission on critical raw materials (CRM) andis investigating the possibilities to take a deeper look at its
related supply chain, through direct involvement and/or tradeassociations. The update of the Supplier Code of Conduct(available from Q1 2021) will also require suppliers to pay more
attention to CRM responsible sourcing.
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.

10. 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 andrecycling plastic waste and packaging in the Division’s scopeof involvement by 2025 (for example, production/maintenance,
logistics, offices and supply). Optimised processes are
already in place and alternative packaging is being used atsome locations. During a pilot case for the Division’s Labegesite in France, plastic-free packaging alternatives to replacetransparent plastic film, plastic sleeves and adhesive tape weresuccessfully implemented from June 2020. From this project
alone, annual savings of plastic packaging corresponding tomore than 200kg, equivalent to more than 14,000m2 of plastic
film, has been achieved. Discussions are also ongoing with
suppliers to reduce plastic used in shipments and contractual
requirements of packaging are reviewed in order to make thechange from the current take-make-waste extractive industrial
model to a circular economy approach towards a sustainable
way to use plastic. Discussions to extend this project to theCompany’s commercial aircraft activities and the Airbus
Helicopters Division and to widen the scope started in 2019and continued during 2020.

11. CO 2 Emissions
During 2020, the Company engaged with its top suppliers
to engage in the Carbon Disclosure Project (CDP) supplier
programme. 95 of the Company’s top suppliers, covering 67%
of the Company’s sourcing volume, have been contacted and47 suppliers have completed the CDP questionnaire.
The results from this questionnaire will allow the Company toidentify supplier strengths and potential areas of improvement
and to engage with non-responsive suppliers in order toimprove the response rate in 2021.
Around 75% of responsive suppliers have set emission targets
and make use of Renewable Electricity or Renewable Energy
to achieve those targets, integrating into their strategy a Risk
and Opportunity approach from a climate change perspective.
In 2021 the Company intends to invite additional suppliers tocontribute to the CDP and hopes that those who were not able
to respond due to the COVID-19 situation will be in a better
position to do so during 2021.

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1. Information on the Company’s Activities /1.2 Non-Financial Information

V. Future Outlook
The Sustainability 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 2021
include:–– development and publication of a comprehensive pictureof the Company’s ambition towards its suppliers including
monitoring progress;–– formalisation and reinforcement of the process to collect alerts
relating to sustainability and environment topics from within
the Company’s supply base;–– reinforcing the adherence of the Company’s Supplier Code of
Conduct principles throughout the Company’s supply base;–– extending the scope of supplier R&S assessments;–– engaging with those suppliers identified as requiring further
action based on completed supplier assessments anddevelopment of action plans when required;–– further integrating sustainability elements into procurement
processes;–– developing specific training modules on Sustainability &Environment and other solutions to support internal awarenessin purchasing commodities. This will include awareness on
the new Company’s Supplier Code of Conduct, and theCompany’s approach towards sustainability within its supply
base;–– the launch of a pilot project to further enhance the collectionof digital data from suppliers on conflict minerals, criticalmaterial and regulated substances in the Company’s delivered
products.
Regarding environmental sustainability and substancemanagement, the Company will focus on the following in 2021:–– completing the onsite assessment for REACH EHS assessment
for additional suppliers and monitoring their mitigation
action plan to close the findings. See above “— 2. Supplierassessment / audit and development”;–– engaging with the key contributors to CO2 emissions in the
supply chain and further development in supplier dialogue,
through the CDP, to evaluate opportunities for GHG emission
reduction and suppliers’ maturity to address the climatechange challenges;–– cooperating with suppliers of equipment representative ofaerospace products to better assess the environmental impact
of Company products and embodiment of Ecodesign and LCA
approaches in the Company’s DDMS, engaging suppliers
to innovate for future products accounting for their life cycle
perspective.

1.2.7 Community Engagement
The situation in 2020 as a result of the COVID-19 crisis meantthat we had to adapt, but this adaptation does not mean that westop our responsibility as a company to be a force for positivesocial impact. In fact, now more than ever, communities aroundthe world need companies like Airbus to help in their recovery.
When the crisis hit, the Company and its employees aroundthe world offered to help, ranging from industrial solutions, tooffering air transportation of essential medical supplies to local
volunteering.

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With air traffic grounded around the world, and Europe facing asevere shortage of PPE across several countries, the Company
used its test aircraft to transport over 36 million face masks from
China to Europe. Some face masks were used to safeguard
employees on Airbus sites and the majority were donated toEuropean governments for onward distribution to frontline healthservices.
On several Airbus sites, assembly lines were transformed into
production lines to manufacture essential PPE. The awardwinning Ventilator Challenge UK programme, in which
Airbus in Broughton played a major role, brought together a
33-strong consortium of engineering businesses from acrossthe aerospace, automotive and medical sectors to build an
incredible 13,437 Penlon ventilators for the NHS. The consortium
produced 20 years’ worth of ventilators in just 12 weeks andpeak production exceeded 400 devices a day.
3D printing also became a vital component in the global
response and the Company put its 3D printers to use producing
a range of potentially lifesaving equipment. Airbus plants in
Spain (Getafe, Illescas, Albacete, Tablada and San Pablo)joined forces to produce 3D-printed protective face shields forhealthcare workers. Airbus Protospace in Germany and theComposite Technologie Centre (CTC) in Stade, together withthe 3D-printing network in Germany “Medical goes Additive”,
and a wider group of German companies and institutions also
supported the project to print and deliver visors to regions in
Spain which were lacking PPE. Airbus teams in the US worked
with local businesses (Wichita) to consolidate the final assemblyof donated parts, and the site in Mobile teamed up with the
University of South Alabama to produce 3D-printed, reusable
face masks and mask tension release bands, all of which were
donated to support medical staff.
The pandemic restrictions caused all face to face volunteering tohalt, but the Company’s employees found innovative ways topivot. More than 100 employees volunteered to take part in a
virtual hackathon, coordinated by the Airbus Humanity Lab.
Projects ranged from logistic support to prototyping valves
which transformed a diving mask from the brand Decathlon
into a safe and reusable face shield. Airbus Balance for
Business, an employee volunteer platform with more than
10,000 followers also found innovative solutions to show its
support. As an example, Airbus Africa Community was able toshare open source plans and prototypes for the manufactureand 3D printing of protective equipment for healthcare workers
in Africa. These were widely shared via collaborative digitalplatforms enabling, for example, Senegalese researchers to
use them and start rapid manufacturing of essential material.
The Airbus Foundation supported this project through theacquisition of five 3D printers for an NGO in Senegal to print
plastic visors and prototype respirators.
As well as sharing its innovation and technical know-how, theCompany also used its global reach to inspire and entertain
children (and support their parents) around the world, who werespending more time at home. Through its Discovery Spaceplatform, the Airbus Foundation offered a series of fun andengaging videos for children to explore the science behind theCompany – from learning how planes fly to travel and life on themoon. Airbus China also developed a series of aviation on-lineclasses, aiming to inspire interest in aviation and enrich thedigital experience of children studying at home.

1. Information on the Company’s Activities /1.3 Recent Developments

When the pandemic moves beyond crisis into recovery, theCompany commits to strengthening opportunities for its
employees to support their local communities. Closely alignedwith the Airbus Foundation, a global community engagement
programme is under development and is scheduled to be
deployed in 2021 to build trusted partnerships with charitableorganisations in local communities. The programme will beenabled through a digital platform to create, mobilise andmeasure the Company’s social impact activities against theframework of the UN SDGs.

1

The Company’s principal vehicle for corporate philanthropy, theAirbus Foundation refocused its 2020 budget to respond to the
COVID-19 pandemic, prioritising support for the humanitarian
actions of its NGO partners. In light of changing societal needs,
the Foundation also revisited its mission and a new vision for theFoundation was approved by its Board of Directors in April 2020.
As well as retaining strong support for humanitarian and youth
development activities, the Airbus Foundation’s strategic
priorities now include “environment” as a third axis, focusing on
nature preservation and assisting the climate change mitigation
actions of its NGO partners. For further information on the
Airbus Foundation mission and activities, please visit the Airbus
Foundation annual report available on the Company’s website.

1.3 Recent Developments
On 5 March 2021, the EU and US announced they would suspend all tariffs related to the WTO aircraft disputes for a four-month period.

Airbus / Annual Report – Registration Document 202095

Chapter

2
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2

Management’s Discussion
and Analysis of Financial
Condition and Resultsof Operations
2.1
2.1.1
2.1.2

2.1.6

Operating and Financial Review
98
Overview
99
Significant Accounting Considerations,
Policies and Estimates102
Performance Measures
103
Results of Operations
107
Changes in Total Equity(Including Non-Controlling Interests)
111
Liquidity and Capital Resources
112

2.2

Financial Statements

116

2.3

Statutory Auditor Fees

116

2.4

Information Regarding the Statutory Auditors

117

2.1.3
2.1.4
2.1.5

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2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

2.1 Operating and Financial Review
The following discussion and analysis is derived from and should be read together
with the audited IFRS Consolidated Financial Statements as of and for the years ended
31 December 2020, 2019 and 2018. These Financial Statements have been prepared inaccordance with International Financial Reporting Standards (“IFRS”) issued by the International
Accounting Standards Board as endorsed by the European Union, and with Part 9 of Book 2of the Dutch Civil Code. When reference is made to “IFRS”, this intends to be EU-IFRS.
The following discussion and analysis also contains certain “non-GAAP financial measures”,
i.e. financial measures that either exclude or include amounts that are not excluded or includedin the most directly comparable measure calculated and presented in accordance with IFRS.
Specifically, the Company makes use of the non-GAAP financial measures (i.e. Alternative
Performance Measures) “EBIT Adjusted”, “net cash” and “Free Cash Flow”.
The Company uses these non-GAAP financial measures to assess its consolidated financial
and operating performance and believes they are helpful in identifying trends in its performance.
These measures enhance management’s ability to make decisions with respect to resource
allocation and whether the Company is meeting established financial goals.
Non-GAAP financial measures have certain limitations as analytical tools, and should not be
considered in isolation or as substitutes for analysis of the Company’s results as reported under
IFRS. Because of these limitations, they should not be considered substitutes for the relevant
IFRS measures.
The Company also measures and communicates its performance on the basis of “EBIT”(reported).

Reporting in Universal Registration Document 2020
Impact of the COVID-19 pandemic. New variants and the successive waves of the COVID-19
pandemic, the resulting health and economic crisis and actions taken in response to the spreadof the pandemic, including government measures, lockdowns, travel limitations and restrictions,have resulted in significant disruption to the Company’s business, operations and supply
chain. For further information on COVID-19, see “– Risk Factors – Business-Related Risks– COVID-19 Risks”. The main elements related to the IFRS Consolidated Financial Statements
considered as of 31 December 2020 are detailed in the “Notes to the IFRS Consolidated
Financial Statements – Note 2: Impact of the COVID-19 Pandemic”.

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2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

2.1.1 Overview
With consolidated revenues of € 49.9 billion in 2020, the Company
is a global leader in aeronautics, space and related services.
Airbus is one of the world’s leading aircraft manufacturers ofpassenger and freighter aircraft and related services. It is also a
European leader providing tanker, combat, transport and mission
aircraft, as well as one of the world’s leading space companies.
In helicopters, the Company provides the most efficient civil andmilitary rotorcraft solutions worldwide. In 2020, it generated
79% of its total revenues in the civil sector (compared to 86%
in 2019) and 21% in the defence sector (compared to 14%
in 2019). As of 31 December 2020, the Company’s active
headcount was 131,349 employees, a decrease compared to2019 (134,931 employees).

2

2.1.1.1 Exchange Rate Information
The financial information presented in this document is expressed in euro, US dollar or pound sterling. The following table setsout, for the periods indicated, certain information concerning the exchange rate between the euro, the US dollar and the poundsterling, calculated using the official European Central Bank fixing rate:
AverageYear-end

€/US$

€/£

€/US$

31 December 20181.18100.88471.14500.894531 December 2019

1.11950.87781.12340.850831 December 2020

1.14220.88971.22710.89902.1.1.2 Reportable Business Segments
The Company operates in three reportable business segments
which reflect the internal organisational and management
structure according to the nature of the products and services
provided.
–– Airbus – Development, manufacturing, marketing andsale of commercial jet aircraft of more than 100 seats,
aircraft conversion and related services; development,
manufacturing, marketing and sale of regional turboprop
aircraft and aircraft components. It also includes the holding
function of the Company and its bank activities.
–– Airbus Helicopters – Development, manufacturing,marketing and sale of civil and military helicopters; provisionof helicopter related services.
–– Airbus Defence and Space – Military Aircraft design,development, delivery, and support of military aircraft suchas combat, mission, transport and tanker aircraft and theirassociated services. Space Systems design, development,delivery, and support of full range of civil and defence
space systems for telecommunications, earth observations,navigation, science and orbital systems. ConnectedIntelligence provision of services around data processing
from platforms, secure communication and cyber security. In
addition, the main joint ventures design, develop, deliver, andsupport missile systems as well as space launcher systems.
Unmanned Aerial Systems design, development, delivery
and service support.
Consolidation effects are reported in the column “Eliminations”.
The activities related to innovation and digital transformation,
formerly reported in the column “Transversal/Eliminations”, are
now included in the Business segment Airbus under the new
segment structure.

€/£

2.1.1.3 Significant Programme
Developments in 2018,2019 and 2020 and Other
Financial Topics
A380 programme. In 2018, Airbus delivered 12 A380 aircraft.
As of 31 December 2018, the Company’s largest A380 operator
reviewed its aircraft fleet strategy going forward and concluded
it was forced to restructure and reduce its A380 order by
39 aircraft. The Company entered into discussions with thecustomer in late 2018 which finally resulted in the signatureof a head of agreement on 11 February 2019. Without thiscustomer’s A380 order, the Company had no substantial
order backlog and no basis to sustain A380 production,
despite all sales and marketing efforts in recent years. As aconsequence of this decision, deliveries of the A380 wouldcease in 2022. At year-end 2018, in view of the above, theCompany reassessed accordingly the expected market
assumptions and the recoverability and depreciation methodof specific assets allocated to the A380 programme. As a result,
the Company impaired specific A380 assets in the amount of€ 167 million, recognised an onerous contract provision for
an amount of € 1,257 million and updated the measurementof refundable advances including interest accretion for a total
amount of € 1,426 million. As a consequence, the recognitionof the onerous contract provision as well as other specificprovisions and the remeasurement of the liabilities affected
the consolidated income statement before taxes by a net€ 463 million in EBIT and positively impacted the other financial
result by € 177 million as of 31 December 2018.
Airbus delivered four A380 aircraft in 2020 and eight A380
aircraft in 2019. As part of its continuous assessment ofassets recoverability and quarterly review of onerous contract
provision assumptions, the Company recorded a net chargeof € 320 million in EBIT in 2020 and of € 99 million in 2019.

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2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

A350 XWB programme. In 2018, Airbus delivered 93 A350
XWB aircraft.
In 2019, Airbus delivered 112 A350 XWB aircraft. New orderintakes, cancellations, delivery postponements and othercontractual agreements to the end of December 2019 werereflected in the Financial Statements. Risks continued to beclosely monitored in line with the schedule, aircraft performanceand overall cost envelope, as per customer commitments.
Despite the progress made, challenges remained withrecurring cost convergence. The breakeven target for theA350 was achieved in 2019. Given overall customer demand
for widebody aircraft, Airbus expected A350 deliveries to stay
between a monthly rate of nine and ten aircraft.
On 8 April 2020, the Company announced its decision toadapt commercial aircraft production rates to six per month for
A350 in response to the new COVID-19 market environment.
Subsequently, the rate for A350 was further reduced to aroundfive per month. In 2020, Airbus delivered 59 A350 XWB aircraft.
In 2020, given the significant production rate reduction, theA350 programme did not reach breakeven with 59 A350 XWB
deliveries.
A400M programme. Progress on the A400M programme
resulted in the recognition of revenues of € 2.1 billion in 2018,€ 1.5 billion in 2019 and € 1.6 billion in 2020.
In 2018, 17 A400M aircraft were delivered. The Company
worked together with OCCAR and concluded the negotiations
on a contract amendment. In the fourth quarter 2018, an
update of the contract estimate at completion triggered a net
additional charge of € 436 million. This reflected the outcomeof the negotiations, updated estimates on the export scenario
during the launch contract phase of the A400M programme
as well as applicable escalation and some cost increases.
The contract amendment was successfully completed inJune 2019, after each nation finalised their domestic approval
processes. This new contract de-risked the programme andprovided the Company, OCCAR and customers greater
visibility, which supported future planning and preparedness.
Yet, despite the progress, the A400M programme was notentirely risk free. Risks remained on development of technicalcapabilities and the associated costs, on securing sufficient
export orders in time, on aircraft operational reliability inparticular with regards to engines, and on cost reductions
as per the revised baseline.
In 2019, 14 A400M aircraft were delivered. In total, theCompany had delivered a total of 88 A400M aircraft as of
31 December 2019.
On 13 June 2019, the Company concluded together with
OCCAR and the Nations the negotiations on a global rebaselining of the programme. A contract amendment was
signed by all parties, providing a revised aircraft delivery
schedule, an updated technical capability roadmap and arevised retrofit schedule. Important certification milestones
were achieved in 2019, in particular on critical Paratrooper
Simultaneous Dispatch and Helicopter Air to Air refuellingcapabilities. Technical modifications corresponding to the
New Standard Operating Clearance (NSOC2) contractual
standard were certified and qualified. However, NSOC2
Type Acceptance initially planned in 2019 was still pending
due to ongoing discussions on some operational limitations.

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In the fourth quarter 2019, an update of the contract estimate
at completion was performed and an additional charge of€ 1,212 million recorded. This reflected mainly the updated
estimates on the export scenario during the launch contract
phase based on a revision of the market perspectives taking
into account the current environment, including the suspensionof the export licenses by the German Government and its
consequences on potential prospects. It reflected as well somecost increases in particular for retrofit and an updated viewon applicable escalation.
As of 31 December 2020, the Company has delivered a total of
97 A400M aircraft including nine aircraft in 2020. The COVID-19
pandemic is weighing on the performance of development,
production, flight testing, aircraft delivery and retrofit activities.
The Company continued with development activities towardachieving the revised capability roadmap. Retrofit activities areprogressing in close alignment with the customer. In 2020, an
update of the contract estimate at completion confirmed the2019 position. A charge of € 63 million has been recorded in2020 reflecting mainly the variation of price escalation indexes.
Risks remain on the development of technical capabilities andassociated costs, on aircraft operational reliability in particularwith regard to power plant, on cost reductions and on securingexport orders in time as per the revised baseline.
A320 programme. In 2018, A320neo Family deliveries
increased to 386 aircraft and represented over 60% of overall
A320 Family deliveries during 2018. The first long-range
A321LR was delivered in the fourth quarter.
In 2019, NEO aircraft deliveries rose by 43% year-on-year to551 aircraft. The ramp-up continued for the Airbus Cabin Flex(“ACF”) version of the A321 with almost 100 more deliveries
than in 2018. The Airbus teams were focused on securing theongoing ACF ramp-up and improving the industrial flow. At
that time, Airbus discussed further ramp-up potential for theA320 programme beyond rate 63 per month with the supply
chain, and saw a clear path to further increase the monthly
production rate by one or two for each of the two years after2021.
On 8 April 2020, the Company announced its decision toadapt commercial aircraft production rates to 40 per monthfor the A320 Family in response to the new COVID-19 market
environment. In 2020, Airbus delivered 431 A320neo Family
aircraft. On A320, production rates are foreseen to gradually
increase from 40 aircraft per month currently to 43 in the third
quarter and 45 in the fourth quarter 2021.
A330 programme. In 2018, 49 A330 were delivered. On the
A330neo programme, the first A330-900s were delivered andthe A330-800 conducted its maiden flight in the final quarterof 2018.
In 2019, 53 A330 were delivered. Given overall customer
demand for widebody aircraft, Airbus expected A330 deliveriesof approximately 40 aircraft per year beginning in 2020 (prior
to the outbreak of COVID-19).
On 8 April 2020, the Company announced its decision to
reduce commercial aircraft production rates to around two
per month for A330 in response to the new COVID-19 market
environment. In 2020, 19 A330 were delivered.

2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

A220 programme. As of 1 July 2018, the A220 aircraft
programme was consolidated into Airbus. In 2018, theCompany delivered 20 A220s.
In 2019, A220 aircraft deliveries rose to 48 aircraft. Our focus
continued to be on cost reduction as well as growing thebacklog to support the ramp-up plan in Mirabel (Canada) and
Mobile (US) where we targeted our first delivery in 2020. Orderbacklog stood at 495 aircraft as of 31 December 2019.
In 2020, 38 A220 aircraft were delivered. Since inception of the
programme a total of 143 aircraft have been delivered. Rates
are expected to increase from four to five aircraft per monthfrom the end of the first quarter 2021.

In June 2020, Airbus announced plans to adapt its global
workforce, principally in France, Germany, Spain and the UK,
and resize its commercial aircraft activity in response to the
COVID-19 crisis. This adaptation was expected to result in a
reduction of around 15,000 positions no later than summer
2021.

Defence export ban. Due to the suspension of defence
export licences to Saudi Arabia by the German Government
until 31 March 2020, and the consequential inability of theCompany to execute a customer contract, a revised Estimate
at Completion (“EAC”) was performed as of 31 December
2019. As a result, a € 221 million impairment charge mainly on
inventories on top of a € 112 million financial expense related
to hedge ineffectiveness was recognised in 2019. In the fourth
quarter 2020 the Company updated its contract estimate
at completion which confirms the 2019 assessment. The
Company continues to engage with its customer to agree a way
forward on this contract. The outcome of these negotiations ispresently unclear but could result in further significant financial
impacts.

In addition, Airbus Defence and Space completed theconsultation process with the Company’s European works
council on the Division’s planned restructuring. The plan
presented to the employee representatives initially foresaw the
reduction of around 1,900 positions including pre-retirement
headcount under German Altersteilzeit (“ATZ”) until the end of
2021. However this number was also subsequently reduced
to approximately 1,400 positions reflecting departures which
occurred after the initial announcement.

Going concern and associated liquidity measures.
On 23 March 2020, the Company has announced measures
to bolster its liquidity and balance sheet in response to the
COVID-19 pandemic, including a new € 15 billion credit
facility partially termed out by bond and USPP issuances,
the withdrawal of 2019 dividend proposal with cash valueof € 1.4 billion, the suspension of voluntary top up pension
funding and strong focus on support to customers anddelivery. In parallel, governmental partners have supported
the aerospace sector since the beginning of the crisis either
through direct support to airlines and suppliers, or throughpartial unemployment schemes. With these decisions, theCompany has available liquidity to cope with additional cash
requirements, including the amended production rates as
described above.

As of 30 September 2020, a restructuring provision wasrecognised for an amount of € 1.2 billion including mainly thecost of voluntary and compulsory measures taking into accountmanagement’s best estimate of the impact of the working
time adaptation and government support measures. Total
payments to employees affected by the plan would amount
to approximately € 1.5 billion, including the settlement of otheraccrued employee benefits.

On 21 October 2020, the Company signed a new € 6 billion
Revolving Syndicated Credit Facility also partially terming out
the € 15 billion credit facility by € 3 billion in order to refinanceits existing € 3 billion Revolving Syndicated Facility (see “Notes
to the IFRS Consolidated Financial Statements – Note 37: Net
Cash”).
As of 31 December 2020, the Company has a net cash positionof € 4.3 billion with a total liquidity of € 33.6 billion, before
deducting short-term financing liabilities.
Based on the above, management considers the Company
has sufficient resources to continue operating for at least
12 months and that there are no material uncertainties about
the Company’s ability to continue as a going concern.
Restructuring provisions. In 2019, a provision of € 103 million
related to restructuring measures at Premium AEROTEC wasrecorded following the announcement in December 2019 to
the Works Council of the main features that would be carriedout to increase future competitiveness.

2

Working time adaptation and mitigation measures supportedby the governments have reduced the number of positions
subject to the restructuring plan. Taking into consideration theactual departures since the initial announcement, the remaining
number of positions subject to the restructuring plan amounts
to approximately 6,100 as of 31 December 2020, including
pre-retirement headcount under German Altersteilzeit (“ATZ”).

In November 2020, a reconciliation of Interest Agreement
involving approximately 100 positions was signed in Germany
within Airbus Helicopters and hence, a provision has beenrecorded accordingly.

As of 31 December 2020, the provision amounts to € 1.0 billion,
reduced mainly by the costs incurred in the fourth quarter.
Operational assets. The Company has performed acomprehensive review of its operational assets and liabilities
taking into account the amended production rates andexpected future deliveries. This review has resulted incharges being recorded in 2020 for an amount of € 1.3 billion,
including an impairment of inventories considered at risk of€ 355 million, additional provisions relating to A380 programmeof € 279 million, a write-off of capitalised development costsof € 101 million, provisions for supplier commitments of€ 157 million and provisions covering various commercial risks
of approximately € 401 million.
Brexit. On 29 March 2017, the UK triggered Article 50 of the
Lisbon Treaty, the mechanism to leave the European Union(“Brexit”).
In June 2018, the Company published its Brexit Risk
Assessment outlining its expectations regarding the material
consequences and risks for the Company arising from the UK
leaving the European Union without a deal. In September 2018,
the Company launched a project to mitigate the risks andanticipate possible consequences associated with Brexit andits impact on the Company’s business and production activities.
Significant progress was made in mitigating the identified risks
through for example the modification of the Company’s customs

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101

2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

and IT systems, and the stockpiling of parts associated withtransportation and logistics. The UK left the European Union
in an orderly manner on 31 January 2020 under the terms of
the Withdrawal Agreement, opening a transition period until
31 December 2020. On 30 December 2020, the UK Parliament
ratified the EU-UK Trade and Cooperation Agreement (“TCA”)
but it still awaits ratification by the European Parliament and theCouncil of the European Union before final conclusion and entry
into force. The TCA is expected to prevent the disruption a no-deal
scenario would have created. Preliminary analysis confirms that
although Brexit will result in a requirement for increased areas ofvigilance, additional administrative work and reduced industrial
flexibility, the continuity of the Company’s business operations
and supply chain in particular are not materially threatened.
Litigation. For information, see “– 1.1.7 Legal and Arbitration
Proceedings” and “Notes to the IFRS Consolidated Financial
Statements – Note 25: Provisions, Contingent Assets andContingent Liabilities”.

2.1.1.4 Current Trends
As the basis for its 2021 guidance, the Company assumes
no further disruptions to the world economy, air traffic, theCompany’s internal operations, and its ability to deliver products
and services. The Company’s 2021 guidance is before M&A.
On that basis, the Company targets to at least achieve in 2021:
the same number of commercial aircraft deliveries as in 2020;
EBIT Adjusted of € 2 billion; and breakeven Free Cash Flow before
M&A and Customer Financing.

This guidance has been prepared on the basis of certain
assumptions, including the principal assumptions as set out
below. The principal assumptions within the Company’s control
are as follows: (a) underlying commercial aircraft deliveries are
based on existing orders. Revenues from other activities arealso based on existing orders and may include estimates basedon relevant market forecasts; (b) no significant interruption in
operational performance or programme execution; (c) no
disruption in or change to the development of products orother development projects; and (d) no material change to theCompany’s existing capital structure.
The principal assumptions outside the Company’s control are
as follows: (a) no material change in general trading conditions,
economic conditions, competitive environment or levels of
demand which would materially affect the Company’s business;(b) the Company’s internal operations do not suffer further
disruptions or from external interruptions; (c) suppliers will meettheir delivery commitments and ensure maturity, availability andin-service performance; (d) no material change in the ability or
willingness of our customers to meet their contractual obligations,
including payment obligations to the Company; (e) no changes
in the legislative or regulatory environment which could have amaterial effect on the Company; and (f) no adverse outcome toany material litigation or investigation.
This guidance has been prepared on a basis consistent with theaccounting policies adopted by the Company and is comparablewith the Company’s historical financial information.

2.1.2 Significant Accounting Considerations, Policies and Estimates
The Company’s significant accounting considerations,policies and estimates are described in the Notes to the IFRS
Consolidated Financial Statements. Please refer to the “Notes tothe IFRS Consolidated Financial Statements – Note 3: Significant
Accounting Policies”, “– Note 4: Key Estimates and Judgements”
and “– Note 5: Change in Accounting Policies and Disclosures”.

2.1.2.1 Scope of and Changes
in Consolidation
For further information on the scope of and changes in
consolidation as well as acquisitions and disposals of interests
in business, please refer to the “Notes to the IFRS Consolidated
Financial Statements – Note 7: Scope of Consolidation” and“– Note 8: Acquisitions and Disposals”.

2.1.2.2 Capitalised Development Costs
Pursuant to the application of IAS 38 “Intangible Assets”,
the Company assesses whether product-related development
costs qualify for capitalisation as internally generated intangible
assets. Criteria for capitalisation are strictly applied. All researchand development costs not meeting the IAS 38 criteria are
expensed as incurred in the consolidated income statement.
Please refer to the “Notes to the IFRS Consolidated Financial
Statements – Note 3: Significant Accounting Policies – Researchand development expenses” and “– Note 20: Intangible Assets”.

102

Airbus / Annual Report – Registration Document 2020

2.1.2.3 Impairment of Long-Life Assets,
Work in Progress and FinishedAircraft
In testing long-life assets such as jigs and tools and capitalised
development costs for impairment, the Company makes
estimates on the number and timing of aircraft units to bedelivered in the future, the margin of these aircraft, and thediscount rate associated with the aircraft programme. For aircraftthat may need to be remarketed, the impairment of working
progress and finished aircraft is assessed based on an estimationof the future selling price and associated remarketing costs.

2.1.2.4 Accounting for Hedged
Foreign Exchange Transactionsin the Financial Statements
In 2020, more than 70% of the Company’s revenues aredenominated in US dollars, with around 60% of such currency
exposure “naturally hedged” by US dollar-denominated costs.
The remainder of costs are incurred primarily in euros, and to alesser extent, in pounds sterling. Consequently, to the extent that
the Company does not use financial instruments to hedge its net
current and future exchange rate exposure from the time of acustomer order to the time of delivery, its profits will be affectedby market changes in the exchange rate of the US dollar against
these currencies, and to a lesser extent, by market changes inthe exchange rate of pound sterling against the euro.

2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

The Company uses hedging strategies to manage and minimise
the impact of exchange rate fluctuations on its profits, including
foreign exchange derivative contracts, interest rate and equity
swaps and other non-derivative financial assets or liabilities
denominated in a foreign currency. As the Company intends
to generate profits only from its operations and not throughspeculation on foreign currency exchange rate movements,
the Company uses hedging strategies solely to mitigate theimpact of exchange rate fluctuations on its EBIT.
For further information on the Company’s hedging strategies in
response to its particular exposures as well as a description of its
current hedge portfolio, see “– Risk Factors – 1. Financial Market
Risks – Foreign Currency Exposure” and please refer to “Notes tothe IFRS Consolidated Financial Statements – Note 2.7: Impactof the COVID-19 Pandemic – Hedge accounting”, “– Note 3:
Significant Accounting Policies” and “– Note 38: Information
about Financial Instruments”.

2.1.2.5 Foreign Currency Translation
For information on transactions in currencies other than thefunctional currency of the Company and translation differences
for other assets and liabilities of the Company denominatedin foreign currencies, please refer to the “Notes to the IFRS
Consolidated Financial Statements – Note 3: Significant
Accounting Policies – Transactions in Foreign Currency”.

Currency Translation Mismatch
Customer advances (and the corresponding revenues recorded
when sales recognition occurs) are translated at the exchange
rate prevailing on the date they are received (historical rates ofcustomer advances). US dollar-denominated costs are converted
at the exchange rate prevailing on the date they are incurred(historical rates of US dollar-denominated costs). To the extent
those historical rates and the amounts received and paid differ,
there is a foreign currency exchange impact (mismatch) on
EBIT. Additionally, the magnitude of any such difference, andthe corresponding impact on EBIT, is sensitive to variations in
the number of deliveries and spot rate (€/US$).

2

2.1.2.6 Accounting for Sales Financing
Transactions in the Financial
Statements
The accounting treatment of sales financing transactions
varies based on the nature of the financing transaction andthe resulting exposure. Please refer to the “Notes to the IFRS
Consolidated Financial Statements – Note 22: Other Investments
and Other Long-Term Financial Assets”, “– Note 25: Provisions,Contingent Assets and Contingent Liabilities” and “– Note 28:
Sales Financing Transactions”.
For further information on the significance of sales financing
transactions for the Company, see “– 2.1.6.4 Sales Financing”.

2.1.2.7 Provisions for Onerous Contracts
Provisions for onerous contracts are reviewed and reassessed
regularly. However, future changes in the assumptions usedby the Company or a change in the underlying circumstances
may lead to a revaluation of past provisions for onerous
contracts and have a corresponding positive or negative effecton the Company’s future financial performance. Please referto the “Notes to the IFRS Consolidated Financial Statements– Note 3: Significant Accounting Policies – Provisions for Onerous
Contracts” and “– Note 25: Provisions, Contingent Assets andContingent Liabilities”.

2.1.3 Performance Measures
2.1.3.1 Business segments
Airbus(In € million)

2020

2019

2018

Revenue

34,25054,77547,970EBIT(1)(1,330)

1,794

3,912

-3.9%

3.3%

8.2%

in % of revenue(1)(1) 2019 and 2018 figures are restated due to new segment presentation.

Airbus Helicopters(In € million)

2020

2019

2018

Revenue

6,251

6,007

5,934

EBIT
in % of revenue

455

414

366

7.3%

6.9%

6.2%

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103

2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

Airbus Defence and Space(In € million)

2020

2019

2018

Revenue

10,446

10,907

11,063

408

(881)

676

3.9%

-8.1%

6.1%

EBIT
in % of revenue

2.1.3.2 Order Intake and Order Backlog
Year-end order backlog consists of contracts signed up tothat date. Only firm orders are included in calculating the orderbacklog for commercial aircraft and civil helicopters. A firm
order is defined as one for which the Company receives a down
payment on a definitive contract. Defence-related orders areincluded in the backlog upon enforcement of the signed contract.
Commitments under defence “umbrella” or “framework”
agreements by governmental customers are not included inbacklog until the Company is officially notified.
The total order backlog and order intake represent theaggregate amount of the net transaction price allocated to theunsatisfied and partially unsatisfied performance obligations to
the Company’s customers. Backlog commitments are relative

to the Company’s enforceable contracts with its customers
where it is probable that the consideration will be collected.
The value of the order backlog is measured in accordancewith the revenue recognition standard (IFRS 15). The orderintake value is measured consistently with IFRS 15. As aresult, contractual rebates, engine concessions and variableconsiderations are taken into account for measurement.
Contracts stipulated in a currency dif ferent from thepresentation currency are translated to euro using the spot
rate as of 31 December 2020, 2019 and 2018. Adjustments tothe value of the order backlog could result from changes in thetransaction price. Options are not considered in the valuationof order intake and order backlog. The order backlog will
mainly be released into revenue over a period of seven years.

ORDER INTAKE
2020

2019

(In € billion) (In percentage)(1)

Airbus

16.1

48.1%

2018

(In € billion) (In percentage)(1)65.8(In € billion) (In percentage)(1)

80.7%

41.5

73.7%

Airbus Helicopters

5.5

16.4%

7.2

8.8%

6.3

11.3%

Airbus Defence and Space

11.9

35.5%

8.5

10.5%

8.4

15.0%

Subtotal segmental order intake

33.5

100%

81.5

100%

56.3

100%

Eliminations

(0.2)

(0.3)

(0.8)

Total

33.3

81.2

55.5

(1) Before “Eliminations”.

ORDER BACKLOG
31 December
2020

2019

(In € billion) (In percentage)(1)(In € billion) (In percentage)(1)

Airbus

324.7

86.8%

424.1

89.7%

411.7

89.1%

Airbus Helicopters

15.8

4.2%

16.6

3.5%

14.9

3.2%

Airbus Defence and Space

33.5

9.0%

32.3

6.8%

35.3

7.7%

Subtotal segmental order backlog

374.0

100%

473.0

100%

461.9

100%

Eliminations

Total(1) Before “Eliminations”.

104

2018

(In € billion) (In percentage)(1)

Airbus / Annual Report – Registration Document 2020

(0.9)

(1.5)

(2.4)

373.1

471.5

459.5

2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

2020 compared to 2019. The € -98.4 billion decrease in orderbacklog to € 373.1 billion (2019: € 471.5 billion), reflected higher
number of deliveries compared to order intake, the weakeningof the US dollar and an assessment of the order backlog’s
recoverability.
Airbus’ backlog decreased by € -99.4 billion to € 324.7 billion.
The book to bill ratio in units was below one (calculated using
units of new net orders, i.e. new net orders in units divided bydeliveries in units). Total order backlog at Airbus amounted to
7,184 aircraft at the end of 2020 (as compared to 7,482 aircraftat the end of 2019). Order intake consisted of 268 net orders
in 2020 (as compared to 768 in 2019), including mainly 263 net
firm orders of the A320 Family and 30 A220s.
Airbus Helicopters’ backlog decreased by € -0.8 billion to€ 15.8 billion and the book-to-bill ratio amounted to 0.9 in termsof value, including 31 NH90s for the German Bundeswehrand 11 H160s. Airbus Helicopters received 268 net orders
in 2020 (as compared to 310 in 2019). Total order backlog
amounted to 663 helicopters at the end of 2020 (as comparedto 695 helicopters at the end of 2019).
Airbus Defence and Space’s backlog increased by € 1.2 billion
to € 33.5 billion and the book-to-bill ratio in value amounted to
1.1 with new net orders of € 11.9 billion, mainly driven by major
contract wins in Military Aircraft, including a contract to deliver
38 new Eurofighters for the German Air Force.

2019 compared to 2018. The € 12.0 billion increase in orderbacklog to € 471.5 billion (2018: € 459.5 billion) which represented
about seven times our 2019 revenues, reflecting the strengtheningof the Company’s backlog.

2

Airbus’ backlog increased by € 12.4 billion to € 424.1 billion. Whilethe book to bill ratio in units was below one (calculated using unitsof new net orders, i.e. new net orders in units divided by deliveries
in units), the value of the backlog slightly increased year on year.
Order intake consisted of 768 net orders in 2019 (as comparedto 747 in 2018), driven mainly by the A320 Family, which received
654 net firm orders (662 A320neo and -8 A320ceo) and included
63 A220s. Total order backlog at Airbus amounted to 7,482
aircraft at the end of 2019 (as compared to 7,577 aircraft at theend of 2018).
Airbus Helicopters’ backlog increased by € 1.7 billion to€ 16.6 billion and the book-to-bill ratio was above one in termsof value, a good performance in a difficult market environment.
Airbus Helicopters received 310 net orders in 2019 (as compared
to 381 in 2018). Total order backlog amounted to 695 helicoptersat the end of 2019 (as compared to 717 helicopters at the endof 2018).
Airbus Defence and Space’s backlog decreased by € -3.0 billion
to € 32.3 billion and the book-to-bill ratio in value amounted to
0.8 with new net orders of € 8.5 billion, supported by A400M
service contracts and key contract wins in Space.

The following table illustrates the proportion of civil and defence backlog at the end of each of the past three years.
31 December
2020

2019

(In € billion) (In percentage)(1)2018(In € billion) (In percentage)(1)(In € billion) (In percentage)(1)

Civil sector

334.5

90%

433.4

92%

420.2

Defence sector

38.6

10%

38.1

8%

39.3

9%

373.1

100%

471.5

100%

459.5

100%

Total

91%

(1) Including “Eliminations”.

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

2020

2019

2018

EBIT

(510)

1,339

5,048

PDP mismatch / BS revaluation

480

170

(129)

A380 programme

385

202

463

A400M charge

63

1,212

436

Penalties

0

3,598

0

Compliance costs

87

206

123

M&A impact(1)

2

(111)

(188)

Defence export ban

0

221

0

1,199

103

8

0

6

73

1,706

6,946

5,834

Restructuring provision
Other costs

EBIT Adjusted(2)(1) Including net capital gains from PFW Aerospace GmbH (€ -57 million) and Alestis Aerospace SL (€ -45 million) in 2019, and Plant Holdings, Inc (€ -159 million) in 2018.
(2) Including workforce adaptation recognised in 2020 (€ 1,202 million).

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105

2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

2.1.3.4 EBIT Adjusted by Business segment(In € million)

Airbus(1)

2020

2019

2018

618

5,947

4,425

Airbus Helicopters

471

422

380

Airbus Defence and Space

660

565

935

1,749

6,934

5,740

(43)

12

94

1,706

6,946

5,834

Subtotal segmental EBIT Adjusted(1)

Eliminations(1)Total(1) 2019 and 2018 figures are restated due to new segment presentation.

2.1.3.5 EBIT by Business segment(In € million)

2020

2019

2018

Airbus(1)(1,330)

1,794

3,912

455

414

366

Airbus Helicopters
Airbus Defence and Space

408

(881)

676

Subtotal segmental EBIT(1)

(467)

1,327

4,954

Eliminations(1)

Total

(43)

12

94

(510)

1,339

5,048

(1) 2019 and 2018 figures are restated due to new segment presentation.

2020 compared to 2019. The Company’s consolidated EBIT
decreased from € 1.3 billion for 2019 to € -0.5 billion for 2020.
This includes the impacts of the ongoing COVID-19 pandemic
and the € 1.2 billion restructuring provision recognised in the third
quarter of 2020 (see “– 2.1 Operating and Financial Review”).
Airbus’ EBIT decreased from € 1.8 billion for 2019 to € -1.3 billion
for 2020, also reflecting the impacts of the ongoing COVID-19
pandemic including lower deliveries, the charges recognised asa result of the comprehensive review of the operational assets
and liabilities taking into account the amended production rates
and expected future deliveries and the restructuring provision
recorded related to the COVID-19 pandemic. In 2019, it included
the recognition of penalties for agreements with authorities of€ 3.6 billion.
Airbus Helicopters’ EBIT increased from € 414 million for 2019to € 455 million for 2020, reflecting favourable product mix,
strong governmental-related activities and reliable programme
execution. It also includes lower research and development
expenses reflecting the end of the European Union Aviation
Safety Agency (“EASA”) certification process for the five-bladed
H145 and the H160.
Airbus Defence and Space’s EBIT increased from € -881 million
for 2019 to € 408 million for 2020, mainly due to lower A400M
programme charge in 2020 as well as the effect of costs
containment measures and lower research and development
costs, partially offset by the impact of COVID-19 pandemic,
including on the launcher business.
2019 compared to 2018. The Company’s consolidated EBIT
decreased by 73.5%, from € 5.0 billion for 2018 to € 1.3 billion for2019. The decrease reflected the strong operational performanceat Airbus, driven by higher deliveries and favourable mix,
overcompensated by the compliance penalties, the A400M
charge recognised in the period and the lower performance at
Airbus Defence and Space.

106

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Airbus’ EBIT decreased from € 3.9 billion for 2018 (restated)to € 1.8 billion for 2019 (restated), negatively impacted by therecognition of penalties for agreements with authorities of€ 3.6 billion and € 206 million related to compliance costs.
This partially offset the record deliveries and operational
performance, largely driven by the A320 ramp-up and progresson the A350. It also included the gain from disposals of PFW
Aerospace GmbH of € 57 million and Alestis Aerospace S.L. of€ 45 million.
Airbus Helicopters’ EBIT increased from € 366 million for 2018
to € 414 million for 2019, reflecting a higher contribution fromservices and lower research and development costs, partiallyreduced by less favourable delivery mix.
Airbus Defence and Space’s EBIT decreased from € 676 million
for 2018 to € -881 million for 2019, mainly due to the recognitionof the A400M programme charge of € 1.2 billion and the€ 221 million suspension of defence export licences to Saudi
Arabia by the German government. EBIT deterioration also
reflected the lower performance in Space and efforts to support
sales campaigns. Airbus Defence and Space’s EBIT in 2018 also
included the impact of disposals, mainly the gain from the Plant
Holdings, Inc. of € 159 million.
Foreign currency impact on EBIT. In 2020, more than 70%of the Company’s revenues are denominated in US dollars,
whereas a substantial portion of its costs is incurred in euros
and to a lesser extent, pounds sterling. Given the long-term
nature of its business cycles (evidenced by its multi-yearbacklog), the Company hedges a significant portion of its net
foreign exchange exposure to mitigate the impact of exchange
rate fluctuations on its EBIT. Please refer to the “Notes to the
IFRS Consolidated Financial Statements – Note 38: Information
about Financial Instruments” and see “– Risk Factors– 1. Financial Market Risks – Foreign Currency Exposure”
and “– 2.1.2.5 Foreign Currency Translation”. In addition to2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

the impact that hedging activities have on the Company’s
EBIT, the latter is also affected by the impact of revaluation ofcertain assets and liabilities at the closing rate and the impactof natural hedging.
During 2020, cash flow hedges covering approximately
US$ 17.1 billion of the Company’s US dollar-denominated net
exposure matured. In 2020, the compounded exchange rate at

which hedged US dollar-denominated revenues were accounted
for was €/US$ 1.19, as compared to €/US$ 1.24 in 2019.
During 2019, cash flow hedges covering approximately
US$ 24.0 billion of the Company’s US dollar-denominated net
exposure matured. In 2019, the compounded exchange rate at
which hedged US dollar-denominated revenues were accounted
for was €/US$ 1.24, as compared to €/US$ 1.24 in 2018.

2

2.1.4 Results of Operations
The following table summarises the IFRS Company’s Consolidated Income Statements for the past three years:(In € million)

2020

2019

2018

Revenue

49,91270,47863,707

Cost of sales(44,250)(59,973)(54,920)Gross margin

5,662

10,505

8,787

Selling and administrative expenses(2,140)(6,125)(2,435)

Research and development expenses(2,858)(3,358)(3,217)

Other income

132

370

1,656

Other expenses(1,458)

(356)

(182)

Share of profit from investments accounted for under the equity
method and other income from investments

152

303

439

Profit before finance costs and income taxes

(510)

1,339

5,048

Interest result

(271)

(111)

(232)

Other financial result

(349)

(164)

(531)

Income taxes(39)(2,389)(1,274)(1,169)(1,325)

3,011(1,133)(1,362)

3,054

(36)

37

(43)

€

€

€

Basic

(1.45)(1.75)

3.94

Diluted(1.45)(1.75)

3.92(Loss) Profit for the period
Attributable toEquity owners of the parent (Net income)Non-controlling interests
Earnings per share

2.1.4.1 Revenues
The following table presents a breakdown of the Company’s revenues by Business segment for the past three years:(In € million)

2020

2019

2018

Airbus34,25054,77547,970Airbus Helicopters

6,251

6,007

5,934

Airbus Defence and Space

10,446

10,907

11,063

Subtotal segmental revenue

50,947

71,68964,967

Eliminations(1,035)(1,211)(1,260)Total

49,91270,47863,707

Revenues decreased by 29.2%, from € 70.5 billion for 2019 to€ 49.9 billion for 2020, reflecting mainly lower commercial aircraft
deliveries at Airbus.

For 2019, revenues increased by 10.6%, from € 63.7 billion for2018 to € 70.5 billion for 2019, reflecting mainly higher commercial
aircraft deliveries and a favourable mix at Airbus.

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2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

REVENUE BY GEOGRAPHICAL AREAS
2020

2019

(In € billion) (In percentage)(1)(In € billion) (In percentage)

Asia/Pacific

13.1

26.3%

22.6

Europe

20.3

40.7%

North America

8.7

17.4%

Other countries

(2)

Total

2018
(1)

(In € billion) (In percentage)(1)

32.1%

23.3

36.6%

22.6

32.1%

17.8

27.9%

12.0

17.0%

11.1

17.4%

7.8

15.6%

13.3

18.8%

11.5

18.1%

49.9

100%

70.5

100%

63.7

100%

(1) Percentage of total revenue after eliminations.
(2) Including the Middle East.

Airbus
The following table presents a breakdown of deliveries of commercial aircraft by product type for the past three years.
(In units)

2020

2019

A220(1)

38

48

20

A320 Family

446

642

626

2018

A330

19

53

49

A350 XWB

59

112

93

A380

4

8

12

Total

566

863

800

(1) A220 consolidated into Airbus as of 1 July 2018.

Airbus’ revenues decreased by 37.5%, from € 54.8 billion for2019 to € 34.3 billion for 2020. This was due to lower deliveriesof 566 aircraft (compared to 863 deliveries in 2019), including
59 A350 XWBs and 38 A220s, in line with the production
adaptation plan set out in April 2020 in response to the COVID-19
pandemic, see “– 2.1 Operating and Financial Review”.

For 2019, Airbus’ revenues increased by 14.2%, from € 48.0 billion
for 2018 to € 54.8 billion for 2019. This was due to recorddeliveries of 863 aircraft (compared to 800 deliveries in 2018)
including 112 A350 XWBs and 48 A220s.

Airbus Helicopters
The following table presents a breakdown of deliveries of helicopters by product type for the past three years.
2020

2019

2018

Light

123

159

156

Medium

126

122

137

Heavy

50

47

54

28

32

36

(In units)

thereof NH90
Tiger

1

4

9

Total

300

332

356

Airbus Helicopters’ revenues amounted to € 6.3 billion in 2020(2019: € 6.0 billion). This increase reflected a favourable productmix effect despite lower deliveries of 300 units (2019: 332 units)
and higher volume in services.

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For 2019, Airbus Helicopters’ revenues amounted to € 6.0 billion
in 2019 (2018: € 5.9 billion). This stability was supported by
growth in services, which offset lower deliveries of 332 units(2018: 356 units).

2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

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

2020

2019

2018

A400M

9

14

17

A330 MRTT (Tanker)

4

7

6

Light & Medium aircraft

10

8

6

Telecom satellites

1

2

2

Total

24

31

31

Airbus Defence and Space’s revenues amounted to € 10.4 billion
in 2020 (2019: € 10.9 billion). The decrease is due to lower volume
and the impact of the COVID-19 pandemic on business phasing.
It also reflects the lower order intake in Space Systems in theprior years.
For 2019, Airbus Defence and Space revenues of € 10.9 billion
in 2019 (2018: € 11.1 billion) remained broadly stable comparedto the previous year.

2.1.4.2 Cost of Sales
Cost of sales decreased by 26.2% from € 60.0 billion for 2019 to€ 44.3 billion for 2020. This was driven by lower deliveries, also
impacted by charges recorded as a result of the comprehensive
review performed by the Company of its operational assets
and liabilities in response to the COVID-19 pandemic, see“–2.1 Operating and Financial Review”.
For 2019, cost of sales increased by 9.2% from € 54.9 billion for2018 to € 60.0 billion for 2019. This was principally due to higherdeliveries and provisions recognised on the A400M programmeof € 1.2 billion.

2.1.4.3 Selling and Administrative
Expenses
Selling and administrative expenses decreased from € 6.1 billion
for 2019 to € 2.1 billion for 2020. The decrease was mainly due tothe € 3.6 billion penalties recognised in 2019, as a consequenceof the final agreements reached with the French PNF, the UK
SFO and the US DoS.
For 2019, selling and administrative expenses increased from€ 2.4 billion for 2018 to € 6.1 billion for 2019. This was driven by
the € 3.6 billion penalties recognised in the fourth quarter.

2.1.4.4 Research and Development
Expenses
Research and development expenses decreased by 14.9%, from€ 3.4 billion for 2019 to € 2.9 billion for 2020, mainly reflecting cash
containment measures in response to the COVID-19 pandemic.
In addition, an amount of € 101 million of development costs
has been capitalised, mainly linked to Airbus programmes.
See “– 2.1.2.2 Capitalised Development Costs”.

2

For 2019, research and development expenses increased
by 4.4%, from € 3.2 billion for 2018 to € 3.4 billion for 2019,
particularly related to the DDMS project ramp-up and A350
XWB programme. In addition, an amount of € 133 million ofdevelopment costs has been capitalised, mainly linked to Airbus
programmes.

2.1.4.5 Other Income
and Other Expenses
Other income and other expenses typically include gains andlosses on disposals of investments, of fixed assets and income
from rental properties.
Other income and other expenses was € -1,326 million net ascompared to € 14 million net for 2019. The decrease is driven by
the restructuring provision recorded in 2020 in response to the
COVID-19 pandemic, see “–2.1 Operating and Financial Review”.
For 2019, other income and other expenses was € 14 million net
as compared to € 1,474 million net for 2018. The decrease ismainly related to the release of liabilities on the A380 programmein 2018, partly compensated by the capital gains from the saleof PFW Aerospace GmbH and Alestis Aerospace S.L in 2019.

2.1.4.6 Share of Profit from Investments
Accounted for under the Equity
Method and Other Income
from Investments
Share of profit from investments accounted for under the equity
method and other income from investments principally include
results from companies accounted for under the equity method
and the dividends attributable to unconsolidated investments.
Please refer to the “Notes to the IFRS Consolidated Financial
Statements – Note 9: Investments Accounted for under the
Equity Method” and “– Note 16: Share of Profit from Investments
Accounted for under the Equity Method and Other Income from
Investments”.
The Company recorded € 152 million in share of profit frominvestments accounted for under the equity method and otherincome from investments as compared to € 303 million for 2019.
For 2019, the Company recorded € 303 million in share of profit
from investments accounted for under the equity method andother income from investments as compared to € 439 million
for 2018.

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2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

2.1.4.7 Interest Result
Interest result reflects the net of interest income and expense
arising from financial assets and liabilities, including the interest
expense on refundable advances provided by European
Governments to finance R&D activities. Please refer to the“– Note 17: Total Financial Result”.
The Company recorded a net interest expense of € -271 million,
as compared to € -111 million for 2019. This was principally due
to lower level of securities and higher financing liabilities due tothe issuance of new bonds.
For 2019, the Company recorded a net interest expenseof € -111 million, as compared to € -232 million for 2018.
The decrease in net interest expense was principally due toa continued lower interest expense relating to the European
governments’ refundable advances.

2.1.4.8 Other Financial Result
Other financial result includes the impact from the revaluationof financial instruments, the effect of foreign exchange valuationof monetary items and the unwinding of discounted provisions.
Please refer to the “Notes to the IFRS Consolidated Financial
Statements – Note 3: Significant Accounting Policies”, “– Note 17:
Total Financial Result” and “– Note 26: Other Financial Assets
and Other Financial Liabilities”.
Other financial result decreased from € -164 million for 2019 to€ -349 million for 2020. This reflects the € -155 million European
governments’ refundable advances impact mainly related to
the A350 XWB programme and the net € -147 million related
to Dassault Aviation financial instruments. The change in otherfinancial result also includes a positive impact from the revaluationof financial instruments of € +43 million and foreign exchange
valuation of monetary items of € +41 million.
For 2019, other financial result increased from € -531 million
for 2018 to € -164 million for 2019. This is mainly due to a
positive impact from the revaluation of financial instruments of€ +408 million and foreign exchange valuation of monetary itemsof € +169 million. The financial result includes € -112 million on
hedge ineffectiveness relating to the defence export licences to
Saudi Arabia. In 2018, it included an impact due to the European
governments’ refundable advances revaluation related to the
update of the A380 programme.

2.1.4.9 Income Tax
Income tax expense was € -39 million as compared to€ -2,389 million for 2019. The decrease was mainly driven by
the loss before tax in 2020 (€ -1,130 million) as compared tothe income before tax in 2019 (€ 1,064 million), and the nondeductibility of the penalties accounted for in the 2019 accounts
next to more favourable impacts on tax risk updates. Please referto the “Notes to the IFRS Consolidated Financial Statements– Note 18: Income Tax”.
For 2019, income tax expense was € -2,389 million as comparedto € -1,274 million for 2018. The increase, despite the lower income
before tax recorded in 2019 (€ 1,064 million) as compared to 2018(€ 4,285 million), was mainly driven by the non-deductibility ofthe penalties, deferred tax impairments and tax risk updates,
partially offset by the sales of PFW Aerospace GmbH and Alestis
Aerospace S.L at a reduced tax rate.

2.1.4.10 Non-controlling interests
For 2020, loss for the period attributable to non-controllinginterests was € -36 million, as compared to profit of € 37 million
for 2019.

2.1.4.11 Profit for the Period Attributable
to Equity Owners of the Parent(Net Income)As a result of the factors discussed above, the Company
recorded a net loss of € -1,133 million for 2020, as compared to€ -1,362 million for 2019.

2.1.4.12 Earnings per Share
Basic earnings were € -1.45 per share in 2020, as compared to € -1.75 per share in 2019. The denominator used to calculate earnings
per share was 783,178,191 shares (2019: 777,039,858), reflecting the weighted average number of shares outstanding during theyear. In 2018, the Company reported basic earnings of € 3.94 per share, based on a denominator of 775,167,941 shares.

Profit for the period attributable to equity owners of the parent(Net income)Weighted average number of ordinary shares

Basic earnings per share

110

Airbus / Annual Report – Registration Document 2020

2020

2019

2018

€ (1,133) million€ (1,362) million€ 3,054 million

783,178,191

777,039,858

775,167,941€ (1.45)€ (1.75)€ 3.94

2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

Diluted earnings were € -1.45 per share in 2020, as compared to € -1.75 per share in 2019. The denominator used to calculate
diluted earnings per share was 783,178,191 (2019: 777,039,858). As there is a net loss in 2020 and 2019, the effect of potentiallydilutive ordinary shares is anti-dilutive. In 2018, the Company reported diluted earnings of € 3.92 per share, based on a denominatorof 780,943,038 shares, reflecting the weighted average number of shares outstanding during the year, adjusted to assume theconversion of all potential ordinary shares.

Profit for the period attributable to equity owners of the parent(Net income), adjusted for diluted calculation
Weighted average number of ordinary shares (diluted)

2020

2019

2018(1)€ (1,133) million€ (1,362) million€ 3,061 million

783,178,191

777,039,858

780,943,038€ (1.45)€ (1.75)€ 3.92

Diluted earnings per share2(1) In 2018, dilution assumes conversion of all potential ordinary shares.

For further information, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 19: Earnings per Share”.

2.1.5 Changes in Total Equity (Including Non-Controlling Interests)
The following table sets forth a summary of the changes in total equity for the period 1 January 2020 through 31 December 2020.
(In € million)

Balance at 1 January 2020

5,990

Loss for the period(1,169)Other comprehensive income

1,134

thereof foreign currency translation adjustments(206)

Capital increase

45

Equity transactions (IAS 27)

374

Share-based payment (IFRS 2)

42

Change in treasury shares

40

Balance at 31 December 2020

6,456

The number of shares issued as of 31 December 2020 was 784,149,270. Please refer to the “Airbus SE IFRS Consolidated Financial
Statements – IFRS Consolidated Statements of Changes in Equity for the years ended 31 December 2020 and 2019” and to the“Notes to the IFRS Consolidated Financial Statements – Note 35: Total Equity”.

2.1.5.1 Cash Flow Hedge Related Impact on AOCI
As of 31 December 2020, the notional amount of the Company’s
portfolio of outstanding cash flow hedges amounted to
US$ 81.0 billion, hedged against the euro and the pound sterling.
The year-end mark to market valuation of this portfolio resulted
in a positive pre-tax accumulated other comprehensive income(“AOCI”) valuation change of € 3.7 billion as of 31 December
2020 compared to 31 December 2019, based on a closing
rate of €/US$ 1.23 as compared to a pre-tax AOCI valuation
change of € -1.4 billion as of 31 December 2019 comparedto 31 December 2018, based on a closing rate of €/US$ 1.12.
For further information on the measurement of the fair values offinancial instruments, please refer to the “– Note 38: Information
about Financial Instruments”.

Positive pre-tax mark to market values of cash flow hedges areincluded in other financial assets, while negative pre-tax mark tomarket values of cash flow hedges are included in other financial
liabilities. Year-to-year changes in the mark to market value ofeffective cash flow hedges are recognised as adjustments to
AOCI. These adjustments to AOCI are net of corresponding
changes to deferred tax assets (for cash flow hedges withnegative mark to market valuations) and deferred tax liabilities(for cash flow hedges with positive mark to market valuations).

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2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

The following graphic presents the cash flow hedge related movements in AOCI over the past three years. The mark to market ofthe backlog is not reflected in the accounts whereas the mark to market of the hedge book is reflected in AOCI.
CASH FLOW HEDGE RELATED MOVEMENTS IN AOCI IN € MILLION (BASED ON YEAR-END EXCHANGE RATES)(1)OCI Net Asset-1,932-3,360341
445

Net Deferred Taxes

830
- 86

Net Equity OCI-1,487-2,530255

31 December 2018: US$ 1.15

31 December 2019: US$ 1.12

31 December 2020: US$ 1.23

(1) Cash flow hedge in AOCI in total equity (including non-controlling interests).

As a result of the positive change in the fair market valuation of the cash flow hedge portfolio in 2020, AOCI amounted to a net
asset of € 0.3 billion for 2020, as compared to a net liability of € -3.4 billion for 2019. The corresponding € -0.9 billion tax effect led
to a net deferred tax liability of € -0.1 billion as of 31 December 2020 as compared to a net deferred tax asset of € 0.8 billion as of
31 December 2019.
For further information, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 38.5: Information about
Financial Instruments – Derivative Financial Instruments and Hedge Accounting Disclosure”.

2.1.5.2 Foreign Currency Translation Adjustment Impact on AOCIThe € -206 million currency translation adjustment related impact on AOCI in 2020 mainly reflects the effect of the variations of the
US dollar and the pound sterling.

2.1.6 Liquidity and Capital Resources
The Company’s objective is to generate sufficient operating
Cash Flow in order to invest in its growth and future expansion,
honour the Company’s dividend policy and maintain financial
flexibility while retaining its credit rating and competitive accessto capital markets.
The Company defines its consolidated net cash position as thesum of (i) cash and cash equivalents and (ii) securities, minus(iii) financing liabilities (all as recorded in the Consolidated
Statements of Financial Position). Net cash position is analternative performance measure and an indicator that allows
the Company to measure its ability to generate sufficient liquidity
to invest in its growth and future expansion, honour its dividend
policy and maintain financial flexibility. The net cash position
as of 31 December 2020 was € 4.3 billion (€ 12.5 billion as of
31 December 2019).
As of 31 December 2020, the total liquidity is € 33.6 billion and
it is secured by the € 21.4 billion gross cash and the committed
credit lines such as the € 6.2 billion Supplemental Liquidity

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Line and the € 6 billion revolving syndicated credit facility, bothundrawn as of 31 December 2020 with no financial covenants.
The Company can raise further liquidity through its € 12 billion
Euro Medium Term Note programme (of which € 9 billion havealready been issued), its € 11 billion Negotiable European
Commercial Paper programme, its € 4 billion Euro Commercial
Paper programme and its $ 3 billion US commercial paper
programme. See “– Risk Factors – 1. Financial Market Risks– Liquidity” and “– 2.1.6.3 Consolidated Financing Liabilities”.
Please also refer to the “Notes to the IFRS Consolidated Financial
Statements – Note 37: Net Cash” and “– Note 38.1: Information
about Financial Instruments – Financing Risk Management”. The
factors affecting the Company’s cash position, and consequently
its liquidity risk, are discussed below.
For information on Airbus SE’s credit ratings, please refer to the“Notes to the IFRS Consolidated Financial Statements – Note 36:
Capital Management”.

2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

2.1.6.1 Cash Flows
The Company generally finances its manufacturing activities and product development programmes, and in particular the developmentof new commercial aircraft, through a combination of flows generated by operating activities, customer advances, risk-sharing
partnerships with subcontractors and European governments’ refundable advances. In addition, the Company’s military activities benefit
from government-financed research and development contracts. If necessary, the Company may raise funds in the capital markets.

2

The following table sets forth the variation of the Company’s consolidated net cash position over the periods indicated.
(In € million)

2020

2019

2018

Net Cash position at 1 January

12,534

13,281

13,391

Initial application impact of IFRS 16

0(1,352)0Gross Cash Flow from operations(1)

3,061

3,391

5,515

Changes in other operating assets and liabilities (working capital)(2)(8,197)

2,176

(633)

Cash used for investing activities(3)(2,226)(2,092)(1,377)

thereof industrial capital expenditures(1,759)(2,340)(2,285)(7,362)

3,475

3,505

thereof M&A transactions

(551)

(92)

514

Free Cash Flow before M&A(5)(6,811)

3,567

2,991

Free Cash Flow(4)

124

58

79

Free Cash Flow before customer financing

thereof Cash Flow from customer financing (net)(7,486)

3,417

3,426

Free Cash Flow before M&A and customer financing(6,935)

3,509

2,912

0

(1,280)(1,161)

Contribution to plan assets of pension schemes(314)(1,752)(2,519)Changes in capital and non-controlling interests

89

194

117
(49)

Cash distribution to shareholders / non-controlling interests

Change in treasury shares / share buyback

(4)

(31)

Others

(631)

(1)

(3)

Net Cash position at 31 December

4,312

12,534

13,281(1) Represents cash provided by operating activities, excluding (i) changes in other operating assets and liabilities (working capital), (ii) contribution to plan assets of pension
schemes and (iii) realised foreign exchange results on treasury swaps (€ 70 million in 2020, € 102 million in 2019, € -45 million in 2018). It is an alternative performance measure
and an indicator used to measure its operating cash performance before changes in other operating assets and liabilities (working capital).
(2) Including customer financing, excluding some perimeter change impacts from changes in consolidation.
(3) Does not reflect change in securities (net disposal of € 6,303 million in 2020, net investment of € -397 million in 2019, net investment of € -93 million in 2018), which are classified
as cash and not as investments solely for the purposes of this net cash presentation. Excluding bank activities.
(4) Does not reflect change of securities, change in cash from changes in consolidation, contribution to plan assets of pension schemes and realised foreign exchange results ontreasury swaps. Excluding bank activities. Free Cash Flow is an alternative performance measure and indicator that reflects the amount of Cash Flow generated from operations
after cash used in investing activities.
(5) Free Cash Flow before M&A refers to Free Cash Flow adjusted for net proceeds from disposals and acquisitions. It is an alternative performance measure and indicator thatreflects Free Cash Flow excluding those Cash Flows from the disposal and acquisition of businesses.

The net cash position as of 31 December 2020 was € 4.3 billion,
a 65.6% decrease from 31 December 2019. Please see further
details below.

Gross Cash Flow from Operations
Gross Cash Flow from operations is an alternative performancemeasure and an indicator used by the Company to measure its
operating cash performance before changes in working capital.
Gross Cash Flow from operations decreased to € 3.1 billion
for 2020, which reflects lower EBIT Adjusted before charges
related to the ongoing COVID-19 pandemic (see “– 2.1 Operating
and Financial Review”), offset by the impact the compliancerelated penalties amounting to € -3.6 billion recognised in 2019.
In 2019, the negative impact from recognising these penalties
was neutralised by a corresponding decrease in current liabilities
included in changes in other operating assets and liabilities(working capital).

Changes in Other Operating Assets
and Liabilities (Working Capital)
Changes in other operating assets and liabilities (working capital),comprises inventories, trade receivables, contract assets andcontract liabilities (including customer advances), trade liabilities,
and other assets and other liabilities. They resulted in a negative
working capital variation of € -8.2 billion for 2020, versus a
positive impact of € 2.2 billion for 2019.
The negative working capital variation from 2019 to 2020 reflects
the change in other assets and liabilities (€ -6.5 billion), mainly
due to the negative impact of the payment of penalties, thechange in trade liabilities (€ -3.9 billion) and the change in contract
assets and contract liabilities (€ -0.4 billion), which includes
final payments received from customers and others parties in
anticipation. This was partially compensated by the increase intrade receivables (€ +0.3 billion). The change in trade liabilities
reflects the phasing impact in line with the production adaptation
plan set out in April 2020 in response to the COVID-19 pandemic(see “– 2.1 Operating and Financial Review”) and includes
payments made to suppliers in anticipation.

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2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

European governments’ refundable advances. As of
31 December 2020, total European governments’ refundable
advances liabilities, recorded on the statement of Financial
Position in the line items “non-current other financial liabilities”
and “current other financial liabilities” due to their specific nature,amounted to € 3.9 billion, including accrued interest.
The decrease of € -0.4 billion (2019: € 4.3 billion), is mainly due
to payments made on the A380 programme for an amount of€ -505 million, partially offset by a remeasurement of the A350
XWB programme for a net amount of € 236 million. Please referto the “Notes to the IFRS Consolidated Financial Statements– Note 11: Segment Information” and “Notes to the IFRS
Consolidated Financial Statements – Note 26: Other Financial
Assets and Other Financial Liabilities”.

Cash Used for Investing Activities
Management categorises cash used for investing activities into
three components: (i) industrial capital expenditure, (ii) M&A
transactions and (iii) others. Cash used for investing activities
amounted to € -2.2 billion for 2020, to € -2.1 billion for 2019, andto € -1.4 billion for 2018.
Capital expenditure. Capital expenditure (investments inproperty, plant and equipment and intangible assets) amounted
to € -1.8 billion for 2020, € -2.3 billion for 2019 and € -2.3 billion
for 2018. This decrease of capital expenditure in 2020 reflected
the prioritisation of projects.
In 2019, the stabilisation of capital expenditure demonstrated theCompany’s sound approach to capital allocation and supported
the production rates at the time.
Capital expenditure includes product-related development costs
that are capitalised in accordance with IAS 38. See “– 2.1.2.2
Capitalised development costs”.
M&A transactions. In 2020, the € -0.6 billion figure mostly relates
to the acquisition of Bombardier’s additional 29.64% shares in
Airbus Canada.
In 2019, the € -0.1 billion figure included net proceeds from thefunding of OneWeb Communications and the disposals of PFW
Aerospace GmbH and Alestis Aerospace S.L.
Please refer to the “Notes to the IFRS Consolidated Financial
Statements – Note 8: Acquisitions and Disposals”.

Free Cash Flow
The Company defines Free Cash Flow as the sum of (i) cash
provided by operating activities and (ii) cash used for investing
activities, minus (iii) change of securities, (iv) contribution to plan
assets of pension schemes, (v) realised foreign exchange resultson treasury swaps and (vi) Airbus Bank activities. It is an alternative
performance measure and key indicator that is important in order
to measure the amount of Cash Flow generated from operations
after cash used in investing activities. As a result of the factors
discussed above, Free Cash Flow amounted to € -7.4 billion for2020 as compared to € 3.5 billion for 2019 and € 3.5 billion for 2018.

Free Cash Flow before M&AFree Cash Flow before mergers and acquisitions refers toFree Cash Flow adjusted for net proceeds from disposals andacquisitions. It is an alternative performance measure and key
indicator that reflects Free Cash Flow excluding those Cash
Flows resulting from acquisitions and disposals of businesses.

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Free Cash Flow before M&A
and Customer Financing
Free Cash Flow before M&A and customer financing refers
to Free Cash Flow before mergers and acquisitions adjusted
for Cash Flow related to aircraft financing activities. It is analternative performance measure and indicator that may be
used occasionally by the Company in its financial guidance,
especially when there is higher uncertainty around customer
financing activities.

Cash Distribution to Shareholders /Non‑Controlling Interests
Given the global business environment, there will be no dividend
proposed for 2020. This decision aims at strengthening theCompany’s financial resilience by protecting the net cash positionand supporting its ability to adapt as the situation evolves.
On 23 March 2020, the Company decided to withdraw the€ -1.3 billion cash distribution to shareholders / non‑controllinginterests initially proposed for 2019, in response to the
COVID-19 pandemic, see “– 2.1 Operating and Financial
Review”. Consequently, there was no cash distribution toshareholders / non-controlling interests in 2020. The cash
distribution to shareholders / non-controlling interests amounted
to € -1.2 billion in 2018.

Contribution to Plan Assets of Pension Schemes
The cash outflows of € -0.3 billion, € -1.8 billion and € -2.5 billion in
2020, 2019 and 2018, respectively, primarily relate to contributions
to the two Contractual Trust Arrangements (“CTA”) in Germany
for allocating and generating pension plan assets in accordancewith IAS 19, as well as to pension schemes and plan assets in
the UK, Canada and to French benefit funds. Please refer to the“Notes to the IFRS Consolidated Financial Statements – Note 32:
Post-employment Benefits”.

Change in Treasury Shares / Share Buyback
Change in treasury shares amounted to € -4 million for 2020, to€ -31 million for 2019 and to -49 for 2018. As of 31 December
2020 and 2019, the Company held 432,875 and 862,610 treasury
shares, respectively.

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

2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.1 Operating and Financial Review

2.1.6.3 Financing Liabilities
The outstanding balance of the Company’s consolidated financing liabilities increased from € 10.1 billion as of 31 December 2019to € 17.1 billion as of 31 December 2020. The increase is due to € 6 billion bond issuances by Airbus SE and an US$ 830 million US
private placement issued by Airbus Canada. For further information, please refer to the “Notes to the IFRS Consolidated Financial
Statements – Note 37.3: Net Cash – Financing Liabilities”.

2

2.1.6.4 Sales Financing
The Company favours cash sales and encourages independent
financing by customers, in order to avoid retaining credit orasset risk in relation to delivered products. However, in orderto support product sales, primarily at Airbus and Airbus
Helicopters, the Company may agree to participate in thefinancing of customers, on a case-by-case basis, directly or
through guarantees provided to third parties.
The financial markets remain unpredictable, which may cause
the Company to increase its future outlays in connection withcustomer financing of commercial aircraft and helicopters,
mostly through finance leases and secured loans and if deemednecessary through operating lease structures. Nevertheless,
the Company intends to keep the amount as low as possible.
Dedicated and experienced teams structure such financing
transactions and closely monitor total finance and asset value
exposure of the Company and its evolution in terms of quality,
volume and intensity of cash requirements. The Company
aims to structure all financing it provides to customers in linewith market-standard contractual terms so as to facilitate any
subsequent sale or reduction of such exposure.

Evolution of Airbus Gross Exposure during 2020 in US$ million

822

31 December 201943

Additions

Disposals

Amortisation

-282

-59

31 December 2020

Airbus gross customer financing exposure as of 31 December
2020 is distributed over 17 aircraft, operated by approximately
six airlines. In addition, the level of exposure may include otheraircraft-related assets, such as spare parts. More than 90% of
Airbus gross customer financing exposure is distributed over
six countries (this excludes backstop commitments).
Over the last three years (2018 to 2020), the average numberof aircraft delivered in respect of which direct financing support
has been provided by Airbus amounted to less than 1% of
the average number of deliveries over the same period, i.e.
two aircraft financed per year out of 743 deliveries per year on
average.

524

Airbus Helicopters’ gross customer financing exposureamounted to € 46 million as of 31 December 2020. This exposure
is distributed over 19 helicopters, operated by approximately
eight companies.
For further information, please refer to the “Notes to the IFRS
Consolidated Financial Statements – Note 28: Sales Financing
Transactions”.

Airbus / Annual Report – Registration Document 2020115

2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2.2 Financial Statements

2.2 Financial Statements
The IFRS Consolidated Financial Statements and theCompany Financial Statements of Airbus SE for the year ended
31 December 2020, together with the related notes, appendicesand independent auditors’ report, shall be deemed to beincorporated in and form part of this Registration Document.
In addition, the following documents shall be deemed to beincorporated by reference in and form part of this Registration
Document:–– The IFRS Consolidated Financial Statements and theCompany Financial Statements of Airbus SE for the year
ended 31 December 2019, together with the related notes,
appendices and independent auditors’ report, as incorporated
by reference in the Registration Document filed in English with
the AFM on 23 March 2020 without prior approval and filed
in English with the Chamber of Commerce of The Hague.
–– The IFRS Consolidated Financial Statements and theCompany Financial Statements of Airbus SE for the year
ended 31 December 2018, together with the related notes,
appendices and independent auditors’ report, as incorporated
by reference in the Registration Document filed in English with,and approved by, the AFM on 29 July 2019 and filed in English
with the Chamber of Commerce of The Hague.

Copies of the AFM-approved documents are available freeof charge upon request in English at the registered office of
the Company and on www.airbus.com (Investors > Financial
Results & Annual Reports).
Copies of the above-mentioned Registration Documents
are also available in English on the website of the AFM
on www.‌a fm.‌n l (Professionals > Registers > Approved
prospectuses). The above-mentioned Financial Statements
are also available in English for inspection at the Chamber ofCommerce of The Hague.
The Company confirms that the reports of the auditors
incorporated by reference herein have been accurately
reproduced and that as far as the Company is aware and isable to ascertain from the information provided by the auditors,
no facts have been omitted which would render such reports
inaccurate or misleading.

2.3 Statutory Auditor Fees
Please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 40: Auditor Fees”.

2.4 Information Regarding the Statutory Auditors

Ernst & Young Accountants LLP
Boompjes 258 – 3011 XZ Rotterdam
Postbus 488 – 3000 AL Rotterdam
The Netherlands
Represented by A.A. van Eimeren

Date of first appointment

Expiration of current
term of office(1)28 April 201614 April 2021

(1) A resolution will be submitted to the Annual General Meeting of Shareholders in 2021, in order to appoint Ernst & Young Accountants LLP as the Company’s auditors for the2021 financial year.

Ernst & Young Accountants LLP has a licence from the AFM to perform statutory audits for Public Interest Entities and its
representative is member of the NBA (Koninklijke Nederlandse Beroepsorganisatie van Accountants – the Royal Netherlands Instituteof Chartered Accountants). The NBA is the professional body for accountants in the Netherlands.

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2. Management’s Discussion and Analysis of Financial Condition and Results of Operations /2

Airbus / Annual Report – Registration Document 2020

117

Chapter

3
118

Airbus / Annual Report – Registration Document 2020

3

General Descriptionof the Company
and its Share Capital
3.1
3.1.1
3.1.2
3.1.3
3.1.4
3.1.5
3.1.6
3.1.7
3.1.8
3.1.9
3.1.103.1.11
3.1.12
3.1.13
3.2
3.2.1
3.2.2
3.2.3
3.2.4
3.2.5

General Description of the Company
120
Commercial and Corporate Names,
Seat and Registered Office120
Legal Form
120
Governing Laws and Disclosures
120
Date of Incorporation and Duration of the Company
121
Objects of the Company
122
Commercial and Companies Registry
122
Inspection of Corporate Documents
122
Financial Year
122
Allocation and Distribution of Income
122
General Meetings
123
Disclosure of Holdings
124
Mandatory Disposal
125
Mandatory Offers
126
General Description of the Share Capital
Issued Share Capital
Authorised Share Capital
Modification of Share Capital or Rights Attachedto the Shares
Securities Granting Access to the Company’s
Share Capital
Changes in the Issued Share Capital

3.3
3.3.1
3.3.2
3.3.3
3.3.4
3.3.5
3.3.6
3.3.7

Shareholdings and Voting Rights
Shareholding Structure at the End of 2020
Relationships with Principal Shareholders
Form of Shares
Changes in the Shareholding of the CompanyPersons Exercising Control over the Company
Simplified Group Structure Chart
Purchase by the Company of its Own Shares

129
129
130
133
133
133
133
135

3.4
3.4.1
3.4.2
3.4.3
3.4.4

Dividends
Dividends and Cash Distributions Paid
Dividend Policy of the Company
Unclaimed Dividends
Taxation

137
137
137
137
137

127
127
127
127
128
128

Airbus / Annual Report – Registration Document 2020

119

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

3.1 General Description of the Company
3.1.1 Commercial and Corporate Names, Seat and Registered OfficeCommercial Name: Airbus

Seat (statutaire zetel): Amsterdam

Statutory Name: Airbus SE

Tel: +31 (0)71,5245,600

Registered Office:Mendelweg 30, 2333 CS Leiden, The Netherlands

Fax: +31 (0)71,5232,807

3.1.2 Legal Form
The Company is a European public company (Societas Europaea), with its corporate seat in Amsterdam, the Netherlands andregistered with the Dutch Commercial Register (Handelsregister) under number 24288945. The Company’s legal identifier (LEI) is
MIN079WLOO247M1IL051. As a company operating worldwide, the Company is subject to, and operates under, the laws of eachcountry in which it conducts business.

3.1.3 Governing Laws and Disclosures
The Company is governed by the laws of the Netherlands(in particular Book 2 of the Dutch Civil Code and the Dutch
Corporate Governance Code) and by its Articles of Association(the “Articles of Association”).
The Company is subject to various legal provisions of the
Dutch Financial Supervision Act (Wet op het financieel toezicht)(the “WFT”). In addition, given the fact that its shares are admitted
for trading on a regulated market in France, Germany and Spain,
the Company is subject to certain laws and regulations in thesethree jurisdictions. A summary of the main regulations applicableto the Company in relation to information to be made public inthese three jurisdictions, as well as the Netherlands, is set out
below.

3.1.3.1 Periodic Disclosure Obligations
Pursuant to Directive 2004/109/EC on the harmonisation oftransparency requirements in relation to information about
issuers whose securities are admitted to trading on a regulated
market (as amended, the “Transparency Directive”), theCompany is required to disclose certain periodic and ongoing
information (the “Regulated Information”).
Pursuant to the Transparency Directive, the Company must
disseminate such Regulated Information throughout theEuropean Community in a manner ensuring fast access to suchinformation on a non-discriminatory basis. For this purpose,
the Company may use a professional service provider (wire). In
addition, Regulated Information must be filed at the same timewith the relevant competent market authority. The Company
must then ensure that Regulated Information remains publicly
available for at least ten years.

120

Airbus / Annual Report – Registration Document 2020

Finally, Regulated Information must be made available for central
storage by a mechanism that is officially designated by theCompany’s home Member State.

Dutch Regulations
For the purpose of the Transparency Directive, supervision of theCompany is effected by the Member State in which it maintains
its corporate seat, which is the Netherlands. The competentmarket authority that assumes final responsibility for supervisingcompliance by the Company in this respect is the AFM.
Under the Transparency Directive as implemented under Dutch
law, the Company is subject to a number of periodic disclosure
requirements, such as:–– publishing an Annual Financial Report, together with an audit
report drawn up by the Statutory Auditors, within four months
after the end of each financial year; and–– publishing a semi-Annual Financial Report, within threemonths after the end of the first six months of the financial year.
In addition, the Company must file with the AFM, within fivedays following their adoption by the Company’s shareholders, its
audited annual Financial Statements (including the consolidatedones), the management report, the Auditors’ report and otherinformation related to the Financial Statements.

French Regulations
In accordance with the requirement set forth in the Transparency
Directive to disseminate Regulated Information throughout theEuropean Community, the Company is required to provide
simultaneously in France the same information as that provided
abroad.

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

German Regulations

Dutch Regulations

Due to the listing of the Company’s shares in the Prime Standard
sub-segment of the Regulated Market (regulierter Markt) of theFrankfurt Stock Exchange, the Company is subject to certain
post-listing obligations as described below. The Company isincluded inter alia in the selection index MDAX, the MidCap
index of Deutsche Börse AG.

Following the implementation of the Transparency Directive
into Dutch law, the Company must publicly disclose RegulatedInformation and also file Regulated Information with the AFM,
which will keep all relevant Regulated Information in a publicly
available register. The Company will, whenever it discloses inside
information pursuant to applicable mandatory law as part of theRegulated Information, disclose and disseminate throughout theEuropean Community any such information.

Pursuant to the Exchange Rules (Börsenordnung) of theFrankfurt Stock Exchange, the Company is required to publish
consolidated annual and semi-annual Financial Statements aswell as consolidated quarterly reports which may be preparedin English only. In addition, pursuant to the Exchange Rules,
the Company is required to publish a financial calendar at the
beginning of each financial year in German and English. The
Company is also required to hold an analysts’ meeting at least
once per year in addition to the press conference regarding theannual Financial Statements.

Spanish Regulations
In accordance with the requirement set forth in the Transparency
Directive to disseminate Regulated Information throughout theEuropean Community, the Company is required to provide
simultaneously in Spain the same information as that provided
abroad.

3.1.3.2 Ongoing Disclosure Obligations
Pursuant to the Transparency Directive, Regulated Information
includes in particular “inside information” as defined pursuant
to Article 7 of EU Regulation No. 596 / 2014 on market abuse(the “Market Abuse Regulation” or “MAR”). Such informationmust be disseminated throughout the European Community(see introduction to Section “– 3.1.3.1 Periodic Disclosure
Obligations”).
Inside information consists of information of a precise nature
which has not been made public, relating, directly or indirectly, toone or more issuers or to one or more financial instruments andwhich, if it were made public, would be likely to have a significant
effect on the prices of those financial instruments or on the priceof related derivative financial instruments.
Inside information must be disclosed to the markets as soon as
possible. However, an issuer may under its own responsibility
delay the public disclosure of inside information so as not toprejudice its legitimate interests provided that such delay would
not be likely to mislead the public and provided that the issuer isable to ensure the confidentiality of that information.

Under Dutch law, the Company must also publish any change inthe rights attached to its shares, as well as any changes in therights attached to any rights issued by the Company to acquire
Airbus shares.

3

French Regulations
Any inside information as defined above will be disclosed in
France by means of dissemination throughout the European
Community, as it is organised under Dutch law implementing
the Transparency Directive so as to provide simultaneously inFrance equivalent information to that provided abroad.

German Regulations
Any inside information as defined above will be disclosed inGermany by means of dissemination throughout the European
Community, as it is organised under Dutch law implementing
the Transparency Directive so as to provide simultaneously inGermany equivalent information to that provided abroad.

Spanish Regulations
Any inside information as defined above will be disclosed
simultaneously in Spain by notifying it to the CNMV which shall,in turn, make it public through its webpage.
Any other information of a financial or corporate nature which theCompany is required by law to make public in Spain or which
the Company deems necessary to disclose to investors shallbe also notified to the CNMV which shall also publish it throughits webpage.
Pursuant to the Spanish securities rules and regulations, theCompany is also required to make available to shareholders
and file with the CNMV a Corporate Governance Report in the
Spanish language or in a language customary in the sphere ofinternational finance on an annual basis.

3.1.4 Date of Incorporation and Duration of the Company
The Company was incorporated on 29 December 1998 for an unlimited duration.

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121

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

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

3.1.6 Commercial and Companies Registry
The Company is registered with the Dutch Commercial Register (Handelsregister) under number 24288945.

3.1.7 Inspection of Corporate Documents
The Articles of Association are available for inspection in Dutchat the Chamber of Commerce.
In France, the Articles of Association are available at theoperational headquarters of the Company (2, rond-point Emile
Dewoitine, 31700 Blagnac, France, Tel.: +33 5 81 31 75 00).

In Spain, the Articles of Association are available at the CNMV
and at the Madrid office of the Company (Avenida de Aragón
404, 28022 Madrid, Spain, Tel.: +34 91,585 70 00).
The documents incorporated by reference into this Registration
Document are available on www.airbus.com.

In Germany, the Articles of Association are available at theMunich office of the Company (Willy-Messerschmitt-Strasse 1,
82024 Ottobrunn, Germany, Tel.: +49 89 60 70).

3.1.8 Financial YearThe financial year of the Company starts on 1 January and ends on 31 December of each year.

3.1.9 Allocation and Distribution of Income
3.1.9.1 Dividends
The Board of Directors shall determine which part of the profits
of the Company shall be attributed to reserves. The remaining
distributable profit shall be at the disposal of the shareholders’meeting.
The shareholders’ meeting may resolve (if so proposed by the
Board of Directors) that all or part of a distribution on shares shallbe paid in Airbus shares or in the form of assets as opposed
to cash.
The declaration of a dividend, an interim dividend or another
distribution to the shareholders shall be made known to themwithin seven days after such declaration. Declared dividends,
interim dividends or other distributions shall be payable on suchdate(s) as determined by the Board of Directors.

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Dividends, interim dividends and other distributions on sharesshall be paid by bank transfer to the bank or giro accounts
designated in writing to the Company by, or on behalf of,shareholders at the latest 14 days after their announcement.
The persons entitled to a dividend, interim dividend or other
distribution shall be the shareholders as at a record date to be
determined by the Board of Directors for that purpose, whichdate may not be a date prior to the date on which such dividend,interim dividend or other distribution is declared.

3.1.9.2 Liquidation
In the event of the dissolution and liquidation of the Company,
the assets remaining after payment of all debts and liquidation
expenses shall be distributed amongst the holders of the sharesin proportion to their shareholdings.

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

3.1.10 General Meetings
3.1.10.1 Calling of Meetings
Shareholders’ meetings are held as often as the Boardof Directors deems necessary, when required under the Dutch
Civil Code (as a result of a decrease of the Company’s equity toor below half of the Company’s paid up and called up capital)
or upon the request of shareholders holding, individually or
together, at least 10% of the total issued share capital of theCompany. The AGM of Shareholders of the Company is held
within six months of the end of the financial year.
The Board of Directors must give notice of shareholders’meetings through publication of a notice on the Company’s
website (www.‌a irbus.com), which will be directly andpermanently accessible until the shareholders’ meeting. The
Company must comply with the statutory rules providing fora minimum convening period, which currently require at least
42 days of notice. The convening notice must state the items
required under Dutch law.
Shareholders’ meetings are held in Amsterdam, The Hague,
Rotterdam or Haarlemmermeer (Schiphol Airport). The Boardof Directors may decide that shareholders’ meetings may beattended by means of electronic or video communication devices
from the locations mentioned in the convening notice.
The Board of Directors must announce the date of the AGM of
Shareholders at least ten weeks before the Meeting. A matter
which one or more shareholders or other parties with meetingrights collectively representing at least the statutory threshold(which is currently 3% of the issued share capital) have requested
in writing to be put on the agenda for a General Meeting of
Shareholders shall be included in the convening notice or shallbe announced in the same fashion, if the substantiated request
or a proposal for a resolution is received by the Company no later
than the 60th day before the general meeting. When exercising
the right to put a matter on the agenda for a General Meeting of
Shareholders, the respective shareholder or shareholders are
obliged to disclose their full economic interest to the Company.
The Company must publish such disclosure on its website.
A request as referred to in the preceding paragraph may only
be made in writing. The Board of Directors can decide that in“writing” is understood to include a request that is recorded
electronically.

3.1.10.2 Right to Attend Shareholders’Meetings
Each holder of one or more shares may attend shareholders’meetings, either in person or by written proxy, speak andvote according to the Articles of Association. See “– 3.1.10.4
Conditions of Exercise of Right to Vote”. However, under (andsubject to the terms of) the Articles of Association these rights
may be suspended under certain circumstances. A shareholder,or another person who has the right to attend a shareholders’meeting, can be represented by more than one proxy holder,provided that only one proxy holder can exercise the rights
attached to each share.

The persons who have the right to attend and vote at shareholders’meetings are those who are on record in a register designated forthat purpose by the Board of Directors on the registration datereferred to in the Dutch Civil Code which is currently the 28th dayprior to the day of the shareholders’ meeting (the “Registration
Date”), irrespective of who may be entitled to the shares at thetime of that meeting.
As a prerequisite to attending the shareholders’ meeting and to
casting votes, the Company, or alternatively an entity or person
so designated by the Company, should be notified in writingby each holder of one or more shares and those who derive
the aforementioned rights from these shares, not earlier thanthe Registration Date, of the intention to attend the meeting inaccordance with the relevant convening notice.

3

Shareholders holding their Company shares through Euroclear
France S.A. who wish to attend general meetings will have torequest from their financial intermediary or accountholder anadmission card and be given a proxy to this effect from Euroclear
France S.A. in accordance with the relevant convening notice.
For this purpose, a shareholder will also be able to requestthat its shares be registered directly (and not through Euroclear
France S.A.) in the register of the Company. However, only sharesregistered in the name of Euroclear France S.A. may be tradedon stock exchanges.
In order to exercise their voting rights, the shareholders will also be
able, by contacting their financial intermediary or accountholder,to give their voting instructions to Euroclear France S.A. or toany other person designated for this purpose, as specified in
the relevant convening notice.
Pursuant to its Articles of Association, the Company may provide
for electronic means of attendance, speaking and voting at theshareholders’ meetings in such circumstances and subject tosuch conditions as determined by the Board of Directors.

3.1.10.3 Majority and Quorum
All resolutions are adopted by means of a simple majority of thevotes cast except when a qualified majority is prescribed by the
Articles of Association or by Dutch law. No quorum is required
for any shareholders’ meeting to be held except as required
under applicable law for a very limited number of resolutions ofan extraordinary nature. Dutch law requires a special majority
for the passing of certain resolutions: inter alia, capital reduction,
exclusion of pre-emption rights in connection with share issues,
statutory mergers or statutory de-mergers; the passing of such
resolutions requires a majority of two-thirds of the votes castif 50% of the share capital with voting rights is not present at
the shareholders’ meeting (or otherwise a simple majority). In
addition, resolutions to amend the Articles of Association or todissolve the Company may only be adopted with a majority of atleast two-thirds of the valid votes cast at a shareholders’ meeting,whatever the quorum present at such meeting, and resolutions
to amend certain provisions of the Articles of Association may
only be adopted with a majority of at least 75% of the valid votes
cast at a shareholders’ meeting, whatever the quorum present
at such meeting.

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123

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

3.1.10.4 Conditions of Exercise of Right to Vote
In all shareholders’ meetings, each shareholder has one vote inrespect of each share it holds. The major shareholders of theCompany – as set forth in “– 3.3.2 Relationships with Principal
Shareholders” – do not enjoy different voting rights from thoseof the other shareholders.
A shareholder whose shares are subject to a pledge or usufruct
shall have the voting rights attaching to such shares unlessotherwise provided by law or by the Articles of Association
or if, in the case of a usufruct, the shareholder has granted
voting rights to the usufructuary. Pursuant to the Articles of
Association and subject to the prior consent of the Boardof Directors, a pledgee of shares in the Company may be
granted the right to vote in respect of such pledged shares.

According to the Articles of Association, no vote may be castat the General Meeting on a share that is held by the Company
or a subsidiary, nor for a share in respect of which one of themholds the depository receipts. Usufructuaries and pledgees ofshares that are held by the Company or its subsidiaries are,however, not excluded from their voting rights, in case the rightof usufruct or pledge was vested before the share was held by
the Company or its subsidiary.

3.1.11 Disclosure of Holdings
Pursuant to the WFT, any person who, directly or indirectly,
acquires or disposes of an (actual or deemed) interest in thecapital, voting rights or gross short position of the Company
must immediately give written notice to the AFM by means of astandard form, if, as a result of such acquisition or disposal, thepercentage of capital interest or voting rights held by such person
meets, exceeds or falls below the following thresholds: 3%, 5%,10%, 15%, 20%, 25%, 30%, 40%, 50%, 60%, 75% and 95%.
Any person whose interest in the capital, voting rights or grossshort position in the Company meets, exceeds or falls below one
or several of the above-mentioned thresholds due to a change in
the Company’s outstanding capital, or in voting rights attachedto the shares as notified to the AFM by the Company, should
notify the AFM no later than the fourth trading day after the AFM
has published the notification by the Company. Among otherthings, the Company is required to notify the AFM immediately
if its outstanding share capital or voting rights have changed by
1% or more since the Company’s previous notification. Additional
disclosure and/or publication obligations apply under European
regulations for net short positions in respect of the Company.
If at the end of a calendar year the composition of a shareholder’sholding differs from its previous disclosure as a result of theconversion of certain types of securities or following the exerciseof rights to acquire voting rights, this shareholder must thenprovide an update of its previous disclosure within four weeksof the end of each calendar year by giving written notice thereof
to the AFM. The disclosures are published by the AFM on its
website (www.afm.nl).
Pursuant to the Articles of Association, shareholders must notify
the Company when meeting or crossing the thresholds above.
The Articles of Association also contain disclosure obligations
for shareholders that apply when their interests in the Company
reach or cross certain thresholds.

Under the Articles of Association, the disclosure obligationsof shareholders are enhanced in several ways beyond what isrequired under the WFT, including by requiring the disclosureof additional information, tying the disclosure obligations to abroader range of interests in the capital or voting rights of theCompany and by requiring a shareholder to notify the Company if
his or her interest reaches, exceeds or falls below the Mandatory
Disposal Threshold (as defined below) or if the interest of ashareholder (alone or a member of a concert) which is above
such Mandatory Disposal Threshold changes in its composition,
nature and/or size.
Failure to comply with the legal obligation to notify a change inshareholding under the WFT is a criminal offence punishable bycriminal and administrative penalties as well as civil law penalties,
including the suspension of voting rights. Failure to comply witha notification under the Articles of Association can lead to asuspension of meeting and voting rights.

Disclosure Requirements for
Members of the Board of Directors
and the Executive Committee
Disclosure of Holdings
In addition to the requirements under the WFT regarding thedisclosure of holdings in case the specified thresholds are met
or exceeded or if holdings fall below these thresholds, Membersof the Board of Directors must report to the AFM the numberof shares in the Company and attached voting rights(1) held byhim or an entity controlled by him, within two weeks following
his appointment as Director, whether or not such shareholdings
meet or exceed any of the specified thresholds. Subsequently,
any Member of the Board of Directors is required to notify the
AFM of any changes in such number of shares in the Company
and attached voting rights.

(1) In this context, the term “shares” also includes for example depositary receipts for shares and rights resulting from an agreement to acquire shares or depositary
receipts for shares, specifically call options, warrants, and convertible bonds. Equally, the term “voting rights” also includes actual or contingent rights to voting
rights (e.g., embedded in call options, warrants or convertible bonds).

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

Disclosure of Transactions Carried Out
on Any Securities Issued by the Company
Based on the Market Abuse Regulation, certain persons
discharging managerial or supervisory responsibilities within
the Company as well as persons closely associated with them(together “Insiders”, as defined below), are required to notify
the Company and the AFM within three trading days of alltransactions conducted for their own account involving sharesof the Company, or derivatives or other financial instruments
related to such shares, unless the aggregate amount ofsuch transactions does not exceed € 5,000 in respect of alltransactions in a calendar year.
“Insiders” for the Company include (i) Members of the Boardof Directors and the Executive Committee of the Company as wellas certain other senior executives who are not members of thesebodies and who have regular access to inside information relating
directly or indirectly to the Company and power to take managerial
decisions affecting the future developments and businessprospects of the Company, (ii) persons closely associatedwith any person mentioned under category (i) (including theirspouses, life partners or any partner considered by nationallaw as equivalent to the spouse, dependent children and otherrelatives who have shared the same household), and (iii) legal
entities, trusts or partnerships whose managerial responsibilities

are discharged by any person referred to in categories (i) or (ii) or
which are directly or indirectly controlled by such a person, orthat have been set up for the benefit of such a person, or whose
economic interests are substantially equivalent to those of sucha person.
The Company has adopted specific internal insider trading rules(the “Insider Trading Rules”) in order to ensure compliance withthe above requirements and with other share trading regulations
applicable in the Netherlands, France, Germany and Spain. The
Insider Trading Rules are available on the Company’s website,and provide in particular that: (i) all employees and Directors
are prohibited from conducting transactions in the Company’s
shares or stock options if they have inside information, and(ii) certain persons are only allowed to trade in the Company’s
shares or stock options within very limited periods and havespecific information obligations to the ITR Compliance Officer of
the Company and the competent financial market authorities withrespect to certain transactions. The ITR Compliance Officer is
responsible for the implementation of the Insider Trading Rules.

3

Pursuant to the Market Abuse Regulation, the Company must
maintain a list of all persons working for it by virtue of a labour
relationship or otherwise, who may have access to inside
information.

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

Airbus / Annual Report – Registration Document 2020

125

3. General Description of the Company and its Share Capital /3.1 General Description of the Company–– the foundation has no discretion as to the exercise of voting
rights attached to any of the Company shares held by it andwill in a mechanical manner vote to reflect the outcome of thevotes cast (or not cast) by the other shareholders, and thefoundation will distribute any dividends or other distributions
it receives from the Company to the holders of depositary
receipts; and–– no transfer of a depositary receipt can be made without theprior written approval of the foundation’s Board.
For any shareholder or concert, the term “Excess Shares”,
as used above, refers to such number of shares comprisedin the interest of such shareholder or concert exceeding the
Mandatory Disposal Threshold which is the lesser of: (i) the
shares held by such shareholder or concert which represent a
percentage of the Company’s issued share capital that is equal
to the percentage with which the foregoing interest exceeds the
Mandatory Disposal Threshold; and (ii) all shares held by such
person or concert.
This restriction is included in the Articles of Association to reflect
the Company’s further normalised governance going forward,
aiming at a substantial increase of the free float and to safeguard
the interests of the Company and its stakeholders (including all
its shareholders), by limiting the possibilities of influence above
the level of the Mandatory Disposal Threshold or takeovers otherthan a public takeover offer resulting in a minimum acceptanceof 80% of the share capital referred to below.

3.1.12.2 Exemptions from Mandatory
Disposal Threshold
The restrictions pursuant to the Mandatory Disposal Thresholdunder the Articles of Association do not apply to a person
who has made a public offer with at least an 80% acceptance(including any Airbus shares already held by such person).
These restrictions also have certain grandfathering exemptions
for the benefit of shareholders and concerts holding interests
exceeding the Mandatory Disposal Threshold on 2 April 2013
(the “Exemption Date”), which is the date of first implementationof the Mandatory Disposal Threshold.
Different grandfathering regimes apply to such shareholders andconcerts, depending on the interests and the nature thereof heldby each such shareholder or concert on the Exemption Date.
The Company has confirmed that: (i) the specific exemption in
Article 16.1.b of the Articles of Association applies to Société deGestion de Participations Aéronautiques (“Sogepa”), as it held
more than 15% of the outstanding Company voting rights andshares including the legal and economic ownership thereof on the
Exemption Date; and (ii) the specific exemption in Article 16.1.cof the Articles of Association applies to the concert among
Sogepa, Gesellschaft zur Beteiligungsverwaltung GZBV mbH& Co. KG (“GZBV”) and Sociedad Estatal de Participaciones
Industriales (“SEPI”), as they held more than 15% of theoutstanding Company voting rights and shares including thelegal and economic ownership thereof on the Exemption Date.

3.1.13 Mandatory Offers
3.1.13.1 Takeover Directive
The Directive 2004 / 25 / EC on takeover bids (the “Takeover
Directive”) sets forth the principles governing the allocation oflaws applicable to the Company in the context of a takeover bid
for the shares of the Company. The Takeover Directive refers to
the rules of the Netherlands and the rules of the European Union
Member State of the competent authority that must be chosen
by the Company from among the various market authorities
supervising the markets where its shares are listed.
For the Company, matters relating to, inter alia, the consideration
offered in the case of a bid, in particular the price, and mattersrelating to the bid procedure, in particular the information on
the offeror’s decision to make a bid, the contents of the offer
document and the disclosure of the bid, shall be determinedby the laws of the European Union Member State having thecompetent authority, which will be selected by the Company
at a future date.
Matters relating to the information to be provided to theemployees of the Company and matters relating to company law,in particular the percentage of voting rights which confers control

126

Airbus / Annual Report – Registration Document 2020

and any derogation from the obligation to launch a bid, theconditions under which the Board of Directors of the Company
may undertake any action which might result in the frustrationof the bid, the applicable rules and the competent authority will
be governed by Dutch law (see “– 3.1.13.2 Dutch Law”).

3.1.13.2 Dutch Law
In accordance with the Dutch act implementing the Takeover
Directive (the “Takeover Act”), shareholders are required tomake a public offer for all issued and outstanding shares in
the Company’s share capital if they – individually or acting inconcert (as such term is defined in the Takeover Act), directly
or indirectly – have 30% or more of the voting rights (significant
control) in the Company. In addition to the other available
exemptions that are provided under Dutch law, the requirement
to make a public offer does not apply to persons, who at thetime the Takeover Act came into force, already held – individuallyor acting in concert – 30% or more of the voting rights in the
Company. In the case of such a concert, a new Member of theconcert can be exempted if it satisfies certain conditions.

3. General Description of the Company and its Share Capital /3.2 General Description of the Share Capital

3.2 General Description of the Share Capital
3.2.1 Issued Share Capital
As of 31 December 2020, the Company’s issued share capital amounted to € 784,149,270, consisting of 784,149,270 fully paid-up
shares of a nominal value of € 1 each.

3

3.2.2 Authorised Share Capital
As of 31 December 2020, the Company’s authorised share capital amounted to € 3 billion, consisting of 3 billion shares of € 1 each.

3.2.3 Modification of Share Capital or Rights Attached to the Shares
The shareholders’ meeting has the power to authorise theissuance of shares. The shareholders’ meeting may also
authorise the Board of Directors, for a period of no more than five
years, to issue shares and to determine the terms and conditionsof share issuances.
Holders of shares have a pre-emptive right to subscribe for any
newly issued shares in proportion to the aggregate nominal
value of shares held by them, except for (i) shares issued forconsideration other than cash, (ii) shares issued to employeesof Airbus and (iii) shares issued pursuant to a previously granted
right to subscribe for those shares. For the contractual position
as to pre-emption rights, see “– 3.3.2 Relationships with Principal
Shareholders”.
The shareholders’ meeting also has the power to limit or to
exclude pre-emption rights in connection with new issuances ofshares, and may authorise the Board of Directors for a period of
no more than five years, to limit or to exclude pre-emption rights.
All resolutions in this context must be approved by a two-thirds
majority of the votes cast during the shareholders’ meeting in
the case where less than half of the capital issued is present or
represented at said meeting.
However, the Articles of Association provide that the shareholders’meeting is not authorised to pass any shareholders’ resolution
to issue shares or to grant rights to subscribe for shares if theaggregate issue price is in excess of € 500 million per shareissuance, and no preferential subscription rights exist in respect
thereof (by virtue of Dutch law, or because they have been
excluded by the competent corporate body). The same limitation
applies if the shareholders’ meeting wishes to designate theBoard of Directors to have the authority to resolve on such shareissuance or granting of rights. These limitations in the Articles of
Association can only be changed by the shareholders’ meetingwith a 75% voting majority.
Pursuant to the shareholders’ resolutions adopted at the AGM
held on 16 April 2020, the powers to issue shares and to grantrights to subscribe for shares and to limit or exclude preferential
subscription rights for existing shareholders have been delegatedto the Board of Directors for the purpose of:

2. funding the Company and any of its subsidiaries, provided
that such powers shall be limited to 0.3% of the Company’s
authorised share capital.
Such powers have been granted for a period expiring at the
AGM to be held in 2021, and shall not extend to issuing shares or
granting rights to subscribe for shares if (i) there is no preferential
subscription right (by virtue of Dutch law, or because it has been
excluded by means of a resolution of the competent corporatebody) and (ii) it concerns an aggregate issue price in excess of€ 500 million per share issuance.
At the AGM held on 16 April 2020, the Board of Directors was
authorised, for a period of 18 months from the date of such AGM,
to repurchase shares of the Company, by any means, including
derivative products, on any stock exchange or otherwise, as longas, upon such repurchase, the Company would not hold morethan 10% of the Company’s issued share capital, and at a priceper share not less than the nominal value and not more than thehigher of the price of the last independent trade and the highest
current independent bid on the trading venues of the regulated
market of the country in which the purchase is carried out.
The shareholders’ meeting may reduce the issued share capitalby cancellation of shares, or by reducing the nominal value of theshares by means of an amendment to the Articles of Association.
The cancellation of shares requires the approval of a two-thirds
majority of the votes cast during the shareholders’ meeting in
the case where less than half of the capital issued is present or
represented at said meeting; the reduction of nominal value bymeans of an amendment to the Articles of Association requires
the approval of a two-thirds majority of the votes cast during theshareholders’ meeting (unless the amendment to the Articles
of Association also concerns an amendment which under the
Articles of Association requires a 75% voting majority).
At the AGM held on 16 April 2020, the Board of Directors andthe Chief Executive Officer were authorised, with powers of
substitution, to implement a cancellation of shares held or
repurchased by the Company, including the authorisation
to establish the exact number of the relevant shares thus
repurchased to be cancelled.

1. Employee Share Ownership Plans and share-related Long-Term
Incentive Plans, provided that such powers shall be limited to
0.14% of the Company’s authorised share capital; andAirbus / Annual Report – Registration Document 2020

127

3. General Description of the Company and its Share Capital /3.2 General Description of the Share Capital

3.2.4 Securities Granting Access to the Company’s Share Capital
There are no securities that give access, immediately or over time, to the share capital of Airbus SE (see “Notes to the IFRS
Consolidated Financial Statements – Note 36.3: Financing Liabilities”).

3.2.5 Changes in the Issued Share Capital
Nominal
Numbervalue of sharesperissued /share cancelled

Date

Nature of Transaction

20 June 2013

Cancellation of shares upon authorisation
granted by the Extraordinary General Meeting
held on 27 March 2013

€ 1 47,648,691

29 July 2013

Issue of shares for the purposeof an employee offering€1

Cancellation of shares upon authorisation
granted by the Extraordinary General
27 September 2013 Meeting held on 27 March 2013
Cancellation of shares upon authorisation
granted by the Annual Shareholders’
27 September 2013 Meeting held on 29 May 2013

Total number
of issued
shares after(1)
Premiumtransaction

Total issued
capital after
transaction-

779,719,254€ 779,719,254

2,113,245€ 57,580,650

781,832,499€ 781,832,499€1

3,099,657-

778,732,842€ 778,732,842€1

2,448,884-

776,283,958€ 776,283,958

In 2013

Issue of shares following exercise of options
granted to employees (2)€16,873,677€ 176,017,918

783,157,635€ 783,157,635

In 2014Issue of shares following exercise of options
granted to employees (2)€11,871,419€ 50,619,684

784,780,585€ 784,780,585

In 2015

Cancellation of shares upon authorisation
granted by the Annual Shareholders’Meeting held on 27 May 2015

€12,885,243-

785,333,784€ 785,333,784

In 2015

Issue of shares following exercise of options
granted to employees (2)€11,910,428-

785,344,784€ 785,344,784

In 2016

Cancellation of treasury shares€1

14,131,131-

771,213,653€ 771,213,653

In 2016

Issues of shares for the purposeof an employee offering€1

1,474,716-

772,688,369€ 772,688,369

In 2016

Issue of shares following exercise of options
granted to employees (2)€1

224,500-

772,912,869€ 772,912,869

In 2017

Issues of shares for the purposeof an employee offering€1

1,643,193-

774,556,062€ 774,556,062

In 2017

Issues of shares for the purposeof an employee offering€1

1,643,193-

774,556,062€ 774,556,062

In 2018

Issues of shares for the purposeof an employee offering€1

1,811,819-

776,367,881€ 776,367,881

In 2019

Issues of shares for the purposeof an employee offering€1

1,784,292-

778,152,173€ 778,152,173

In 2019

Issue of shares under the convertible bond€1

5,020,942-

783,173,115€ 783,173,115

In 2020

Issue of shares for the purposeof an employee offering€1

976,155-

784,149,270€ 784,149,270(1) The costs (net of taxes) related to the initial public offering of the shares of the Company in July 2000 have been offset against share premium for an amount of € 55,849,772.
(2) For information on Stock Option Plans under which these options were granted to the Company’s employees, see “– Corporate Governance – 4.3.3 Long-Term Incentive Plans”.

In the course of 2020, a total number of 976,155 new shares were issued, all of which were issued in the framework of the Employee
Share Ownership Plan (“ESOP”).
During 2020 (i) Airbus SE repurchased 32,422 shares and (ii) none of the treasury shares were cancelled. As of 31 December 2020,
Airbus SE held 432,875 treasury shares.

128

Airbus / Annual Report – Registration Document 2020

3. General Description of the Company and its Share Capital /3.3 Shareholdings and Voting Rights

3.3 Shareholdings and Voting Rights
3.3.1 Shareholding Structure at the End of 2020
As of 31 December 2020, the French State held 10.95% of theoutstanding Company shares through Sogepa, the German
State held 10.93% through GZBV, a subsidiary of Kreditanstalt fürWiederaufbau (“KfW”), a public law institution serving domestic
and international policy objectives of the Government of theFederal Republic of Germany, and the Spanish State held 4.12%
through SEPI. The public (including the Company’s employees)
and the Company held, respectively, 73.94% and 0.06% of theCompany’s share capital.

3

The diagram below shows the ownership structure of the Company as of 31 December 2020 (% of capital and of voting rights (inparentheses)). See “– Corporate Governance – 4.3.3 Long-Term Incentive Plans”.
Ownership Structure of Airbus SE as of 31 December 2020

FRENCHSTATEGERMANSTATE

SPANISHSTATEOTHER GERMAN
PUBLIC ENTITIES

15.69%PUBLIC

KfW

84.31%

SOGEPASEPIGZBV(2)10.95%(10.95%)

4.12%(4.13%)

10.93%(10.94%)73.94%(1)(73.99%)

Share subject to Shareholders’ Agreement

AIRBUS SE(1) Including shares held by the Company itself (0.06%).
(2) KfW & other German public entities.

According to the AFM register on substantial holdings, the below
listed entities have notified the AFM of their substantial interestin the Company as per 1 January 2021:–– Capital Research and Management Company (9.90% of thevoting rights);–– the Goldman Sachs Group Inc. (3.35% of the share capitaland voting rights);–– BlackRock, Inc. (3.06% of the share capital and 3.85% of thevoting rights).

Actual interests may differ as the holder of a substantial interest
is only obliged to notify the AFM of any change in the percentageof share capital and/or voting rights if such holder, directly or
indirectly, reaches, exceeds or falls below any of the following
thresholds: 3%, 5%, 10%, 15%, 20%, 25%, 30%, 40%, 50%,
60%, 75% and 95%.

Airbus / Annual Report – Registration Document 2020

129

3. General Description of the Company and its Share Capital /3.3 Shareholdings and Voting Rights

Except as described above, the Company is not aware of any
other person or legal entity that, as of the date of this Registration
Document, has a capital or voting interest in the Company of
3% or more. For further details, please refer to the website of
the AFM at: www.afm.nl.
As of 31 December 2020, the Company held, directly or indirectly
through another company in which the Company holds directly or
indirectly more than 50% of the share capital, 432,875 of its own

shares, equal to 0.06% of the issued share capital. The treasury
shares owned by the Company do not carry voting rights.
For the number of shares and voting rights held by Membersof the Board of Directors and Executive Committee, see“– Corporate Governance – 4.2.1 Remuneration Policy”.
Approximately 0.92% of the share capital (and voting rights) was
held by the Company’s employees as of 31 December 2020.

3.3.2 Relationships with Principal Shareholders
In 2013, GZBV, Sogepa and SEPI entered into a shareholders’agreement (the “Shareholders’ Agreement”). The Shareholders’
Agreement, further details of which are set out below, does notgive the parties to it any rights to designate Members of theBoard of Directors or management team or to participate in thegovernance of the Company. The Company has also enteredinto state security agreements with each of the French State andGerman State, which are also described in more detail below.

3.3.2.1 Corporate Governance
Arrangements
Corporate governance arrangements of the Company were
substantially changed in 2013, resulting in changes in thecomposition of the Board of Directors and its internal rules,
as well as amendments to the Articles of Association of theCompany. These changes were intended to further normalise
and simplify the Company’s corporate governance, reflecting
an emphasis on best corporate governance practices and theabsence of a controlling shareholder group. Changes to theCompany’s corporate governance arrangements in the Articles
of Association, included (i) disclosure obligations for shareholders
that apply when their interests in the Company reach or crosscertain thresholds and (ii) ownership restrictions prohibiting any
shareholder from holding an interest of more than 15% of theshare capital or voting rights of the Company, acting alone or inconcert with others. See Sections 3.1.11 and 3.1.12 above andSection 4 below.

3.3.2.2 Shareholder Arrangements
Grandfathering Agreement
At the Consummation, the French State, Sogepa, the German
State, KfW and GZBV (all parties together the “Parties” andeach, individually, as a “Party”) entered into an agreement withrespect to certain grandfathering rights under the Articles of
Association. Below is a summary of such agreement.

Individual Grandfathering Rights
A Party that is individually grandfathered pursuant to Article 16.1.bof the Articles of Association (such Party holding “Individual
Grandfathering Rights”) shall remain individually grandfatheredin accordance with the Articles of Association if the new concert
with respect to the Company (the “Concert”) is subsequently
terminated (for instance by terminating the Shareholders’
Agreement) or if it exits the Concert.

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Airbus / Annual Report – Registration Document 2020

Loss of Individual Grandfathering Rights
A Party holding Individual Grandfathering Rights as well as anyof its affiliates who are grandfathered pursuant to Article 16.1.b inconjunction with Article 16.3 of the Articles of Association (suchaffiliates holding “Derived Grandfathering Rights”, and theIndividual Grandfathering Rights and the Derived Grandfathering
Rights, together, the “Grandfathering Rights”) shall all no longer
be entitled to exercise their Grandfathering Rights in the event:–– the Concert is terminated as a result of it or any of its affiliates
having actually or constructively terminated such Concert; or–– it or its relevant affiliate(s) exit(s) the Concert;–– and such termination or exit is not for good cause andis not based on material and ongoing violations of theConcert arrangements, including, without limitation, of the
Shareholders’ Agreement, by the other principal Member of
the Concert.
In the event that in the future the voting rights in the Company of
the other principal Member of the Concert together with thoseof its affiliates would for an uninterrupted period of three months
represent less than 3% of the outstanding aggregate voting
rights of the Company, the Grandfathering Rights of the Party
including its affiliates which were no longer entitled to use their
Grandfathering Rights shall from then on revive and Sogepa and
GZBV shall jointly notify the Company to that effect.

Notification to the Company
The Company will not be required to take any of the actions
provided for in Article 15 of the Articles of Association pursuant
to the post-concert Grandfathering Agreement unless and until
it receives (i) a joint written instruction from Sogepa and GZBVwith respect to the taking of any of the actions provided for in
Article 15 of the Articles of Association pursuant to the postconcert Grandfathering Agreement, or (ii) a copy of a binding
advice rendered by three independent, impartial and neutral
Expert Adjudicators in order to settle any dispute between theParties arising out of or in connection with the post-concert
Grandfathering Agreement.
The Company will not incur any liability to any of the Parties bytaking such actions following receipt of any such joint instruction
or binding advice and the Company will not be required tointerpret the post-concert Grandfathering Agreement or any
such joint instruction or binding advice.
Notwithstanding the description under “Various provisions– Jurisdiction” below, the courts of the Netherlands will haveexclusive jurisdiction to resolve any dispute, controversy or claim
affecting the rights or obligations of the Company under the
post-concert Grandfathering Agreement.

3. General Description of the Company and its Share Capital /3.3 Shareholdings and Voting Rights

Various Provisions
Termination. The post-concert Grandfathering Agreement
terminates only if either the French State and its affiliates or
the German State and its affiliates no longer hold shares in the
Company.
Governing law. Laws of the Netherlands.
Jurisdiction. The courts of the Netherlands shall have exclusive
jurisdiction. This is binding advice for any dispute, controversy
or claim arising out of or in connection with the post-concert
Grandfathering Agreement in accordance with the procedure set
forth in the post-concert Grandfathering Agreement; provided,
however, that application to the courts is permitted to resolve
any such dispute controversy or claim.

Shareholders’ Agreement
Below is a further description of the Shareholders’ Agreement,
based solely on a written summary of the main provisions of
the Shareholders’ Agreement that has been provided to theCompany by Sogepa, GZBV and SEPI (all parties together the“Shareholders”).

Governance of the Company
Appointment of the Directors. The shareholders shall votein favour of any draft resolution relating to the appointment of
Directors submitted to the shareholders’ meeting of the Company
in accordance with the terms and conditions of the German State
Security Agreement and the French State Security Agreement(as described below). If, for whatever reason, any person to beappointed as a Director pursuant to the German State Security
Agreement or the French State Security Agreement is notnominated, the shareholders shall use their best endeavours
so that such person is appointed as a Director.
Sogepa and GZBV shall support the appointment of one
Spanish national that SEPI may present to them as Member ofthe Board of Directors of the Company, provided such person
qualifies as an Independent Director pursuant to the conditions
set forth in the Board Rules, and shall vote as shareholders inany shareholders’ meeting in favour of such appointment andagainst the appointment of any other person for such position.
If, for whatever reason, the French State Security Agreement
and/or the German State Security Agreement has / have been
terminated, KfW or Sogepa, as the case might be, shall propose
two persons, and the shareholders shall exercise their best
endeavours so that these persons are appointed as Directors.
Directors can be dismissed by the General Meeting at all times.
Modification of the Articles of Association. Sogepa and
GZBV shall consult each other on any draft resolution intending
to modify the Board Rules and/or the Articles of Association.
Unless Sogepa and GZBV agree to vote in favour together ofsuch draft resolution, the shareholders shall vote against suchdraft resolution. If Sogepa and GZBV reach a mutual agreementon such draft resolution, the shareholders shall vote in favour ofsuch draft resolution.
Reserved Matters. With respect to the matters requiring theapproval of a Qualified Majority at the Board level (“Reserved
Matters”), all the Directors shall be free to express their own

views. If the implementation of a Reserved Matter would requirea decision of the shareholders’ meeting of the Company, Sogepa
and GZBV shall consult each other with a view to reaching acommon position. Should Sogepa and GZBV fail to reacha common position, Sogepa and GZBV shall remain free toexercise on a discretionary basis their votes.
Prior consultation. Sogepa and GZBV shall consult each otheron any draft resolution submitted to the shareholders’ meetingother than related to Reserved Matters and the Board Rules.

Balance of Interests

3

The shareholders agree their common objective to seek abalance between themselves of their respective interest in the
Company as follows:–– to hold as closely as reasonably possible to 12% of the voting
rights for Sogepa, together with any voting rights attributable
to Sogepa and/or to the French State, pursuant to Dutch
takeover rules except for voting rights attributable due to acting
in concert with the other parties;–– to hold as closely as reasonably possible to 12% of the voting
rights for GZBV, together with any voting rights attributable to
GZBV and/or to the German State, pursuant to Dutch takeoverrules except for voting rights attributable due to acting inconcert with the other parties;–– to hold as closely as reasonably possible to 4% of the voting
rights for SEPI, together with any voting rights attributable
to SEPI and/or to the Spanish State, pursuant to Dutch
takeover rules except for voting rights attributable due to acting
in concert with the other parties.

Mandatory Takeover Threshold
The total aggregate voting rights of the shareholders shall always
represent less than 30% of the voting rights of the Company,or less than any other threshold the crossing of which would
trigger for any shareholder a mandatory takeover obligation(the “MTO Threshold”). In the event that the total aggregate
voting rights of the shareholders exceed the MTO Threshold,the shareholders shall take all appropriate actions as soon asreasonably practicable, but in any event within 30 days, to fall
below the MTO Threshold.

Transfer of Securities
Permitted transfer. Transfer of securities by any shareholder
to one of its affiliates.
Pre-emption right. Pro rata pre-emption rights of theshareholders in the event any shareholder intends to transfer
any of its securities to a third party directly or on the market.
Call-option right. Call option right for the benefit of theshareholders in the event that the share capital or the voting
rights of any shareholders cease to be majority owned directly or
indirectly by the French State, the German State or the Spanish
State as applicable.
Tag-along right. Tag-along right for the benefit of SEPI in theevent that Sogepa, the French State or any of their affiliates andany French public entity and GZBV, the German State or any of
their affiliates and any public entity propose together to transfer
all of their entire voting rights interests.

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131

3. General Description of the Company and its Share Capital /3.3 Shareholdings and Voting Rights

Various Provisions
Termination. The Shareholders’ Agreement may cease to
apply in respect of one or more Shareholders and/or theiraffiliates, subject to the occurrence of certain changes in its
or their shareholding interest in the Company or in its or theirshareholders.
Governing law. Laws of the Netherlands.
Jurisdiction. Arbitration in accordance with the Rules ofArbitration of the International Chamber of Commerce, with theseat of arbitration in The Hague (the Netherlands).

3.3.2.3 Undertakings with Respect
to Certain Interests of Certain
Stakeholders
The Company has made certain undertakings and entered into
certain agreements in connection with certain interests of its
former core shareholders and the German State.

State Security Agreements and Related
Undertakings and Negotiations
The Company and the French State have entered into anamendment to the existing convention between the French Stateand the Company relating to the ballistic missiles business of
the Company (as so amended, the “French State Security
Agreement”). Under the French State Security Agreement,
certain sensitive French military assets are held by a Company
subsidiary (the “French Defence Holding Company”).
The French State has the right to approve or disapprove of– but not to propose or appoint – three outside Directors to theBoard of Directors of the French Defence Holding Company (the“French Defence Outside Directors”), at least two of whommust qualify as Independent Directors under the Board Rules ifthey were Members of the Board of Directors. Two of the French
Defence Outside Directors are required to also be Members of
the Board of Directors. French Defence Outside Directors mayneither (i) be employees, managers or corporate officers of acompany belonging to the Company (although they may be
Members of the Board of Directors) nor (ii) have material ongoingprofessional relationships with Airbus.
The Company and the German State have entered into anagreement relating to the protection of essential interests to
the German State’s security (the “German State Security
Agreement”). Under the German State Security Agreement,
certain sensitive German military activities are pursued directly
or indirectly by a Company subsidiary (the “German Defence
Holding Company”). The German State has the right to approveor disapprove of – but not to propose or appoint – three outside
Directors to the Supervisory Board of the German Defence
Holding Company (the “German Defence Outside Directors”),
at least two of whom must qualify as Independent Directors underthe Board Rules if they were Members of the Board of Directors.
Two of the German Defence Outside Directors are required toalso be Members of the Board of Directors. The qualifications toserve as a German Defence Outside Director are comparable tothose to serve as a French Defence Outside Director.

132

Airbus / Annual Report – Registration Document 2020

In February 2021, the Company and the Spanish State enteredinto an agreement relating to the protection of essential security
interests to the Spanish State (the “Spanish State Security
Agreement”). Under the Spanish State Security Agreement,
certain sensitive Spanish military assets are held by a Company’s
subsidiary (the “Spanish Defence Holding Company”).
Pursuant to the Spanish State Security Agreement, the Company
granted the Spanish State a pre-emption right to acquire thesensitive assets as defined under the Spanish State Security
Agreement. The pre-emption right applies in case the Spanish
Defence Holding Company wishes to sell the sensitive assets toan entity outside Airbus or outside Spain’s territory. In such case,the Spanish State has the right to acquire the sensitive assets.

Dassault Aviation
The Company entered into an agreement with the French State
pursuant to which the Company:–– grants the French State a right of first offer in case of the saleof all or part of its shareholding in Dassault Aviation; and–– commits to consult with the French State prior to making any
decision at any shareholders’ meeting of Dassault Aviation.
For more information about Dassault Aviation, see “– Informationon the Company’s Activities – 1.1.5 Investments”.

Stock Exchange Listings
The Company has undertaken to the parties to the Shareholders’
Agreement that for the duration of the Shareholders’ Agreement
the Company’s shares will remain listed exclusively in France,
Germany and Spain.

Specific Rights
French State: Pursuant to the “French State Security
Agreement”, the Company has granted to the French State:(a) a veto right, and subsequently, a call option on the shares of
the Company performing the ballistic missiles activity exercisable
under certain circumstances, including if (i) a third party acquires,directly or indirectly, either alone or in concert, more than 15%
or any multiple thereof of the share capital or voting rights of
the Company, or (ii) the sale of the shares of such companies
carrying out such activity is considered, and (b) a right to oppose
the transfer of any such shares.
German State: Pursuant to the “German State Security
Agreement”, the Company and the German Defence Holding
Company have granted to German State a pre-emption rightto acquire the sensitive activities, as defined under the German
State Security Agreement. The pre-emption right applies incase the German Defence Holding Company wishes to sell thesensitive activities to an entity outside the Company, or outside
the German territory, or the shares of a controlled entity whichhosts sensitive activities. In such case, the German State may
acquire the shares of such controlled entity. Furthermore, theGerman State has the right to acquire the sensitive activities incase the Company intends to allocate the sensitive activities
outside Germany or to give-up the sensitive activities.

3. General Description of the Company and its Share Capital /3.3 Shareholdings and Voting Rights

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

3

3.3.4 Changes in the Shareholding of the Company
The evolution in ownership of the share capital and voting rights of the Company over the past three years is set forth in the tablebelow:
Position as of
31 December 2020

Shareholders

Position as of
31 December 2019

% ofcapital% ofvotingrightsNumberof shares% ofcapitalPosition as of
31 December 2018

% ofvotingrightsNumberof shares% ofcapital% ofvotingrightsNumberof shares

SOGEPA

10.95%

10.95%

85,835,477

10.96%

10.97%

85,835,477

11.06%

11.06%

85,835,477

GZBV(1)10.93%

10.94%

85,709,822

10.94%

10.96%

85,709,822

11.04%

11.04%

85,709,822

SEPI

4.12%

4.13%

32,330,381

4.13%

4.13%

32,330,381

4.16%

4.16%

32,330,381

26.00%

26.01%

203,875,680

26.03%

26.06%

203,875,680

26.26%

26.28%

203,875,680

Sub-total New
Shareholder Agt.
Foundation “SOGEPA”

0.00%

0.00%

0

0.00%

0.00%

0

0.00%

0.00%

0

Public(2)73.94%

73.99%

579,840,715

73.86%

73.94%

578,434,825

73.66%

73.72%

571,855,277-

432,875

0.11%-

862,610

0.08%-

636,924

100% 784,149,270

100%

100%

783,173,115

100%

Own share buyback(3)

0.06%

Total

100%

100% 776,367,881(1) KfW & other German public entities.
(2) Including Company employees. As of 31 December 2020, the Company’s employees held approximately 0.92% of the share capital (and voting rights).
(3) The shares owned by the Company do not carry voting rights.

To the knowledge of the Company, there are no pledges overthe shares of the Company.
The Company requested disclosure of the identity of thebeneficial holders of its shares held by identifiable holders (titres
au porteur identifiables) holding 2,000 or more shares each. The
study, which was completed on 31 December 2020, resulted
in the identification of 2,257 shareholders holding a total of

570,426,556 Company shares (including 2,357,136 shares held by
Iberclear on behalf of the Spanish markets and 24,597,254 shares
held by GZBV on behalf of the German market).
The shareholding structure of the Company as of 31 December
2020 is as shown in the diagram in “– 3.3.1 Shareholding
Structure at the end of 2020”.

3.3.5 Persons Exercising Control over the Company
See “– 3.3.1 Shareholding Structure at the end of 2020” and “– 3.3.2 Relationships with Principal Shareholders”.

3.3.6 Simplified Group Structure Chart
The following chart illustrates the simplified organisational structure of Airbus as of 31 December 2020, comprising the Divisions
and the main Business Units. See “– Information on the Company’s Activities – 1.1.1 Overview – Organisation of the Company’s
Businesses”. For ease of presentation, certain intermediate holding companies have been omitted.

Airbus / Annual Report – Registration Document 2020

133

134

Airbus / Annual Report – Registration Document 2020
95.96%

99.99%

50%*

Airbus Helicopters

11.29%ATR GIE(France)50%*

Computadoras,Redese Ingenieria, S.A.
(Spain)Airbus Defence
and Space, S.A.
(Spain)Subsidiaries held with no indication of ownership percentage are 100% owned.
* Indirectly
Legal forms are indicated for information purposes and are not always part of the legal name.

MBDA(France)

37.5%*

Airbus Defence
and Space SAS(France)

Airbus DS Holding
SAS
4.04%
(France)

ArianeGroup

MBDA Group

45%

Elbe
FlugzeugwerkeGmbH(Germany)

Airbus Defence
and Space Holding
France SAS(France)

Ariane Group

88.71%

Airbus Defence
and Space GmbH
(Germany)

Airbus Defence and Space

Airbus Defence
and Space
Limited(UK)

Airbus Helicopters
DeutschlandGmbH(Germany)

Airbus Helicopters(France)

Airbus Helicopters
España, S.A.
(Spain)Airbus Group
Inc.
(USA)

Airbus Americas,
Inc.
(USA)

Premium Aerotec
GmbH(Germany)

Airbus Operations
GmbH(Germany)

Stelia Aerospace(France)

Airbus SAS(France)

Airbus Helicopters
UK Limited(UK)

Airbus Canada
LimitedPartnership(Canada)

75%*

4.22%

95.78%

Airbus Operations
Limited(UK)

AirbusOperations, S.L.
(Spain)Airbus Operations
SAS(France)(The Netherlands)

AIRBUS SE

3. General Description of the Company and its Share Capital /3.3 Shareholdings and Voting Rights

3. General Description of the Company and its Share Capital /3.3 Shareholdings and Voting Rights

3.3.7 Purchase by the Company of its Own Shares
3.3.7.1 Dutch Law and Information on
Share Repurchase Programmes
Under Dutch civil law, the Company may acquire its own shares,
subject to certain provisions of the law of the Netherlands andthe Articles of Association, if (i) the shareholders’ equity less thepayment required to make the acquisition does not fall below
the sum of paid-up and called portion of the share capital andany reserves required by the law of the Netherlands and (ii) the
Company and its subsidiaries would not thereafter hold or holdin pledge shares with an aggregate nominal value exceeding
one-half (50%) of the Company’s issued share capital. Shareacquisitions may be effected by the Board of Directors only if
the shareholders’ meeting has authorised the Board of Directors
to effect such repurchases. Such authorisation may apply for a
maximum period of 18 months.
For the authorisations granted to the Board of Directors at
the AGM of Shareholders held on 16 April 2020, see “– 3.2.3
Modification of Share Capital or Rights Attached to the Shares”.

3.3.7.2 European Regulation
Pursuant to the Market Abuse Regulation and EU DelegatedRegulation no. 2016/1052, the Company is subject to conditions
for share repurchase programmes and disclosure relating
thereto. In particular, prior to implementing the share repurchaseprogramme, the Company must ensure adequate disclosure of
the following information: the purpose of the programme, themaximum pecuniary amount allocated to the programme, themaximum number of shares to be acquired, and the durationof the programme.
In addition, the Company must report to the competent authorityof each trading venue on which the shares are admitted to tradingor are traded no later than by the end of the seventh daily market
session following the date of execution of the transaction, all thetransactions relating to the buy-back programme and ensure
adequate disclosure of that certain information relating thereto
within the same time frame. These transactions must be postedon the Company’s website and be made available to the public
for at least a five-year period from the date of adequate public
disclosure.

3.3.7.3 French Regulations
As a result of its listing on a regulated market in France, theCompany is subject to the European regulations summarised
above in 3.3.7.2 (European Regulation).
In addition, the Autorité des marchés financiers (“AMF”)
General Regulations and AMF guidelines n°2017-04 define theconditions for a company’s trading in its own shares to be valid inaccordance with the Market Abuse Regulation and EU DelegatedRegulation no. 2016 / 1052.

3

Moreover, the Company must report to the AMF, on at least
a monthly basis, all the specified information regarding such
purchases previously published on its website and information
concerning the cancellation of such repurchased shares.

3.3.7.4 German Regulations
As a foreign issuer, the Company is subject to German rules
on repurchasing its own shares only to a limited extent, sinceGerman rules refer to the law of the Member State in which theCompany is domiciled. In addition, general principles of German
law on equal treatment of shareholders are applicable.
The European regulations summarised above in 3.3.7.2(European Regulation) also applies to the Company in Germany.

3.3.7.5 Spanish Regulations
As a foreign issuer, the Company is not subject to Spanish
rules on trading in its own shares, which only apply to Spanish
issuers. The European regulations summarised above in 3.3.7.2(European Regulation) also applies to the Company in Spain.

Airbus / Annual Report – Registration Document 2020

135

3. General Description of the Company and its Share Capital /3.3 Shareholdings and Voting Rights

3.3.7.6 Description of the Share Repurchase Programme to Be Authorisedby the Annual General Meeting of Shareholders to Be Held on 14 April 2021
Pursuant to Articles 241-2-I and 241-3 of the AMF General
Regulations, below is a description of the share repurchaseprogramme (descriptif du programme) to be implemented by
the Company:–– date of the shareholders’ meeting to authorise the share
repurchase programme: 14 April 2021;–– intended use of the Airbus SE shares held by the Company
as of the date of this document: the owning of shares for the
performance of obligations related to employee share option
programmes or other allocations of shares to employees ofAirbus and Airbus’ companies;–– purposes of the share repurchase programme to be
implemented by the Company (by order of decreasingpriority, without any effect on the actual order of use of
the repurchase authorisation, which will be determinedon a case-by-case basis by the Board of Directors basedon need):–– the reduction of share capital by cancellation of all or partof the repurchased shares, it being understood that the
repurchased shares shall not carry any voting or dividend
rights,–– the owning of shares for the performance of obligations
related to (i) debt financial instruments convertible into
Airbus SE shares, or (ii) employee share option programmes
or other allocations of shares to employees of Airbus andAirbus’ companies,–– the purchase of shares for retention and subsequent use forexchange or payment in the framework of potential external
growth transactions, and–– the liquidity or dynamism of the secondary market of the
Airbus SE shares carried out pursuant to a liquidity agreement
to be entered into with an independent investment services
provider in compliance with the decision of the AMF dated
1 October 2008 (as amended) related to approval of liquidity
agreements recognised as market practices by the AMF;–– procedure:–– maximum portion of the issued share capital that may be
repurchased by the Company: 10%,–– maximum number of shares that may be repurchased by
the Company: 78,414,927 shares, based on an issued sharecapital of 784,149,270 shares as of 17 February 2021,–– the amounts to be paid in consideration for the purchase of
the treasury shares must be, in accordance with applicable
Dutch law, a price per share not less than the nominal
value and not more than the higher of the price of the last
independent trade and the highest current independent bid
on the trading venues of the regulated market of the country
in which the purchase is carried out;

136

Airbus / Annual Report – Registration Document 2020–– the Company undertakes to maintain at any time a sufficientnumber of shares in public hands to meet the thresholds ofEuronext, shares may be bought or sold at any time (including
during a public offering) to the extent authorised by the stock
exchange regulations and by any means, including, without
limitation, by means of block trades and including the use of
options, combinations of derivative financial instruments or
the issue of securities giving rights in any way to Airbus SE
shares within the limits set out in this document;–– the portion of shares repurchased through the use of blocktrades may amount to all the shares to be repurchasedin the context of this programme. In addition, in the eventthat derivative financial instruments are used, the Company
will ensure that it does not use mechanisms which would
significantly increase the volatility of the shares in particularin the context of call options, characteristics of the shares
to be repurchased by the Company: shares of Airbus SE, a
company listed on Euronext Paris, on the regulierter Marktof the Frankfurt Stock Exchange and on the Madrid, Bilbao,
Barcelona and Valencia Stock Exchanges;–– maximum purchase price per share: € 100;–– term of the share repurchase programme and othercharacteristics: this share repurchase programme shall bevalid until 16 October 2021 inclusive, i.e. the date of expiry of
the authorisation requested from the AGM of Shareholders
to be held on 14 April 2021.
As of the date of this document, the Company has not entered into
any liquidity agreement with an independent investment services
provider in the context of the share repurchase programme.

Share Repurchase Programme 2020
In February 2021, the Company started implementing a sharebuyback programme that was conferred by Board of Directors on
17 February 2021 following the authorisation by the Company’s
Annual General Meeting of shareholders on 16 April 2020.
This share buyback programme is reported in accordance with
the Market Abuse Regulation.

3. General Description of the Company and its Share Capital /3.4 Dividends

3.4 Dividends
3.4.1 Dividends and Cash Distributions Paid
Cash distributions paid to the shareholders are set forth in the table below:
Financial year

Date of the cash distribution payment

Gross amount per share(1)Adjusted amount per share(2)2016

20 April 2017

€ 1.35€ 1.332

2017

18 April 2018

€ 1.50€ 1.4832018

17 April 2019

€ 1.65€ 1.636

2019

16 April 2020

€0

€0

3

(1) Note: figures take into account the number of shares outstanding at the date of payment.
(2) Note: amounts per share adjusted to the current number of shares outstanding as of 31 December 2020.

3.4.2 Dividend Policy of the Company
In December 2013, Airbus formalised a dividend policy
demonstrating a strong commitment to shareholders returns.
This policy targets sustainable growth in the dividend within a
pay-out ratio of 30%-40%.
However, in 2020, the COVID-19 pandemic has severely
disrupted the world economy, commercial air traffic, commercial
aircraft demand, the aerospace industry and consequently, theCompany’s business operations and financial performance.
As the global health and economic crisis still evolves, theCompany’s business, results of operations and financial
condition continue to be materially affected by the COVID-19

pandemic, and the Company continues to face significant risks
and uncertainties.
As a result, there will be no dividend proposed for 2020. (FY 2019:
dividend proposal of € 1.80 per share was revoked following the
COVID-19 outbreak).
This decision aims at strengthening the Company’s financial
resilience by protecting its Net Cash position and at supporting
the Company’s ability to adapt as the situation evolves.
In the absence of a dividend proposal for 2020, no resolution
related to a dividend proposal will be presented at the AGM.

3.4.3 Unclaimed Dividends
Pursuant to the Articles of Association, the claim for payment of
a dividend or other distribution approved by the shareholders’meeting shall lapse five years after the day on which such claim
becomes due and payable. The claim for payment of interim

dividends shall lapse five years after the day on which the claim
for payment of the dividend against which the interim dividend
could be distributed becomes due and payable.

3.4.4 Taxation
The statements below represent a broad analysis of the current
tax laws of the Netherlands. The description is limited to thematerial tax implications for a holder of the Company’s shares(the “Shares”) who is not and is not deemed to be resident in
the Netherlands for any Dutch tax purposes (a “Non-Resident
Holder”). Certain categories of holders of the Company’s shares
may be subject to special rules which are not addressed below

and which may be substantially different from the general rules
described below. Investors who are in doubt as to their tax
position in the Netherlands and in their state of residence should
consult their professional advisors. Where the summary refers
to “the Netherlands” or “Netherlands” or “Dutch”, it refers only
to the European part of the Kingdom of the Netherlands.

Airbus / Annual Report – Registration Document 2020

137

3. General Description of the Company and its Share Capital /3.4 Dividends

Withholding Tax on Dividends
In general, a dividend distributed by the Company in respect ofShares will be subject to Dutch withholding tax at a statutory
rate of 15%. Dividends include inter alia dividends in cash or in
kind, deemed and constructive dividends, (partial) repaymentsof paid-in capital not recognised as capital for Dutch dividend
withholding tax purposes, and liquidation proceeds in excessof the average paid-in capital recognised as capital for Dutch
dividend withholding tax purposes. Stock dividends paid out of
the Company’s paid-in-share premium, recognised as capitalfor Dutch dividend withholding tax purposes, will not be subject
to this withholding tax.
A Non-Resident Holder of Shares can be eligible for a partial orcomplete exemption or refund of all or a portion of the above
withholding tax pursuant to domestic rules or under a tax
convention that is in effect between the Netherlands and the
Non-Resident Holder’s country of residence for tax purposes.
The Netherlands has concluded such conventions with the US,
Canada, Switzerland, Japan, almost all European Union Member
States and other countries.

Withholding Tax on Sale or
Other Dispositions of Shares
Payments on the sale or other dispositions of Shares will not
be subject to Dutch withholding tax, unless the sale or otherdisposition is, or is deemed to be, made to the Company ora direct or indirect subsidiary of the Company. In principle,
a redemption or sale to the Company or a direct or indirect
subsidiary of the Company will be deemed to be a dividend
and will be subject to the rules set forth in “Withholding Tax on
Dividends” above.

Taxes on Income and Capital Gains138–– the Non-Resident Holder is an individual and such holder ora connected person to such holder (verbonden persoon) has,directly or indirectly, a substantial interest (aanmerkelijk belang)or a deemed substantial interest in the Company which is not
attributable to an enterprise; or–– the income or capital gain qualifies as income frommiscellaneous activities (belastbaar resultaat uit overigewerkzaamheden) in the Netherlands as defined in the Dutch
Income Tax Act 2001 (Wet inkomstenbelasting 2001), including
without limitation, activities that exceed normal, active portfolio
management (normaal actief vermogensbeheer).
Generally, a Non-Resident Holder of Shares will not have asubstantial interest in the Company’s share capital, unless the
Non-Resident Holder, alone or together with certain related
persons holds, jointly or severally directly or indirectly, Sharesin the Company, or a right to acquire Shares in the Company
representing 5% or more of the Company’s total issued andoutstanding share capital or any class thereof. Generally, a
deemed substantial interest exists if all or part of a substantial
interest has been or is deemed to have been disposed of withapplication of a roll-over relief.

Gift or Inheritance Taxes
Dutch gift or inheritance taxes will not be levied on the occasionof the transfer of Shares by way of gift by, or on the death of,a Non-Resident Holder, unless the transfer is construed as aninheritance or gift made by or on behalf of, a person who, at thetime of the gift or death, is or is deemed to be resident in the
Netherlands for the purpose of the relevant provisions.

Value Added Tax
There is no Dutch value added tax payable by a holder of Sharesin respect of dividends on the Shares or on the transfer of the
Shares.

A Non-Resident Holder who receives dividends distributed by
the Company on Shares or who realises a capital gain derived
from Shares, will not be subject to Dutch taxation on income ora capital gain unless:

Other Taxes and Duties–– the income or capital gain is attributable to an enterpriseor part thereof which is either effectively managed in the
Netherlands or carried on through a permanent establishment(vaste inrichting) or permanent representative (vaste
vertegenwoordiger) taxable in the Netherlands and the holderof Shares derives profits from such enterprise (other than by
way of the holding of securities); or–– the Non-Resident Holder is an entity and has, directly or
indirectly, a substantial interest (aanmerkelijk belang) ora deemed substantial interest in the Company and suchinterest is held by the Non-Resident Holder with the main
purpose of or one of the main purposes of avoiding personal
income tax for another person; orResidence

Airbus / Annual Report – Registration Document 2020

There is no Dutch registration tax, stamp duty or any other similar
tax or duty other than court fees payable in the Netherlands by aholder of Shares in respect of or in connection with the execution,delivery and/or enforcement by legal proceedings (including any
foreign judgement in the courts of the Netherlands) with respect
to the dividends on the Shares or on the transfer of the Shares.

A Non-Resident Holder will not become resident, or be deemed
to be resident, in the Netherlands solely as a result of holding
a Share or of the execution, performance, delivery and/or
enforcement of rights in respect of the Shares.

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

Airbus / Annual Report – Registration Document 2020

139

Chapter

4
140

Airbus / Annual Report – Registration Document 2020

4

Corporate
Governance
4.1
4.1.1
4.1.2
4.1.3
4.1.4

Management and ControlCorporate Governance Arrangements
Dutch Corporate Governance Code, “Comply or Explain”
Enterprise Risk Management System
Internal Audit

4.2

4.2.3

Interests of Directors
and Principal Executive Officers
Remuneration PolicyLong-Term Incentives Granted
to the Chief Executive Officer
Related Party Transactions

4.3
4.3.1
4.3.2
4.3.3

Employee Success Sharing and Incentive Plans
Employee Success Sharing and Incentive Agreements
Employee Share Ownership PlansLong-Term Incentive Plans

4.2.1
4.2.2

142
142
164
165
167

168
168
181
182
182
182
182
183

Airbus / Annual Report – Registration Document 2020

141

4. Corporate Governance /4.1 Management and Control

4.1 Management and Control
The corporate governance arrangements of the Company were
substantially changed pursuant to the Multiparty Agreement,
including changes in the composition of the Board of Directors
and the rules governing its internal affairs (the “Board Rules”).
These changes are intended to further normalise and simplify

the Company’s corporate governance, reflecting an emphasis
on best corporate governance practices and the absence of acontrolling shareholder group. Below is a summary descriptionof such changes.

4.1.1 Corporate Governance Arrangements
4.1.1.1 Board of Directorsa) Composition Rules and Principles
Under the Articles of Association, the Board of Directors consistsof at most 12 Directors. Under the Board Rules, each Board
Director shall retire at the close of the AGM held three years
following his or her appointment, unless the said mandate isrenewed. Under the Board Rules, at least a majority of theMembers of the Board of Directors (i.e. 7/12) must be European
Union (“EU”; any reference in the Board Rules to the EU includes
the UK, notwithstanding the withdrawal of the UK from the EU)
nationals (including the Chairman of the Board of Directors) anda majority of such majority (i.e. 4/7) must be both EU nationals
and residents. No Director may be an active civil servant. The
Board of Directors has one Executive Director and 11 NonExecutive Directors. While the Board of Directors appoints
the Chief Executive Officer of the Company (the “CEO”), theCEO is required to be an Executive Director and must be an EU
national and resident; therefore it is anticipated that the Boardof Directors will appoint as CEO the person appointed by theshareholders as an Executive Director. At least nine of the NonExecutive Directors must be “Independent Directors” (including
the Chairman of the Board of Directors).
Under the Board Rules, an “Independent Director” is a NonExecutive Director who is independent within the meaning of
the Dutch Corporate Governance Code (the “Dutch Code”) andmeets additional independence standards. Specifically, where
the Dutch Code would determine non-independence, in part,by reference to a Director’s relationships with shareholders who
own at least 10% of the Company, the Board Rules determine
such Director’s non-independence, in relevant part, by reference
to such Director’s relationships with shareholders who own atleast 5% of the Company. According to the criteria of the Dutch
Code and the Board Rules, all Non-Executive Directors (including
the Chairman) presently qualify as an “Independent Director”.
The Remuneration, Nomination and Governance Committee of theBoard of Directors (the “RNGC”) is charged with recommending
to the Board of Directors the names of candidates to succeed
active Board Members after consultation with the Chairman of
the Board of Directors and the CEO.
The Board of Directors, deciding by simple majority vote,proposes individuals to the shareholders’ meeting of theCompany for appointment as Directors by the shareholders’meeting. No shareholder or group of shareholders, or any other142

Airbus / Annual Report – Registration Document 2020

entity, has the right to propose, nominate or appoint any Directors
other than the rights available to all shareholders under Dutchlaw.
In addition to the membership and composition rules describedabove, the RNGC, in recommending candidates for the Boardof Directors, and the Board of Directors in its resolutions
proposed to the shareholders’ meeting regarding the renewal
or appointment of Directors, are both required to apply thefollowing principles:–– the preference for the best candidate for the position;–– the preference for gender diversity between equal profiles;–– the maintenance of appropriate skills mix and geographicalexperience;–– the maintenance, in respect of the number of Members of
the Board of Directors, of the observed balance among thenationalities of the candidates in respect of the location of themain industrial centres of the Company (in particular among thenationals of France, Germany, Spain and the United Kingdom,
where these main industrial centres are located); and–– at least a majority of the Members of the Board of Directors(i.e. 7/12) shall be EU nationals (including the Chairman), anda majority of such majority (i.e. 4/7) shall be both EU nationals
and residents (including the UK and its constituent countries,
notwithstanding a withdrawal of the UK from the EU).
In accordance with these principles the Board of Directors shallcontinue to seek greater diversity with respect to gender, age,geography, education, profession and background.
In 2020, Mr Dunkerley and Mr Gemkow joined the Board of
Directors as Non-Executive Directors replacing Mr Ranque and
Mr Lamberti. Both with a comprehensive expertise in the airline
industry and finance, they have the right competencies andpersonal skills to fulfil their position in line with the Board of
Directors’s expectations and the evolution of the Company’sbusiness.
At the end of 2020, the average age of the Members of the Boardof Directors was 59. The proportion of female representatives
is today at 25%. The Board of Directors composition shows abalanced mix of experience with, for example, six Members
having aerospace industry skills, six having geopolitical skills, ninehaving finance skills, four having information or data management
skills and four having manufacturing and production skills.
More details about the diversity of the Members of the Boardof Directors are available in the table entitled Airbus SE Boardof Directors until AGM 2021.

4. Corporate Governance /4.1 Management and Control

The Board of Directors is required to take into account, in the
resolutions proposed in respect of the renewal or nominationof Directors presented to the shareholders’ meeting, theundertakings of the Company to the French State pursuant tothe amendment to the French State Security Agreement andto the German State pursuant to the German State Security
Agreement, in each case as described more fully in “– 3.3.2.3
Undertakings with Respect to Certain Interests of Certain
Stakeholders”. In practice, this means that at all times the Boardof Directors needs to have (i) two Directors who should also
be French Defence Outside Directors (as defined above) of theFrench Defence Holding Company (as defined above) who havebeen proposed by the Company and consented to by the French
State and (ii) two Directors who should also be German Defence
Outside Directors (as defined above) of the German Defence
Holding Company (as defined above) who have been proposedby the Company and consented to by the German State.
The RNGC endeavours to avoid a complete replacementof outgoing Directors by new candidates and draws up an
appointment and reappointment schedule for the Directors after
consultation with the Chairman and the CEO. In drawing up sucha schedule, the RNGC considers the continuity of companyspecific knowledge and experience within the Board of Directors,
also taking into account that a Director should at the time of his/her appointment or re-appointment not be older than 75 years
and ensuring that at least one third of Directors’ positions areeither renewed or replaced every year for a term of three years.
This is to avoid large block replacements of Directors at one
single AGM, with the corresponding loss of experience andintegration challenges, provided that exceptions to these rules
may be agreed by the Board of Directors if specific circumstances
provide an appropriate justification for such exceptions.

b) Role of the Board of Directors
Most Board of Directors’ decisions can be made by a simple
majority of the votes cast by the Directors (a “Simple Majority”),
but certain decisions must be made by a two-thirds majority(i.e. eight favourable votes) of votes cast by the Directors
regardless of whether they are present or represented in
respect of the decision (a “Qualified Majority”). In addition,
amendments to certain provisions of the Board Rules require
the unanimous approval of the Board of Directors, with no morethan one Director not being present or represented (including
provisions relating to nationality and residence requirements withrespect to Members of the Board of Directors and the Executive
Committee). However, no individual Director or class of Directors
has a veto right with respect to any Board of Directors’ decisions.
The Board Rules specify that in addition to the Boardof Directors’ responsibilities under applicable law and the
Articles of Association, the Board of Directors is responsible forcertain enumerated categories of decisions. Under the Articles
of Association, the Board of Directors is responsible for the
management of the Company. Under the Board Rules, the Boardof Directors delegates the execution of the strategy as approvedby the Board of Directors and the day-to-day management of
the Company to the CEO, who, supported by the Executive
Committee and its executive leadership team, makes decisions
with respect to the management of the Company. However,
the CEO should not enter into transactions that form part of
the key responsibilities of the Board of Directors unless thesetransactions have been approved by the Board of Directors.

Matters that require Board of Directors’ approval include among
others, the following items (by Simple Majority unless otherwise
noted):–– approving any change in the nature and scope of the businessof the Company;–– debating and approving the overall strategy and the strategicplan of the Company;–– approving the operational business plan of Airbus (the“Business Plan”) and the yearly budget of the Company(“Yearly Budget”), including the plans for Investment,
R&D, Employment, Finance and as far as applicable, major
programmes;–– nominating, suspending or revoking the Chairman of the Boardof Directors and the CEO (Qualified Majority);–– approving of all of the Members of the Executive Committee
as proposed by the CEO and their service contracts and othercontractual matters in relation to the Executive Committee anddeciding upon the appointment and removal of the Secretary
to the Board of Directors on the basis of the recommendationof the RNGC;–– approving the relocation of the headquarters of theprincipal companies of the Company and of the operational
headquarters of the Company (Qualified Majority);–– approving decisions in connection with the location of new
industrial sites material to the Company as a whole or thechange of the location of existing activities that are material
to the Company;–– approving decisions to invest and initiate programmes financedby the Company, acquisition, divestment or sale decisions, ineach case for an amount in excess of € 300 million;–– approving decisions to invest and initiate programmes financedby the Company, acquisition, divestment or sale decisions, ineach case for an amount in excess of € 800 million (Qualified
Majority);–– approving decisions to enter into and terminate strategic
alliances at the level of the Company or at the level of one ofits principal subsidiaries (Qualified Majority);–– approving matters of shareholder policy, major actions or
major announcements to the capital markets; and–– approving decisions in respect of other measures and businessof fundamental significance for the Company or which involves
an abnormal level of risk.

4

The Board of Directors must have a certain number of Directors
present or represented at a meeting to take action. This quorum
requirement depends on the action to be taken. For the Boardof Directors to make a decision on a Simple Majority matter,a majority of the Directors must be present or represented.
For the Board of Directors to make a decision on a Qualified
Majority matter, at least ten of the Directors must be present or
represented. If the Board of Directors cannot act on a Qualified
Majority Matter because this quorum is not satisfied, the quorum
would decrease to eight of the Directors at a new duly calledmeeting.
In addition, the Board Rules detail the rights and duties of theMembers of the Board of Directors and sets out the core principles
which each and every Member of the Board of Directors shallcomply and shall be bound by, such as acting in the best interestof the Company and its stakeholders, devoting necessary timeand attention to the carrying out of his/her duties and avoiding
any and all conflicts of interest.

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143

4. Corporate Governance /4.1 Management and Controlc) The Board of Directors(i) Composition of the Board of Directors in 2020
Committee attendance
Board member
Age*, Gender, Nationality

StatusTerm Primary occupation
expires & Other mandates

Since

Director expertiseBoard
attendance

Audit

René
OBERMANN*** Independent 201857, M, German

2021

Chairman of the Boardof Directors of Airbus SE
and Managing Directorof Warburg Pincus
Deutschland GmbH

Guillaume
FAURY
52, M, French

Executive

2019

2022

Chief Executive Officer
of Airbus SE

13/13

Victor
CHU***
63, M, Chinese /BritishIndependent 2018

2021

Chairman and CEO
of First Eastern
Investment Group

13/13

Jean-Pierre
CLAMADIEU*** Independent 201862, M, French

2021

Chairman of the Boardof Engie and memberof the Board of AXA SA

13/13

2013,
Ralph D.
previous
CROSBY, Jr.
Independent2023
re-election
73, M, Americanin 2020

Member of the Boardof Directors of American
Electric Power Corp.

13/13

2017,
Lord DRAYSON
previous(Paul)
Independent2023
re-election
60, M, British
in 2020

Founder & CEO
of Sensyne Health plc
and Co-Founder &Chairman of Sensyne
Health Holdings Ltd

13/13

Mark
DUNKERLEY
57, M, British

Independent 2020

2023

Member of the Boardof Spirit Airlines Inc.

3/3
7/8
(from AGM (from AGM
2020)
2020)

Stephan
GEMKOW
61, M, German

Independent 2020

2023

Member of theBoard of Amadeus IT
Group and Flughafen
Zürich AG

3/3
8/8(from AGM (from AGM
2020)
2020)

Catherine
GUILLOUARD
56, F, French

2016,
previous
Independent
re-election
in 20192022

Chairwoman and Chief
Executive Officer of RATP
Group and member of
the Supervisory Board
of SYSTRA and of KPN

13/13

AmparoMORALEDA***56, F, Spanish

Independent

2015,
previous
re-election
in 2018

2021

Member of the Board of
Directors of Solvay SA,
CaixaBank SA
and Vodafone PLC

12/13

Claudia
NEMAT
52, F, German

Independent

2016,
previous
re-election
in 2019

2022

Member of the Board ofManagement of Deutsche
Telekom AG

12/13

CarlosTAVARES62, M,
Portuguese

Independent

2016,
previous
re-election
in 20192022

Chief Executive Officerof Stellantis N.V.

11/13

13/13

RNGC

ECSC**
1/1(until AGM
2020)

2/2
(until AGM
2020)

5/5

4/4

(from AGM
2020)
4/4

4/4

3/4

5/5

4/4

5/5

4/4

4/4

3/4

Board and Committee meetings in 2020

13

5

4

4

Average attendance rate in 2020

97%

100%

94%

94%

* As of 17 February 2021.
Chair**	The remit of the former Ethics and Compliance Committee has been extended to sustainability matters in July 2020 and has been renamed Ethics, Compliance andSustainability Committee (“ECSC”).
*** To be re-elected in 2021.
The professional address of all Members of the Board of Directors for any matter relating to Airbus SE is Mendelweg 30, 2333 CS Leiden, The Netherlands.

GlobalBusiness

144

Engineering& Technology

Manufacturing& Production

AerospaceIndustry

Airbus / Annual Report – Registration Document 2020

Finance& Audit

Geopolitical
Economics

DefenceIndustry

Information & DataManagement

Asia4. Corporate Governance /4.1 Management and Control(ii) Curriculum Vitae and Other Mandates and Duties Performed in any Company by the Membersof the Board of Directors in 2020
The Company has not appointed observers to the Board of Directors. Pursuant to applicable Dutch law, the employees are notentitled to elect a Director. There is no minimum number of shares that must be held by a Director.

René OBERMANNCURRICULUM VITAE

57 years old
Director since 2018,
To be re-elected
in 2021
Independent

René Obermann is Co-Head of Europe and Managing Director of Warburg Pincus Deutschland GmbH,a leading global private equity firm that he joined in 2015. In addition, he is Chairman of the Supervisory
Board at 1&1 IONOS Holding SE, a leading European web hosting and cloud provider, and a Member ofthe Board of Directors at Inmarsat, a satellite network provider. René Obermann also served as a memberof the Board of various companies including Allianz Deutschland AG, Spotify and Telenor.
René worked as CEO of Ziggo BV in The Netherlands in 2014 until the merger with LibertyGlobal’s UPC in
November. Prior to Ziggo, René worked at Deutsche Telekom Group (DT) from 1998 until 2013. After running
DT’s mobile Division (T-Mobile International), he was appointed as CEO of Deutsche Telekom AG in
November 2006, where he remained until December 2013.
René began his career with a business traineeship at BMW AG in Munich. Next, he founded his own
business in 1986: ABC Telekom, a company distributing telecommunication equipment and providing
technical services. After the acquisition of ABC Telekom by Hutchison Whampoa in 1991, René became
Managing Partner of the resulting company: Hutchison Mobilfunk GmbH. Between 1993 and 1998, he was
CEO of that company.
From 2007-2013, René also served as Vice-President of the German Association for Information Technology,
Telecommunications and New Media (BITKOM).

CURRENT MANDATES-- Chairman of the Board of Directors of Airbus SE;-- Co-Head of Europe, Managing Director andHead of Warburg Pincus Deutschland GmbH;-- Chairman of the Supervisory Boardof 1&1 IONOS Holding SE;-- Non-Executive Director of Inmarsat.

4

FORMER MANDATESFOR THE LAST FIVE YEARS-- Member of the Supervisory Board of Allianz
Deutschland AG (until March 2020);-- Member of the Supervisory Board of Inexio
Informationstechnologie und Telekommunikation
KGaA (until September 2019);-- Member of the Board of Directors of Telenor ASA(until August 2019);-- Member of the Board of Directors ofThyssenKrupp AG (until August 2018);-- Managing Director of Warburg Pincus LLC,
London (until July 2018);-- Member of the Supervisory Board ofCompugroup Medical SE (until December 2017);-- Member of the Supervisory Board of Spotify
Technology SA (until July 2016);-- Member of the Supervisory Board of E.ON SE(until June 2016).

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145

4. Corporate Governance /4.1 Management and Control

Guillaume FAURYCURRICULUM VITAE

52 years old
Director since 2019
Executive

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

CURRENT MANDATES-- Chief Executive Officer, Member of the Boardof Directors and Member of the Executive
Committee of Airbus SE;-- President of Airbus SAS;-- Chairman of the Supervisory Board of Airbus
Operations GmbH;-- Chairman of the Board of Directors of Airbus
Canada Managing GP Inc.;-- Chairman of the Board of Directorsof Airbus US A220, Inc.;-- Member of the Advisory Board of AIRBUS
GROUP VENTURES FUND II, L.P.;-- Chairman of the Board of Directors of Fondationd’Entreprises Airbus (Airbus Corporate
Foundation);-- Vice Chairman of the Board of Directorsof AeroSpace and Defence Industries Associationof Europe;-- Vice-President of the Board of Directorsof Groupement des Industries Françaises
Aéronautiques et Spatiales;-- Member of the Board of Directors of Tallano
Technologies (SAS).

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FORMER MANDATESFOR THE LAST FIVE YEARS-- Chairman of the Board of Directors of Airbus(China) Enterprise Management and Services Co.
Limited (until November 2019);-- Member of the Board of Directors of Airbus Africa
and Middle east FZE (until November 2019);-- Member of the Board of Directors of Airbus
Americas, Inc. (until October 2019);-- Chairman of the Board of Directors of Airbus
Helicopters España, SA (until July 2018);-- Member of the Supervisory Board of Airbus
Helicopters Deutschland GmbH (until May 2018);-- Managing Director (Directeur Général)of Airbus SAS (until April 2018);-- President of Airbus Helicopters (SAS)(until April 2018);-- President of Airbus Helicopters Holding (SAS)(until April 2018);-- Chairman of the Board of Directors of Airbus
Helicopters, Inc. (until April 2018);-- Member of the Board of Directors of Airbus
Defense and Space, Inc. (until February 2017).

4. Corporate Governance /4.1 Management and Control

Victor CHU
CURRICULUM VITAE

63 years old
Director since 2018,
To be re-elected
in 2021
Independent

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

CURRENT MANDATES-- Member of the Board of Directors of Airbus SE;-- Chairman and CEO of First Eastern Investment
Group;-- Member of the Board of China Merchants China
Direct;-- Member of the Board of Grand Harbour
Marina PLC;-- Member of the Board of Camper & Nicholsons
Marina Investments;-- Member of the Board of FE Securities;-- Member of the Board of Peach Aviation;-- Member of the Board of Evolution Securities Asia;-- Member of the Board of Sustainable
Development Capital;-- Co-Chair of the International Business Council(by World Economic Forum);-- Senior Partner of Victor Chu & Co.

4

FORMER MANDATESFOR THE LAST FIVE YEARS
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147

4. Corporate Governance /4.1 Management and Control

Jean-Pierre CLAMADIEUCURRICULUM VITAE

62 years old
Director since 2018,
To be re-elected
in 2021
Independent

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

CURRENT MANDATES-- Member of the Board of Directors of Airbus SE;-- Chairman of the Board of ENGIE;-- Member of the Board of Directors of AXA SA;-- Chairman of the Board of Opéra Nationalde Paris.

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FORMER MANDATESFOR THE LAST FIVE YEARS-- Chairman of the Executive Committee and CEOof Solvay SA (until March 2019);-- Member of the Board of Solvay Specialty
Chemicals Asia Pacific Pte. Ltd (Singapore)(until March 2019);-- Director of Cytec Industries Inc. (until
March 2019);-- Director Cytec UK Holding Inc. (until March 2019);-- Member of the Board of Solvay Finances SA(Luxembourg) (until March 2018);-- Member of the Board of Faurecia SA (France)(until February 2018).

4. Corporate Governance /4.1 Management and Control

Ralph DOZIER CROSBY, JR.
CURRICULUM VITAE

73 years old
Director since 2013,
Re-elected in 2020
Independent

Ralph Crosby was Member of the Executive Committee of EADS from 2002-2012 and served as Chairman
and CEO of EADS North America from 2002-2009. He presently serves as an Independent Director of
American Electric Power headquartered in Columbus, Ohio, where he chairs the Human Resources
Committee and of Excelitas Holdings, LP, headquartered in Boston. Prior to joining EADS, Mr Crosby wasan Executive with Northrop Grumman Corporation, where he had served as a Member of the Corporate
Policy Council with positions including President of the Integrated Systems Sector, Corporate Vice-President
and General Manager of the company’s Commercial Aircraft Division and Corporate Vice-President andGeneral Manager of the B-2 Division. Prior to his industry career, Mr Crosby served as an officer in the US
Army, where his last military assignment was as military staff assistant to the Vice-President of the UnitedStates. Mr Crosby is a graduate of the US Military Academy at West Point, and holds Master’s degrees from
Harvard University, and the University of Geneva, Switzerland. He is the recipient of the James Forrestal
Award from the National Defense Industrial Association, and has been awarded Chevalier of the Légion
d’Honneur of France.

CURRENT MANDATES-- Member of the Board of Directors of Airbus SE;-- Member of the Board of Directors(Supervisory Board) of American Electric Power
Corporation (until April 2021);-- Member of the Board of Directors of Excelitas
Holdings, LP.

4

FORMER MANDATESFOR THE LAST FIVE YEARS-- Member of the Board of Directors andof the Executive Committee of the Atlantic
Council of the United States (until August 2018);-- Member of the Board of Directors (Supervisory
Board) of Serco Group plc (until June 2017).

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4. Corporate Governance /4.1 Management and Control

Lord DRAYSON (PAUL)CURRICULUM VITAE

60 years old
Director since 2017,
Re-elected in 2020
Independent

Lord Drayson graduated as an engineer and finished his PhD in 1985 at Aston University. In 1987 he became
Managing Director of The Lambourn Food Company Limited, a subsidiary of the Trebor Group and after amanagement buy-out of the Company in 1989, completed its sale to a third party in 1991. The same year,
he founded Genisys Development Limited, a consultancy company for new products development andmanagement. In 1993, he co-founded PowderJect Pharmaceuticals Plc and led its business as Chairman
and CEO until it was sold to Chiron Corporation, a US company, in 2003. He co-founded Drayson Racing
Technologies LLP in 2007 and in 2014 he set up Drayson Technologies Ltd (currently named Sensyne
Health Holdings Ltd), an Internet of Things platform company of which he currently is the co-founder andChairman, and which subsequently led to the spin-out of Sensyne Health plc of which he is currently
Founder and CEO.
Lord Drayson was also elected Chairman of the UK BioIndustry Association in 2001 and was appointed
to the House of Lords and a Member of the Science and Technology Committee of the House of Lords in2004. He was then appointed Parliamentary under Secretary of State for Defence Procurement in 2005
and became Minister of State for Defence Equipment & Support in 2006 and Minister of State for Science& Innovation in 2008.

CURRENT MANDATES-- Member of the Board of Directors of Airbus SE;-- Founder and CEO of Sensyne Health plc;-- Chairman and CEO of Sensyne Health
Holdings Ltd;-- Chairman of Drayson Holdco 2 Ltd;-- Co-founder and Trustee of the Drayson
Foundation;-- Science Entrepreneur in Residence of Magdalen
College, Oxford;-- Supernumerary Fellow of St. John’s College,
Oxford;-- Member of Her Majesty’s Privy Council;-- Member of House of Lords;-- Honorary Fellow of the Academy of Medical
Sciences.

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FORMER MANDATESFOR THE LAST FIVE YEARS-- Member of Project of the “Oxfordshire Innovation
Engine” Project (until February 2018);-- Trustee and External Member of Council at
University of Oxford (until December 2017);-- Chairman of the Executive Committee at
OUC (Oxford University Clinic) Centres of
Excellence LLP (until December 2017);-- Non-Executive Director and Board Memberof the Royal Navy (until November 2017).

4. Corporate Governance /4.1 Management and Control

Mark DUNKERLEYCURRICULUM VITAE

57 years old
Director since 2020
Independent

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

CURRENT MANDATES-- Member of the Board of Directors of Airbus SE;-- Member of the Board of Directors of Spirit
Airlines Inc.;-- Member of the Board of Directors of Volotea
Airlines;-- Member of the Board of Directors of Smithsonian
Institution, National Air & Space Museum.

4

FORMER MANDATESFOR THE LAST FIVE YEARS-- President, CEO and Board Member ofthe Board of Directors of Hawaiian Airlines Inc.
(until March 2018);-- President, CEO and Board Member of theBoard of Directors of Hawaiian Holdings Inc.
(until March 2018);-- Member of the Board of Governors of IATA
(until March 2018);-- Member of the Board of Directors of Airlinesof America (until March 2018);-- Member of the Board of Directors of Hawaii
Chamber of Commerce and Business
Roundtable (until March 2018);-- Member of the Board of Directors of Outrigger
Enterprises (until January 2017).

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4. Corporate Governance /4.1 Management and Control

Stephan GEMKOWCURRICULUM VITAE

61 years old
Director since 2020
Independent

Stephan Gemkow (1960) studied business administration at the University of Paderborn and at
the St. Olaf College in Minnesota, USA.
From 1988 to 1990 he worked as a management consultant at BDO Deutsche Warentreuhand AG
in Hamburg.
Between 1990 and 2012, he held various management positions at Deutsche Lufthansa AG in Frankfurt andWashington, such as Sales Manager, Head of Investors Relations, Head of Corporate Finance and Human
Resources for the Cargo Division which he accompanied through a major reorganisation. From 2006 to
2012, Mr Gemkow served as Chief Financial Officer and a member of the Management Board of Deutsche
Lufthansa AG which he successfully lead through growth, global expansion as well as the financial crisis.
In 2012, he took the position of Chief Executive Officer and Chairman of the Board of Directors of Franz
Haniel & Cie, one of the largest family-owned investment holdings, based in Germany, where he drove thecompany through important restructuring and investment phases in a complex stakeholder management
context and where he remained until June 2019.
Mr Gemkow furthermore served as Chairman on the Supervisory Boards of TAKKT AG and Celesio AG(now known as McKesson Europe AG), and as member of the Supervisory Board of Evonik Industries AG.
Stephan Gemkow currently holds positions as non-executive member in the Board of Directors of Amadeus
IT Group, Flughafen Zürich AG and C.D. Waelzholz GmbH & Co. KG.

CURRENT MANDATES-- Member of the Board of Directors of Airbus SE;-- Member of the Board of Directors of Amadeus IT
Group S.A.;-- Member of the Board of Directors of Flughafen
Zürich AG;-- Member of the Board of Directors of C.D.
Waelholz GmbH & Co. KG.

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FORMER MANDATESFOR THE LAST FIVE YEARS-- Member of the Board of Directors of JetBlue
Airways Corporation (until March 2020);-- CEO and Chairman of the Board of Directorsof Franz Haniel & Cie. GmbH (until June 2019);-- Chairman of the Supervisory Board of TAKKT AG(until May 2019);-- Member of the Supervisory Board of Evonik
Industries AG (until May 2017).

4. Corporate Governance /4.1 Management and Control

Catherine GUILLOUARDCURRICULUM VITAE

56 years old
Director since 2016,
Re-elected in 2019
Independent

Catherine Guillouard began her career in 1993 at the Ministry of Economy in the French Treasury working
for the department in charge of the Africa – CFA zone and later in the Banking Affairs Department.
She joined Air France in 1997 as IPO Senior Project Manager. She was subsequently appointed Deputy
Vice-President Finance Controlling in 1999, Senior Vice-President of Flight Operations in 2001, Senior
Vice-President of Human Resources and Change Management in 2003 and Senior Vice-President of
Finance in 2005. In September 2007, she joined Eutelsat as Chief Financial Officer and member of theGroup Executive Committee.
Ms Guillouard joined Rexel in April 2013 as Chief Financial Officer and Group Senior Vice-President.
Between May 2014 and February 2017 she has been Deputy Chief Executive Officer of Rexel. On 2 August
2017, Ms Guillouard was appointed Chairwoman and Chief Executive Officer of RATP Group, the fifthlargest urban transportation operator in the world with nearly 16 million daily passengers in 12 countries
and 4 continents, a workforce of nearly 65,000 employees worldwide and a revenue of € 5.7 billion in
2019. She is also Member of SYSTRA’s Supervisory Board, the RATP Group and SNCF joint engineeringsubsidiary. In April 2020, Ms Guillouard became a member of the Supervisory Board of KPN, one of theleading telecommunications and IT providers, market leader in the Netherlands.
Catherine Guillouard, born in 1965, is a graduate of the Institute of Political Studies of Paris and the École
Nationale d’Administration and she has a PhD of European laws (Panthéon-Sorbonne).

CURRENT MANDATES-- Member of the Board of Directors of Airbus SE;-- Chairwoman and Chief Executive Officer
of RATP Group;-- Chairwoman of the Supervisory Boardof RATP DEV;-- Member of the Supervisory Board of SYSTRA;-- Member of the Supervisory Board of KPN.

4

FORMER MANDATESFOR THE LAST FIVE YEARS-- Member of the Board of Directors of ENGIE(until May 2019);-- Deputy Chief Executive Officer of Rexel(until February 2017).

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4. Corporate Governance /4.1 Management and Control

María AMPARO MORALEDA MARTÍNEZCURRICULUM VITAE

56 years old
Director since 2015,
To be re-elected
in 2021
Independent

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

CURRENT MANDATES-- Member of the Board of Directors of Airbus SE;-- Member of the Board of Directors of Vodafone plc;-- Member of the Board of Directors of Solvay SA;-- Member of the Board of Directors of Caixabank SA;-- Member of the Supervisory Board of CSIC(Consejo Superior d’Investigaciones Cientificas);-- Member of the Advisory Board of SAP Spain;-- Member of the Advisory Board of Spencer Stuart
Spain;-- Member of the Board of Directors of Airbus
Foundation;-- Member of the Board of Trustees of Vodafone
Foundation;-- Member of the Board of Directors of A.P.
Møller - Mærsk A/S.

154

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FORMER MANDATESFOR THE LAST FIVE YEARS-- Member of the Board of Directors of Faurecia SA(until October 2017);-- Member of the Advisory Board of KPMG Spain(until June 2017).

4. Corporate Governance /4.1 Management and Control

Claudia NEMATCURRICULUM VITAE

52 years old
Director since 2016,
Re-elected in 2019
Independent

Claudia Nemat has been a member of Deutsche Telekom’s Board of Management since 2011. Until endof 2016 she led the European Business. Since January 2017 she has been responsible for the Board area
“Technology and Innovation”, which includes networks, IT, products, as well as information and cybersecurity.
Before joining Deutsche Telekom AG, Claudia Nemat was Senior Partner (“Director”) at McKinsey&Company
working for the company more than 17 years. She co-led McKinsey’s global Technology Sector and had anumber of interim management roles with global IT clients, ensuring disaster recovery of large IT projects,
and acting as interim CEO.
She focuses on digital transformation, the impact of new technologies like artificial intelligence on businessmodels, our work and lives, technology and product innovation, as well as IT transformation, security andcrisis management. She has worked in different European countries as well as the United Stars, and wasa member of the Supervisory Board of Lanxess for several years. Since 2016, she has been a member ofthe Board of Airbus, as well as the Supervisory Board of Airbus Defence.
Claudia Nemat studied physics at the University of Cologne and taught at the Institute of Mathematics
and Theoretical Physics.

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

4

FORMER MANDATESFOR THE LAST FIVE YEARS-- Chairperson and Member of the Board of Buyln(related to Deutsche Telekom) (until January 2017);-- Member of the Board of OTE(related to Deutsche Telekom) (until January 2017);-- Member of the Supervisory Board of Lanxess AG(until May 2016).

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4. Corporate Governance /4.1 Management and Control

Carlos TAVARESCURRICULUM VITAE
Carlos Tavares is a graduate of École Centrale Paris. He held a number of different positions with the Renault
Group from 1981 to 2004 before joining Nissan. In 2009, he was appointed Executive Vice-President,
Chairman of the Management Committee Americas and President of Nissan North America.
He was named Group Chief Operating Officer of Renault in 2011. Since 1 January 2014, he has joined theManaging Board of PSA Peugeot Citroën. He was named Chairman of the Managing Board since 31 March
2014. On 16 January 2021, Peugeot SA merged into Stellantis N.V. and Mr Tavares was appointed as Chief
Executive Officer of Stellantis N.V.
62 years old
Director since 2016,
Re-elected in 2019
Independent156

CURRENT MANDATES-- Member of the Board of Directors of Airbus SE;-- Chief Executive Officer of Stellantis N.V.

Airbus / Annual Report – Registration Document 2020

FORMER MANDATESFOR THE LAST FIVE YEARS-- Chairman of the Managing Board of Peugeot SA(until merger January 2021);-- Member of the Board of Directors of Total SA(until May 2020);-- Director of Faurecia SA (until October 2018).

4. Corporate Governance /4.1 Management and Control

Changes in the composition of the Board in the course of 2020

Until 2020 AGM

From 2020 AGM*

Name

Age

StatusName

Age

StatusMr. Denis RANQUE

69

Independent

Mr. Mark DUNKERLEY

57

Independent

Mr. Hermann-Josef LAMBERTI

65

Independent

Mr. Stephan GEMKOW

61

Independent* Further information on the Board members can be found in the above table “Airbus SE Board of Directors until AGM 2021”.

Changes in the Board Committee in the course of 2020
Until 2020 AGM
Committee

From 2020 AGM*

Name

StatusName

StatusMr. Hermann-Josef LAMBERTIMemberMr. Mark DUNKERLEY

MemberMr. René OBERMANN

MemberMr. Stephan GEMKOWMember

4

Audit

Mr. Denis RANQUE
Ethics, Complianceand Sustainability

Mr. Jean-Pierre CLAMADIEU

Mr. Hermann-Josef LAMBERTIMemberMr. René OBERMANN

MemberMr. Jean-Pierre CLAMADIEU**

Member*	Further information on the Committee members can be found in the above tables “Airbus SE Board of Directors until AGM 2021” and “Changes in the Board Committee
composition in the course of 2020”.
**	Mr. Jean-Pierre Clamadieu replaced Mr. Denis Ranque as Chair of the Ethics, Compliance and Sustainability Committee from AGM 2020.
Chair

Independent Directors(iii) Operation of the Board of Directors in 2020

The Independent Directors appointed pursuant to the criteria of
independence set out above are René Obermann, Ralph CrosbyJr., Catherine Guillouard, Victor Chu, Lord Paul Drayson, Maria
Amparo Moraleda Martinez, Claudia Nemat, Carlos Tavares,
Jean-Pierre Clamadieu, Mark Dunkerley and Stephan Gemkow.

Board of Directors Meetings

Prior Offences and Family Ties
To the Company’s knowledge, none of the Directors (in either theirindividual capacity or as Director or senior manager of any of theentities listed above) has been convicted in relation to fraudulent
offences, been the subject of any bankruptcy, receivership or
liquidation, or companies put into administration nor been thesubject of any official public incrimination and/or sanction by astatutory or regulatory authority, nor been disqualified by a court
from acting as a Member of the administrative, management
or supervisory bodies of any issuer or conduct of affairs of any
company, during at least the last five years. As of the date of thisdocument, there are no family ties among any of the Directors.

Due to the exceptional circumstances, the Board of Directors
met 13 times during 2020 and was frequently informed ofdevelopments through reports from the CEO, comprising regular
updates on the COVID-19 situation, including on the employees’
and Company’s health, as well as on the developments on thestrategic and operational activities. The average attendance rate
at these meetings was 97%.
In 2020, a substantial share of the Board of Directors activities was
directly or indirectly related to the COVID-19 crisis. Throughout
the year, the Board of Directors reviewed and discussed theoperational and commercial situation of programmes as well as
the overall financial situation of the Company with a strong focus
on funding needs and cash management. In order to ensure
the necessary financial flexibility to cope with important cash
requirements related to COVID-19, the Board of Directors decided
to withdraw the 2019 dividend proposal before the 2020 AGM
and suspend the voluntary top up in pension funding.

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4. Corporate Governance /4.1 Management and Control

For Commercial Aircraft, this comprised inter alia regular reviewsof market, sales, supply chain and productions status as well
as decisions taken in relation to Human Capital, including theCompany resizing measures imposed by the COVID-19 crisis.
For Defence and Space, it concerned notably the progress on
the Eurodrone and the Future Combat Air System programmes
and the challenges faced on the Space side. For the Helicoptersbusiness, the Board of Directors focused its review on the overallmarket situation that contracted in the COVID-19 crisis context
and the support and services activities that remained strong
despite the circumstances.
The Board of Directors dedicated a full session in 2020 to thereview of key aspects of the Company’s strategy, including
the announced zero-emission flight ambition by 2035 as wellas additional time during other sessions to specific strategy
opportunities and projects.
Moreover, the Board of Directors reviewed the Company’s
financial results and forecasts and maintained an emphasison both Enterprise Risk Management (“ERM”) and internal
control. A particular focus was also made on cybersecurity andsustainability initiatives, notably with the decision made by the
Board of Directors in July 2020 to extend the remit of the former
Ethics & Compliance Committee to sustainability matters,
encompassing Environment (including climate change), Human
Rights and Inclusion, Safety & Quality as well as Business Integrity(see paragraph 4.1.3 for further details).
Following the settlements reached with the French, UK and
US authorities in January 2020 in relation to the Serious
Fraud Office / Parquet National Financier / US Department ofJustice / US Department of State investigations, the Board of
Directors and its Ethics, Compliance and Sustainability Committee
remained fully committed and provided full support throughout
the year to the post-settlement activities. The Board of Directors
pays close attention to the Company’s active engagement with
its shareholders to ensure that its approach to governance,compliance and sustainability are well understood and continues
to reflect shareholders’ expectations. The conclusion in 2020 ofthese investigations demonstrated Airbus’ strong motivation tocooperate with the relevant authorities and to implement stronger
reporting and compliance standards to prevent a re-occurrenceof such events. Despite recognising the improvements madeto the Company’s reporting and compliance standards, someshareholders opposed the proposals relating to the Board’s
discharge at the 2020 AGM. Opposing shareholders voiced
concern over Airbus’ previous practices. Their vote should not beinterpreted as an opposition to Airbus’ strengthened governanceand compliance standards.
The Board of Directors also reviewed and discussed othertopics of significant importance to the Company such as themeasures taken to mitigate a no-deal Brexit situation, the potential
impact of the US elections, the reciprocal application of tariffs
on commercial aircraft being imported to and from the US andcrisis management matters.
Furthermore, the Board of Directors played a key role in the
succession planning of both the Chairman and Board Members
in preparation for the appointment of René Obermann as
Chairman of the Board in replacement of Denis Ranque and of theappointment of two new Non-Executive Directors, Mark Dunkerley
and Stephan Gemkow in April 2020. The Board of Directors
also worked on the top management succession planning and158

Airbus / Annual Report – Registration Document 2020

performed talent reviews. The impact of the COVID-19 crisis on
the remuneration structure was also addressed and appropriate
actions taken accordingly.
Due to the COVID-19 crisis context, no off-site Board meeting washeld in 2020, preventing the Board of Directors from continuing
to visit industrial sites. More generally, the Board of Directors
met virtually several times due to confinement measures andtravel restrictions nevertheless without hampering the efficiency
of Board of Directors functioning.

Board Evaluation 2020
As a matter of principle, the Board of Directors implements acontinuous evaluation process based on a three-year cycle.
As part of this process, every three years, a formal evaluation of
the functioning of the Board of Directors and its Committees isconducted with the assistance of a third-party expert. In the year
succeeding such an outside evaluation, the Board of Directors
performs a self-evaluation and focuses on the implementationof the improvement action plan resulting from the third party
assessment. In the intervening second year, the General Counsel,
being also the Secretary of the Board of Directors, issues aquestionnaire and consults with Board Members to establish aninternal evaluation which is then discussed with Board Members.
The year 2020 would have been the start of a new cycle, but it
was decided to add to the previous cycle one exceptional year
without the support of a third party expert due to estimatedlimited added value considering the recent changes in the
Board of Directors composition – new Chairman and two new
Directors and the restrictions imposed by COVID-19. Therefore
in November 2020 an internal evaluation was carried out by the
Board of Directors based on an extensive questionnaire issued
by the General Counsel.
The questionnaire primarily covered governance and Board of
Directors topics, Board of Directors and Committees functioning,
Board of Directors composition and selection process, dynamic
between Board of Directors and Management and amongst
Board Members, Board of Directors decision-making process,Committees’ contributions and Board Secretary Support.
To take current events into account, a specific COVID-19 Section
was added.
In its 2020 internal evaluation, the Board of Directors confirmed
overall satisfaction with the progress made since the Board of
Directors evaluation of last year and the implementation of theactions carried forward from the “Improvement Action Plan”
recommended by Heidrick & Struggles, following the last formal
evaluation.
Whereas during 2019 an almost entirely new management
team was put in place making a remarkably encouraging startin its interactions with the Board of Directors, in 2020 the newly
nominated Chairman had to cope from the beginning with theenormous and far reaching impacts the COVID-19 pandemic
was imposing on the world and on the aeronautics industry
specifically. In this difficult context, the Company’s managementof the COVID-19 crisis was seen as appropriate. In addition,
the Company’s governance, dynamic and performance isviewed as satisfactory, with excellent relationships between
the Management, the Chairman and the Board Members.
The resulting limited interpersonal interactions between the
Board Members did not hamper an efficient decision-making
but impacted a smoother familiarisation between the new Board
Members.

4. Corporate Governance /4.1 Management and Control

The Board Members notably valued good Board meeting
preparation, suitable time allocation to agenda items as well as
satisfactory contributions of the Board Committees, elements
which greatly contribute to the Board of Directors’ efficiency.
In addition, the Board of Directors highlighted its collegial,cooperative and effective functioning as a team. The Board of
Directors expects this trend to continue.
Following the last Board of Directors evaluation, the frequency ofparticipation of Top Management members to Board meetings
has significantly increased.
The Board of Directors has spent additional time on strategy
and Top Management succession planning, as well as on otherimportant matters for which discussions would need to becontinued such as digitalisation/industrialisation, cybersecurity/
IT, innovation, employee engagement, competitive environment
and market positioning, sustainability & environment and safety.
The remit of the Ethics & Compliance Committee was enlarged
in 2020 to include environment and sustainability matters. The
Directors underlined that the Board of Directors should in addition
spend further dedicated time on geopolitical developments,
business model evolution and portfolio management. In addition,
Executive Committee succession planning is expected to be
more extensively discussed by the Remuneration, Nomination,
Governance Committee and Board.
Finally, the Board Members expressed their overall satisfaction
with regards to the Board of Directors composition, selection andnomination process and highlighted the necessity to continue
with the process of the staggering board principle in orderto further develop the diversity of gender within the Board of
Directors.

4.1.1.2 Board Committeesa) The Audit Committee
The Audit Committee has five (5) Members and is chaired by
an Independent Director who is not the Chair of the Boardof Directors or a current or former Executive Director of theCompany. The Chair of the Audit Committee shall be, andthe other members of the Audit Committee may be, financial
experts with relevant knowledge and experience of financial
administration and accounting for listed companies or otherlarge legal entities.
Pursuant to the Board Rules, the Audit Committee,
which is required to meet at least four times a year, makes
recommendations to the Board of Directors on the approvalof the annual Financial Statements and the interim accounts(Q1, H1, Q3), as well as the appointment of external auditors
and the determination of their remuneration. Moreover, theAudit Committee has responsibility for verifying and making
recommendations to the effect that the internal and external
audit activities are correctly directed, that internal controls are
duly exercised and that these matters are given due importanceat meetings of the Board of Directors. Thus, it discusses withthe auditors their audit programme and the results of the auditof the Financial Statements, and it monitors the adequacy of theCompany’s internal controls, accounting policies and financial
reporting. It also oversees the operation of the Company’s ERM
system and keeps a strong link to the Ethics, Compliance andSustainability Committee. For further details in this regard, see“– 4.1.3 Enterprise Risk Management System”. Please refer toAnnex E of the Board Rules for a complete list of responsibilitiesof the Audit Committee.
The Chairman of the Board of Directors and the CEO are invited
to attend meetings of the Audit Committee. The CFO and theHead Accounting Record to Report are requested to attend
meetings to present management proposals and to answer
questions. Furthermore, the Head of Corporate Audit & Forensic
and the Chief Ethics and Compliance Officer are requested toreport to the Audit Committee on a regular basis.
In 2020, this Committee met five times with an attendance rateof 100%. It fully performed all of the duties and discussed all of
the items described above. In particular, it performed reviews ofinternal controls, corporate audit (including major findings andaudit plan for 2020) and accounts (i.e. 2019 full year accounts,
2020 Q1, H1 and Q3 accounts, 2020 forecasts, specificprovisions) and independence of external auditors. In addition,
regular ERM and Legal & Compliance updates were presented
to the Audit Committee and discussed in meetings.

4b) The Ethics, Compliance and Sustainability
Committee
To reinforce the role and involvement of the Board of Directors
on sustainability-related topics, the remit of the former Ethics &Compliance Committee established in 2017 was extended tosustainability matters in July 2020. The Committee was renamed
Ethics, Compliance and Sustainability Committee (“ECSC”) andthe Board Rules have been amended accordingly. Pursuant to therevised Board Rules, the main mission of the EC&S Committee is toassist the Board of Directors in overseeing the Company’s culture
and commitment to ethical business, integrity and sustainability.
The ECSC is empowered to monitor the Company’s Ethics &Compliance programme, organisation and framework in order tomake sure that the Company’s Ethics & Compliance governanceis effective (including all associated internal policies, procedures
and controls). This includes the areas of money laundering andterrorist financing, fraud, bribery and corruption, trade sanctions
and export control, data privacy, procurement and supply chain
compliance and anti-competitive practices.
The ECSC is also empowered to oversee the Company’ssustainability strategy and effective governance and ensurethat sustainability related topics are taken into account in the
Company’s objectives and strategy.
The ECSC makes recommendations to the Board of Directors
and its Committees on all Ethics, Compliance or Sustainabilityrelated matters and is responsible for providing to the Audit
Committee any necessary disclosures on issues or alleged
ethical and compliance breaches that are financial andaccounting-related. The ECSC maintains a reporting line with theChief Ethics & Compliance Officer, who is requested to provide
periodic reports on its activities.
The Chairman of the Audit Committee and the Chairman of the
RNGC are members of the ECSC. Unless otherwise decided by
the ECSC, the CEO and the Chairman of the Board of Directors
are invited to attend the meetings. From time to time, independent
external experts are also invited to attend ECSC meetings.
The ECSC is required to meet at least four times a year. In 2020,
the ECSC met in total four times with an average attendance
rate of 94%. All of the above described items were discussed

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159

4. Corporate Governance /4.1 Management and Control

during the meetings and the ECSC fully performed all theabove described duties. In particular, following the settlements
reached with the French, UK and US authorities in January 2020
in relation to the Serious Fraud Office / Parquet National
Financier / US Department of Justice / US Department of State
investigations, the Committee performed regular reviews of thepost settlements activities (including compliance and export
control updates). Notably, the ITAR Special Compliance Officer
appointed in 2020 under the Consent Agreement with the US
State Department was introduced to the ECSC and regular
updates on his activities were provided. The first ECSC meeting
under its extended form took place in October 2020 during whicha sustainability strategic review was performed.

c) The Remuneration, Nomination
and Governance Committee
The RNGC has four (4) Members, with geographic diversity.
Each Member of the RNGC is an Independent Director.
One Member of the RNGC is a Director who is appointed to
the Board of Directors on the basis of the French State Security
Agreement. One Member of the RNGC is a Director who isappointed to the Board of Directors on the basis of the German
State Security Agreement. The Board of Directors, by a Simple
Majority (defined below), appoints the chair of the RNGC, who
may not be any of the following:–– the Chairman of the Board of Directors;–– a current or former Executive Director of the Company;–– a Non-Executive Director who is an Executive Director withanother listed company; or–– a Director appointed to the Board of Directors on the basisof the French State Security Agreement or the German State
Security Agreement.
Pursuant to the Board Rules, besides its role described in
Section 4.1.1.1 above, the RNGC consults with the CEO withrespect to proposals for the appointment of the members of the
Executive Committee, and makes recommendations to the Boardof Directors regarding the appointment of the Secretary to theBoard of Directors. The RNGC also makes recommendations to
the Board of Directors regarding succession planning (at Boardof Directors, Executive Committee and Senior Managementlevels), remuneration strategies and long-term remunerationplans. Furthermore the RNGC decides on the service contracts
and other contractual matters in relation to the Members of theBoard of Directors and the Executive Committee. The rules andresponsibilities of the RNGC have been set out in the Board Rules.
In addition, the RNGC reviews the Company’s top talent,
discusses measures to improve engagement and to promote
diversity, reviews the remuneration of the Executive Committee
Members, the Long-Term Incentive Plans (“LTIP”), and thevariable pay for the previous year.
Finally, the RNGC performs regular evaluations of the Company’s
corporate governance and makes proposals for changes to theBoard Rules or the Articles of Association.
The Chair of the Board of Directors and the CEO are invited toattend meetings of the RNGC. The Chief Human Resources
Officer (“CHRO”) is requested to attend meetings to present
management proposals and to answer questions. The CEO
leaves the meetings when the RNGC discusses his/her
remuneration or personal situation. Pursuant to the Board Rules,
the Chair of the RNGC automatically fulfils the function of “Lead160

Airbus / Annual Report – Registration Document 2020

Independent Director”. In this role he / she is responsible for(i) replacing the Chairman in his / her absence at meetings ofthe Board of Directors, (ii) organising the annual appraisal of the
Chairman’s performance by the Board of Directors and (iii) acting
as an intermediary for and between the other Directors whennecessary.
The RNGC is required to meet at least four times a year. In
2020, it met four times with an average attendance rate of94%; it discussed all of the above described items during themeetings and it fully performed all of the above described duties.
In particular, the RNGC discussed the executive remuneration
structure in the COVID-19 context, the extension of the ECSC
remit as described above and the revision of the Company’s
Insider Trading Rules to align with current market practice whileremaining compliant with applicable regulations. The RNGC also
worked on a 360 feedback exercise for the CEO and performed
in depth reviews of the Top Management succession plan andmore generally of key talents.

4.1.1.3 The Executive Committeea) Nomination and Composition
The Executive Committee of Airbus (the “Executive Committee”)
is chaired by the Chief Executive Officer and its members areappointed on the basis of their performance of their individual
responsibilities as well as their respective contribution to theoverall interest of Airbus.
The CEO proposes all of the Members of the Executive Committee
for approval by the Board of Directors, after consultation with(i) the Chairman of the RNGC and (ii) the Chairman of the Boardof Directors, applying the following principles:–– the preference for the best candidate for the position;–– the maintenance, in respect of the number of Members of
the Executive Committee, of the observed balance among
the nationalities of the candidates in respect of the locationof the main industrial centres of the Company (in particularamong the nationals of France, Germany, Spain and the United
Kingdom, where these main industrial centres are located); and–– at least two-thirds of the Members of the Executive Committee,
including the CEO and the CFO, being EU nationals andresidents.
The Board of Directors determines, by simple majority vote,whether to approve all of the Members of the Executive
Committee as proposed by the CEO.

b) Role of the Executive Committee
The CEO is responsible for executing the strategy, as approvedby the Board of Directors, and for managing the day-to-day
operations of the Company’s business with the support of the
Executive Committee (“EC”) and its executive leadership teamthrough Executive Leadership Meetings (“ELM”) in which the
EC members participate. The CEO shall be accountable for theproper execution of the day-to-day operations of the Company’sbusiness.
ELMs are held on a regular basis and aim at advising the CEOon his day-to-day role and ensuring that EC members reportback on business progress, updates and concerns, addressing
Airbus-wide topics including corporate matters, approving all
vacancies and promotions above certain levels.

4. Corporate Governance /4.1 Management and Control

The EC further supports the CEO in performing these tasks.
Under the leadership of the CEO, the EC is responsible forbusiness strategy as well as organisational matters andmanagement of the business, monitoring key projects/ products
and major investments, overseeing performance targets, whether
it be financial, individual, programmes or support functions,outlining policies to motivate, recruit and retain employees. It isalso accountable for regulatory and statutory obligations alongwith policy matters, communications and market disclosures.
It is also the forum where the information or requests for approvaldestined to the Board of Directors are discussed and approved.
The EC members shall jointly contribute to the overall interests of
the Company, in addition to each Member’s individual operationalor functional responsibility within the Company.

c) The Executive Committee in 2020
The EC comprises the heads of the Divisions and key functions of
the Company. The CEO is the only Executive Director within the
Board of Directors and represents the Company on the Board of
Directors. Depending on the respective topic, he usually asks the
responsible EC Member to join him in the Board for presenting
the financials (CFO), programme/product topics (Division head),HR matters (CHRO) or any other topic where a specialist isneeded. This approach allows Board Members to get to know
the EC members and equips them to make judgements whenit comes to decisions about key positions.
The Executive Committee met four times during 2020.

COMPOSITION OF THE EXECUTIVE COMMITTEE AS OF 31 DECEMBER 2020
Name

Start of term

Principal Occupation

Guillaume Faury

2018

Chief Executive Officer Airbus

Dominik Asam

2019

Chief Financial Officer

Thierry Baril2012

Chief Human Resources Officer

Jean-Brice Dumont

2019

Executive Vice-President Engineering

Bruno Even

2018

Chief Executive Officer Airbus Helicopters

John Harrison

2015

General Counsel

Dirk Hoke2016

Chief Executive Officer Airbus Defence and Space

Julie Kitcher

2019

Executive Vice-President Communications and Corporate Affairs

Philippe Mhun

2019

Executive Vice-President Programmes and Services

Christian Scherer

2019

Chief Commercial Officer and Head of Airbus International

Michael Schöllhorn

2019

Chief Operating Officer

Grazia Vittadini

2018

Chief Technology Officer

4

Note: Status as per 31 December 2020. The professional address of all Members of the Executive Committee for any matter relating to Airbus is Mendelweg 30, 2333 CS Leiden,
The Netherlands.

Guillaume Faury – Chief Executive Officer Airbus(see above under “– 4.1.1.1 Board of Directors”)

Dominik Asam – Chief Financial Officer
Dominik Asam is Chief Financial Officer (CFO) of Airbus and a
Member of the Executive Committee.
Dominik Asam joined Airbus in April 2019 from Munich-based
Infineon Technologies AG, where he had been CFO since 2011.
During eight years he was responsible for functions includingGroup Controlling, IT, Treasury, Investor Relations, Compliance& Risk Management, Export Control and Sustainability andBusiness Continuity.
Previously, Dominik Asam was Head of Group Controlling at
RWE AG in 2010.
Between 2005 and 2010 he held various positions at Siemens AG
such as CEO of Siemens Financial Services and Corporate VicePresident and Treasurer.
From 2003 to 2005, Asam headed Investor Relations, Mergers &Acquisitions and Strategy at Infineon Technologies.
Dominik Asam began his professional career in 1996 in theInvestment Banking Division of Goldman Sachs Inc. withpostings in Frankfurt, London and New York.

A graduate in Mechanical Engineering from the Technical
University of Munich and the École Centrale Paris, Dominik
Asam holds a Master’s in Business Administration from INSEAD(European Institute of Business Administration).

Thierry Baril – Chief Human Resources Officer
Thierry Baril was appointed Chief Human Resources Officer of
Airbus on 1 June 2012. In addition, Baril continues to serve as
Airbus Commercial Aircraft Chief Human Resources Officer.
Thierry Baril joined Airbus Commercial Aircraft in 2007 as
Executive Vice-President, Human Resources, and Memberof the Airbus Commercial Aircraft Executive Committee, withresponsibility for defining and implementing a company-wide
Human Resources strategy, enhancing integration and employee
engagement. He oversaw the development of key skills andcompetences to support business growth and greater internal
mobility. One of his main achievements was the transformationof the Company in the areas of leadership culture and diversity,
having played a key role in the implementation of “Power8” andAirbus’ internationalisation strategy.
Prior to this, Thierry Baril was Executive Vice-President Human
Resources at Eurocopter – now Airbus Helicopters – and memberof the Eurocopter Executive Committee from January 2003.

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4. Corporate Governance /4.1 Management and Control

In this position, Thierry Baril managed the Company’s Human
Resources activities globally, including the implementation of
Human Resources policies across Eurocopter’s European sites
and its 15 subsidiaries worldwide. He was instrumental in theimplementation of “Vital”, a programme which transformed
Eurocopter as a business.
Thierry Baril started his career in 1988 as Deputy Human
Resources Director at Boccard SA, and transferred to Laborde& Kupfer-Repelec, a subsidiary of GEC ALSTHOM, as Human
Resources Manager in 1991.
From 1995, Thierry Baril held roles as Human Resources Directorof the Alstom Energy Belfort site and Vice-President of Human
Resources of the Alstom Energy Group.
Following on from his experience at Alstom Energy, in 1998
Thierry Baril became Managing Director of Human Resources
for Europe for GE (General Electric) at their Belfort Headquarters,
followed by Vice-President of Human Resources at Alcatel
Space’s Headquarters in Toulouse from 2000.

Jean-Brice Dumont – Executive Vice-President
Engineering
Jean-Brice Dumont was appointed Executive Vice-President
Engineering at Airbus in April 2019 and is a Member of theCompany’s Executive Committee.
With over two decades of industry experience, he joined
Airbus Commercial Aircraft in this role in January 2018 after
six successful years as Executive Vice-President, Engineeringand Chief Technical Officer at Airbus Helicopters. Beyond his
Engineering leadership, Jean-Brice strongly promotes diversity,
teamwork and core human values such as humility and respect.
Jean-Brice Dumont joined Eurocopter, the predecessor company
to Airbus Helicopters, in February 2004. There, he worked as
an Engineer and Development Project Manager for the NH90
programme, prior to becoming the NH90 Chief Engineer and
NH Industries’ Technical Director from 2008 to 2012.
A licensed French Army Aviation pilot, Dumont started his
career with the country’s DGA military procurement agency in
1996, where he worked on the Tiger and Super Puma rotorcraft
programs before ultimately being appointed the organisation’s
Chief Test Director for the Tiger helicopter in 2002.
Jean-Brice Dumont is a graduate of France’s École Polytechniqueand of the ISAE Aerospace Institute. He was born in 1971,
is married with two sons and enjoys running marathons andswimming.

Bruno Even – Chief Executive Officer –Airbus Helicopters
Bruno Even was appointed Chief Executive Officer (CEO) of
Airbus Helicopters as of 1 April 2018. He is a Member of the
Airbus Executive Committee.
He joined the Company from Safran, where he held various
management positions at the Helicopter Engines and Electronic& Defence businesses. Since 2015, he served as Chief Executive
Officer of Safran Helicopter Engines (ex-Turbomeca). Prior tothat position, he was CEO of Safran Electronics & Defence (exSagem).

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Bruno Even graduated from the École Polytechnique and began
his professional career in 1992 at the French Ministry of Defence,
where he was in charge of developing the space component for
the Helios II satellite.
In 1997, he transferred to the Ministry of Foreign Affairs to
become technical advisor for the Director of Strategic Affairs,
Security and Disarmament. He moved to the private sector andjoined Safran in 1999.

John Harrison – General Counsel
John Harrison has been General Counsel since June 2015.
Solicitor of the Supreme Court of England & Wales, John
Harrison completed his academic studies at the University of
McGill, Montréal, Canada. He holds a Bachelor LLB (Hons) and
Masters LLM of Laws degree.
John Harrison began his career in 1991 at the international law
firm Clifford Chance, working consecutively in their London, NewYork and Paris offices.
He joined Airbus then Technip S.A. where he served as Group
General Counsel and Member of the Executive Committee from2007 to 2015.
Prior to joining Technip, Mr Harrison fulfilled various senior legal
positions in Airbus companies over a ten year period culminating
his tenure from 2003 to 2007 as General Counsel of the EADSDefence Division.
John Harrison was born on 12 July 1967 in the United Kingdom.

Dirk Hoke – Chief Executive Officer –Airbus Defence and Space
Dirk Hoke is the designated Chief Executive Officer (CEO) of
Airbus Defence and Space as of 1 April 2016. He started on
1 January 2016 as Deputy CEO. He is a Member of the Executive
Committee.
Dirk Hoke joined Airbus from Siemens, where he had been CEOof the Large Drives Business Unit since 2014. He has held various
executive-level positions at Siemens since becoming CEO of
the Cluster Western & Central Africa in 2008. His career spans
21 years and five continents.
In 1994, Dirk Hoke began his professional career as R&D Engineer
for process and software analysis in the automotive industry
at Renault in Paris. In 1996, he joined Siemens through aninternational trainee programme with assignments in Germany,
Argentina and Austria. He then held various management postsin the Transportation Systems Division based in Germany. He
relocated to Sacramento, USA, as Head of the Transportation
Systems restructuring team in 2001.
Dirk Hoke continued his professional career at Siemens as
General Manager for the Transrapid Propulsion and Power
Supply Subdivision from 2002 to 2005 including the Shanghai“Maglev” project. He was then promoted to President of Siemens
Transportation Systems China and made Siemens the largest
foreign railway supplier in the country.
In 2008, Dirk Hoke moved to Morocco to lead Siemens’ Africa
activities. He returned to Germany in 2011 to become the Division
CEO of Industrial Solutions with the special task to build up theservices business for the Industry Sector. Afterwards, he wascalled upon to restructure the Large Drives Business Unit.

4. Corporate Governance /4.1 Management and Control

Dirk Hoke holds a degree in mechanical engineering from theTechnical University of Brunswick, Germany. In 2010, Dirk Hokebecame a member of the Young Global Leader Class of theWorld Economic Forum and in 2013, member of the Baden
Baden Entrepreneur Talks.

Satair, Navblue, Airbus Interiors Services and Sepang. For the
past two years, Philippe has initiated and implemented a majortransformation programme focusing on Customer Satisfaction,
Services development and digital enablers such as Skywise
applications.

Born on 2 April 1969, Dirk Hoke is married with two children.

Prior to this assignment, Philippe was Senior Vice-President
Procurement for Equipment, Systems and support, a position
he held since 2013.

Julie Kitcher – Executive Vice-President
Communications and Corporate Affairs
Julie Kitcher is EVP Communications and Corporate Affairs of
Airbus and a Member of the Executive Committee.
Julie leads all external and internal communication activities.
The role also oversees and co-ordinates the transformation
agenda of Airbus. This includes Corporate Audit, Performance
Management, Responsibility and Sustainability and Environmental
Affairs. She is also Chief of Staff to the CEO.
Previously, from May 2015 to April 2019, she was Head of Investor
Relations and Financial Communication for Airbus. In this role,
Julie was responsible for the development, management,
consistency and communication of the Airbus Equity Story,
Vision and Strategy to the financial markets. One of her core
missions was to grow and strengthen the relationship and trustwith the financial markets, contributing to the strong share priceperformance during these years.
Under Julie’s leadership, Airbus was awarded “Most Honoured
Company” status in the Institutional Investor All Europe Executive
Team survey four years in a row, from 2015 to 2018. As partof this recognition, Julie was named “Best Investor Relations
Professional” in the Aerospace & Defence sector for the same
period.
From 2008 to 2015, Julie led relations with UK, French andSouthern European institutional investors and sell-side analysts in
Airbus’ Investor Relations team. Alongside this, she coordinatedAirbus’ quarterly Financial Disclosures.
Julie began her Airbus career in December 2000 working at
Filton, UK. She went on to hold a number of roles in financeincluding Financial Analyst, Corporate Planning and BusinessControlling. She also previously held a role in GE Capital
Equipment Finance in the UK.
She is a Chartered Management Accountant (CIMA) with an
MSc in Accounting, ESC Skema (Lille).
Julie was born in the United Kingdom. She is married with twochildren.

Philippe Mhun – Executive Vice-President
Programmes and Services
Philippe Mhun was appointed as Chief Programmes & Services
Officer for Airbus Commercial Aircraft, effective 1 January 2019,
and a Member of the Company’s Executive Committee.
In his previous role as Head of Customer Services since
October 2016, Philippe Mhun was responsible for all Airbus
support and services activities for airline customers, lessors,
MROs and operators, ranging from maintenance and engineering
to training, upgrades and flight operations but also material
management and logistical support. This included the supervisionof the Services Business Unit and affiliated subsidiaries, such as

Philippe joined Airbus in November 2004 as Vice-President A380
Programme within Customer Services to prepare and support
the A380 entry-into-service. He then became Vice-President
Programmes in Airbus Customer Services leading Single Aisle,Long Range, Widebody, A380 and A350 Programmes together
with e-operations and supplier support activities.
Before joining Airbus, Philippe held various positions within UTA
and following the merger in 1993, within Air France, starting
as a Structure Engineer for Boeing 747 at UTA all the way up
to becoming the Head of Long-Haul Fleet Engineering and
Maintenance in Air France. From 1986 to 2004, Philippe wasinvolved in new programmes’ entry-into-service, engineeringand maintenance at all levels of the Company.

4

Christian Scherer – Chief Commercial Officer
Christian Scherer was appointed Airbus Chief Commercial
Officer in September 2018 and is a Member of the Company’s
Executive Committee.
He was previously Chief Executive Officer of ATR, a position heheld since November 2016.
Prior to this, Christian was Executive Vice-President and Headof Airbus Group International, responsible for driving the overall
Airbus Group internationalisation strategy.
Christian started his professional career in 1984 when he joined
Airbus Industrie as a Commercial Contracts Manager. He wasseconded to the US between 1987 and 1994 as Vice-President
Contracts of Airbus North America, responsible for pricing,financial performance, negotiation and implementation of all
sales transactions in North America.
On his return to headquarters, as Vice-President Leasing
Markets, he developed and managed an integrated sales division
covering all commercial activities dealing with operating leasing
companies and other financial institutions worldwide.
In 1999, he was appointed Vice-President Contracts and Pricing
worldwide while retaining leadership of the Leasing Markets
Division and in 2003 he also became the Deputy Head ofCommercial.
Following his time in Commercial, he became Head of Strategy
and Future Programs at Airbus, responsible for defining Airbus’
long term strategic objectives and for driving the genesis of
future aircraft product offerings and programmes, such as the
A320neo, as well as Airbus’ international development in termsof the US final assembly lines.
In 2012, he was appointed Head of Sales & International
Operations at Cassidian in Munich, Germany, responsible
for Sales, Marketing, Strategy and Cassidian’s International
Subsidiaries including Brazil, India, KSA, UAE, UK and US.

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4. Corporate Governance /4.1 Management and Control

Upon integration of Airbus’ Defence, Space and Military aircraftbusinesses, he became the Head of Marketing & Sales of Airbus
Defence and Space and Managing Director of Airbus Defence
and Space GmbH. In that role, he held the overall responsibility
for all Sales & Marketing activities. He also chaired BDLI’s
defence and security forum whilst being a member of the BDLI
presidium.
Born in 1962 in Duisburg, Germany, and raised in Toulouse,
France, Christian Scherer holds an MBA from the University ofOttawa and graduated from the Paris Business School (ESCP)in 1984.

Michael Schöllhorn – Chief Operating Officer
Michael Schöllhorn is Chief Operating Officer (COO) for Airbus
and a Member of the Airbus Executive Committee.
He joined Airbus in February 2019 from BSH Home AppliancesGmbH in Munich, where he was COO and a member of the BSH
Management Board from 2015.
Between 2012 and 2014, Michael Schöllhorn was Executive
Vice-President Manufacturing and Quality, additionally heading
the Global Business unit for chassis and safety sensors.
Prior to this, Michael Schöllhorn held several international
management positions within the Bosch Group. He was basedin the US, Czech Republic and Germany. During this time, hegained a broad expertise in digitalisation, end-to-end processoptimisation, manufacturing, engineering, quality and supply
chain management.
Michael Schöllhorn holds a degree in Mechanical Engineeringand a PhD in Control Engineering from the Helmut Schmidt
University in Hamburg. He served in the German Armed Forces
as a helicopter pilot and officer from 1984 to 1994.

Grazia Vittadini – Chief Technology Officer
Grazia Vittadini has been appointed Chief Technology Officer(CTO) of Airbus and a Member of the Airbus Executive Committee,
effective 1 May 2018.
Furthermore, she serves as Director of the Airbus Foundation
Board and as a member of the Inclusion and Diversity Steering
Committee.
Previously, Vittadini was Executive Vice-President Head ofEngineering since January 2017 and member of Executive
Committee of Airbus Defence and Space.
Prior to this position, she had been Senior Vice-President Headof Corporate Audit & Forensic, responsible for Airbus Groupaudit activities worldwide.
Since January 2013 and for one year and a half, Grazia wasVice-President Head of Airframe Design and Technical Authority
for all Airbus aircraft.
Always leading transnational teams in multiple locations, she also
served as Chief Engineer on the Wing High Lift Devices of the
A380 in Bremen from First Flight to In-Service (2005-2009) andthen contributed to securing First Flight and Type Certificationof the A350 XWB aircraft as Head of Major Structural Tests in
Hamburg. The Major Tests for A320 Extended Service Goal,
A380 and A400M were also in her scope.
Vittadini began her professional career on the Italian side of
the Eurofighter Consortium, before joining Airbus Operationsin Germany in 2002 and setting on her path towards senior
management positions.
Grazia Vittadini graduated in Aeronautical Engineering and she
specialised in Aerodynamics from the Politecnico di Milano.

4.1.2 Dutch Corporate Governance Code, “Comply or Explain”

1. S ecurities in the Company as Long-Term
Investment

On 8 December 2016, the Dutch Code was revised; its updated
recommendations apply to financial years starting on or after
1 January 2017.

Provision 3.3.3 of the Dutch Code recommends that NonExecutive Directors who hold securities in the Company should
keep them as a long-term investment.

The Company welcomed the updates to the Dutch Code andcontinues supporting the emphasis of the revised Dutch Codeon topics such as long-term value creation and the importanceof culture.

Although Non-Executive Directors are welcome to own sharesin the share capital of the Company, the Company does not
require its Non-Executive Directors who hold shares to keep suchshares as a long-term investment. The Company considers it isaltogether unclear whether share ownership by Non‑Executive
Directors constitutes a factor of virtuous alignment withstakeholder interest or may be a source of bias against objective
decisions.

While the Company, in its continuous efforts to adhere to
the highest standards, complies with nearly all of the current
recommendations of the Dutch Code, it must, in accordance withthe “comply or explain” principle, provide the explanations below.
For the full text of the Dutch Code as well as the New Code,please refer to www.commissiecorporategovernance.nl.

164

For the financial year 2020 and in respect of compliance with
the Dutch Code, the Company states the following:

In accordance with Dutch law and with the provisions of the
Dutch Code as amended in 2016, which includes a number of
non-mandatory recommendations, the Company either complies
with the provisions of the Dutch Code or if applicable, explainsand gives sound reasons for their non-application.

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Provision of 3.1.2 vi of the Dutch Code recommends that theshares awarded to the CEO are held for at least five years after
they are awarded. The rules applicable within the Company(as described Section 4.4.2 B e) below) do not impose

4. Corporate Governance /4.1 Management and Control

a minimum of five year holding of awarded shares, however,
the Company believes that potential deviations from thisrecommendation are significantly limited by the share ownershipguideline set-forth in Section 4.4.2 B f) under which the CEO is
expected to hold throughout his/her tenure Airbus shares witha value equal to 200% of his/her Base Salary.

2. Dealings with Analysts
Provision 4.2.3 of the Dutch Code recommends meetings withanalysts, presentations to analysts, presentations to investors
and institutional investors and press conferences shall beannounced in advance on the Company’s website and by meansof press releases. In addition, it recommends that provisions
shall be made for all shareholders to follow these meetingsand presentations in real time and that after the meetings thepresentations shall be posted on the Company’s website.
The Company does not always allow shareholders to follow
meetings with analysts in real time. However, the Company
ensures that all shareholders and other parties in the financial
markets are provided with equal and simultaneous information
about matters that may influence the share price.

3. Gender Diversity
The composition guidelines regarding gender diversity underDutch law pursuant designed to ensure that the Board of
Directors is composed in a balanced way if it contained at least
30% women and at least 30% men expired on 1 January 2020.
A replacement legislative proposal regarding gender diversity
rules is currently under discussion. The proportion of the female

representation on the Board of Directors is currently at 25%.
The Company will in any event continue to promote gender
diversity within its Board of Directors in accordance with theprinciples mentioned in Section 4.1.1 above. In addition, theCompany will continue to give due consideration to any applicablegender targets in its search to find suitable Board candidates
and to actively seek female candidates. However, the Company
believes that candidates should not be recruited based on theirgender alone; the capabilities and skills of potential candidates
are most important in this respect.
Therefore, the importance of diversity, in and of itself, should
not set aside the overriding principle that someone should berecommended, nominated and appointed for being “the right
person for the job”.
The Company values diversity in the broadest sense, ranging
from gender to ethnicity. To this end, the Company is committed
to promoting, supporting and leveraging initiatives to increase thediversity within its workforce, as well as at top management andBoard levels. With the support of stakeholder input, the Company
is diligently working on building a pipeline of suitable candidates.
Through these dedicated programmes, the Company is confidentof notably improving gender diversity within a reasonable
timeframe. Although the Company has not set specific targets
with respect to particular elements of diversity, except for the
principles described in “– 4.1.1 Composition, powers and rules”
and those targets which apply by law, the Company considers
attributes such as personal background, age, gender, national
origin, experience, capabilities and skills when evaluating
new candidates in the best interests of the Company and its
stakeholders.

4

4.1.3 Enterprise Risk Management System
The Company’s long-term development and production lifecycle
make ERM a crucial mechanism for both mitigating the risks
faced by the Company and identifying future opportunities.
Applied across the Company and its main subsidiaries, ERM is apermanent top-down and bottom-up process, which is executed
across Divisions at each level of the organisation. It is designed
to identify and manage risks and opportunities. A strong focus
is put on the operational dimension due to the importance ofProgrammes and Operations for the Company.
ERM is an operational process embedded into the day-today management activities of Programmes, Operations andFunctions. The top risks and their mitigations are reported to theBoard of Directors through a reporting synthesis, consolidated
on a quarterly basis.
The ERM system is articulated along five axes:–– Anticipation: early risk reduction and attention to emerging
risks;–– Speak-up and early warnings;–– Robust risk mitigations;–– Opportunities; and–– Strong Governance.

4.1.3.1 ERM Process
The objectives and principles for the ERM system as endorsed by
the Board of Directors are set forth in the Company’s ERM Policy
and communicated throughout the Company. The Company’s
ERM Policy is supplemented by directives, manuals, guidelines,
handbooks, etc. External standards which contribute to theCompany’s ERM system include the standards as defined by
the International Organisation for Standardisation (“ISO”).
The ERM process consists of three elements:–– a strong operational dimension, derived from ISO 31000 –to enhance operational risk and opportunity management,
looking in particular at identifying and mitigating Single Pointsof Failure (SPOF);–– a reporting dimension (bottom up and top down), whichcontains procedures for the status reporting of the ERM
system and the risk/opportunity situation;–– a ERM confirmation dimension, which comprises proceduresto assess the effectiveness of the ERM system.
The ERM process applies to all relevant sources of risks andopportunities that potentially affect the Company’s activities,
its businesses and its organisation in the short-, mid- and longterm. The ERM process is part of the management process andinter-related with the other processes.

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4. Corporate Governance /4.1 Management and Control

All the Company’s organisations, including Divisions, subsidiaries
and controlled participations, commit to and confirm theeffective implementation of the ERM system. The annual ERM
Confirmation Letter issued by each organisation is the formal
acknowledgement about the effectiveness of the ERM system.
For a discussion of the main risks to which the Company is
exposed, see “– Risk Factors”.

4.1.3.2 ERM Governanceand Responsibility
The governance structure and related responsibilities for the
ERM system are as follows:–– the Board of Directors supervises with support of the Audit
Committee the strategy and business risk and opportunities
as well as design and effectiveness of the ERM system;–– the CEO, with the top management, is responsible for aneffective ERM system. He is supported by the CFO, who
supervises the Head of ERM, and the ERM system design
and process implementation;–– the Head of ERM has primary responsibility for the ERM
strategy, priorities, system design, culture development andreporting tool. He supervises the operation of the ERM system

and is backed by a dedicated risk management organisationin the Company focusing on the operational dimension, early
warning and anticipation culture development while actively
seeking to reduce overall risk criticality by challenging thebusiness. The risk management organisation is structured asa cross-divisional Centre of Competence (“CoC”) and pushes
for a proactive risk management;–– the management at executive levels has the responsibility
for the operation and monitoring of the ERM system in its
respective areas of responsibility and for the implementationof appropriate response activities to reduce risk and seize
opportunities, considering the recommendations of theinternal and external auditors.

4.1.3.3 ERM Effectiveness
The ERM effectiveness is analysed by ERM CoC, based on ERM
reports, confirmation letters, in situ sessions (e.g., risk reviews)
and participation to key controls (e.g., major Programme Maturity
Gate Reviews), Risk & Opportunity Deep Dives proposed by the
ERM CoC and performed by the functions with the involvement
and support of the ERM CoC, and Corporate Audit, based oninternal corporate audit reports.

The combination of the following controls is designed to achieve reasonable assurance about ERM effectiveness:

166

Organisation

Explanations

Board of Directors /Audit Committee

Regular monitoring
The Board of Directors and the Audit Committee review, monitor and supervise the ERM system.
Any material failings in, material changes to, and/or material improvements of the ERM system which areobserved, made and/or planned are discussed with the Board of Directors and the Audit Committee.

Top Management

ERM as part of the regular divisional business reviews
Results of the operational risk and opportunity management process, self-assessments and confirmation
procedures are presented by the Divisions or other Airbus’ organisations to top management.

Management

ERM confirmation letter procedure
Entities and department heads that participate in the annual ERM compliance procedures must sign ERM
Confirmation Letters.

ERM CoC

ERM effectiveness measurement
Assess ERM effectiveness by consideration of ERM reports, ERM confirmations, in situ sessions(risk reviews etc.), participation to key controls (e.g., major Programme Maturity Gate Reviews).

Corporate Audit

Continuous monitoring and audits on ERM
Provide independent assurance to the Audit Committee on the effectiveness of the ERM system.

E&C

Alert System
Detect deficiencies regarding conformity to applicable laws and regulations as well as to ethical business principles.

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4. Corporate Governance /4.1 Management and Control

4.1.3.4 Board Declaration
Based on the Company’s current state of affairs, the reports
made directly available to the Board of Directors, coming fromdifferent processes, audits and controls and the information it
received from management, the Board of Directors believes tothe best of its knowledge that:–– the internal risk management and control systems provide
reasonable assurance that the financial reporting does notcontain any material inaccuracies;–– this report provides sufficient insight into any material failings in
the effectiveness of the internal risk management and control
systems;–– it is justified that the Financial Statements have been preparedon a going concern basis; and–– this report states the material risks and uncertainties that are
relevant to the expectation of the Company’s continuity forthe period of 12 months after the preparation of the report.
It should be noted that no matter how well designed, the internalrisk management and control system has inherent limitations,such as vulnerability to circumvention or overrides of thecontrols in place. Consequently, no assurance can be giventhat the Company’s internal risk management and system andprocedures are or will be, despite all care and effort, entirely
effective.

4

4.1.4 Internal Audit
In accordance with Principle 1.3 of the Dutch Code, Airbus
Corporate Audit & Forensic assesses and provides objective
assurance on the design and effectiveness of the Company’srisk management, internal controls and governance systems.
Its mandate is set out in the Airbus Corporate Audit and Forensic
Charter.
Corporate Audit & Forensic engages in the independent andobjective corporate assurance activities of internal auditing andforensic investigations. It supports the Company in improving
its operations and accomplishing its objectives by bringing asystematic and disciplined approach to evaluate and improve theeffectiveness of the organisation’s governance, risk management
and internal controls. The function includes a team of forensic
specialists who assist Airbus and the Legal and Compliancefunction by leading and supporting investigations of complianceallegations.

The department’s independence is established by direct
reporting to the Audit Committee and by access to the CEO.
Corporate Audit & Forensic adheres to the Institute of Internal
Auditor’s Definition of Internal Auditing, Code of Ethics andInternational Standards for the Professional Practice of Internal
Auditing as well as relevant policies and procedures of theCompany. The department was recertified by the Institut françaisde l’audit et du contrôle internes (IFACI) in 2018.

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4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officers

4.2 Interests of Directors and Principal
Executive Officers
4.2.1 Remuneration Policy
The Remuneration Policy covers all Members of the Board of
Directors: the CEO (who is the only Executive Director) and theother Members of the Board of Directors (who are the NonExecutive Directors).
Pursuant to a resolution to that effect, the General Meetingmay (re)adopt, amend or supplement the Remuneration Policyon the basis of a proposal by the Board of Directors at therecommendation of the RNGC.
The Board of Directors, at the recommendation of the RNGC,
may decide to deviate temporarily (and ultimately until the General
Meeting adopts an amended version of the Remuneration Policy
following the occurrence of such deviation) from any element of
the Remuneration Policy as outlined below, if this is necessary toserve the long-term interests and sustainability of the Company
or to assure its viability.
The Remuneration Policy in the form set out below in thischapter 4.2.1 has been adopted by the AGM held in 2020 witheffect as of 1 January 2020. Given the robust structure of theRemuneration Policy, which was recognised by the positive
outcome (with a very high score) of the most recent vote at theCompany’s general meeting on the Remuneration Policy, theBoard of Directors does not believe that amendments to theRemuneration Policy are required this year.
The Remuneration Policy shall be posted on the Company’s
website as part of the Company’s annual report of the Boardof Directors.

4.2.1.1 Executive Remuneration –Applicable to the CEOa) Remuneration Philosophy
The Company’s remuneration philosophy aims to provide
remuneration that will attract, retain and motivate high-calibre
executives, whose contribution will ensure that the Company
achieves its strategic and operational objectives, thereby
delivering long-term sustainable returns for all shareholders andother stakeholders in a manner consistent with the Company’s
identity, mission and corporate values.
The Board of Directors and the RNGC are committed to making
sure that the Executive remuneration structure (i) is transparent
and comprehensive for all stakeholders, (ii) is consistent and168

Airbus / Annual Report – Registration Document 2020aligned with the interests of long-term shareholders, also taking
into consideration the employment conditions of the Company’s
employees and (iii) incentivises further the Company’s corporate
values by basing variable remuneration components also on
the achievement of non-financial targets and metrics using
environmental, social or governance criteria via the Responsibility
and Sustainability (“R&S”) performance measure.
Before setting the targets to be proposed for adoption by the
Board of Directors, the RNGC considers the financial outcome
scenarios of meeting performance targets, including achieving
maximum performance thresholds, and how these may affectthe level and structure of the Executive remuneration, as well as
potential risks for the Company’s business which may result fromvariable compensation. The Board of Directors shall also consider
these aspects, based on the RNGC’s recommendations.
Also, before making a recommendation relating to the
remuneration of the CEO, the RNGC and the Board of Directors
shall take note of the views of the CEO with regard to the amount,level and structure of his or her remuneration.

b) Total Direct Compensation and Peer GroupThe CEO’s total direct compensation (“Total Direct
Compensation”) comprises a base remuneration (“BaseSalary”), an annual variable short-term remuneration (“Annual
Variable Remuneration” or “VR”) and a LTIP. The three elementsof the Total Direct Compensation are each intended to comprise
one-third of the total, assuming the achievement of performance
conditions is 100% of the applicable targets.
The level of the Total Direct Compensation for the CEO (BaseSalary, VR and LTIP) is set by reference to the median of an
extensive peer group (as described in paragraph 4.2.1.4.B itema) below) and takes into account the scope of the role of the
CEO and the level and structure of executive rewards within the
Company. The benchmark is regularly reviewed by the RNGC
with the support of an independent consultant and is based ona peer group which comprises:–– global companies in the Company’s main markets (France,
Germany, UK and US), excluding financial institutions; and–– companies operating in the same industries as the Company
worldwide.

4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officers

The elements of the Total Direct Compensation are described below:
Remuneration Element

Main Drivers

Performance Measures

Target and Maximum

Base Salary

Reflects market valueof position.

Not applicable

1/3 of Total Direct Compensation(when performance achievement
is 100% of target).

Variable
Remuneration

Rewards annual
performance basedon achievement ofCompany performancemeasures and individual
objectives.

LTIP

Rewards long-term
commitment andCompany performance,and engagement basedon financial targets
aligned with long-term
objectives subject tocumulative performanceover a three-year period.

Collective (50% of VR):
divided between EBIT(1) (40%);
Free Cash Flow(2) (40%)
and R&S (20%).
Individual (50% of VR): Achievementof annual individual objectives,
divided between Outcomes
and Behaviour.
Vesting ranges from 0% to 150%
of initial grant, subject toperformance over a three-year
period. In principle, no vesting if
cumulative EBIT is negative.
If cumulative EBIT is positive,
vesting from 50% to 150%
of grant based on EPS (75%)
and Free Cash Flow (25%).

The VR is targeted at 100%of Base Salary for the CEO anddepending on the performance assessment,
ranges from 0% to 200% of target.
The VR is capped at 200% of Base Salary.

The original allocation to the CEO is capped
at 100% of Base Salary at the time of grant.

---

4

The following caps apply
to Performance Units:
overall pay-out is capped at a maximumof 250% of the original value at the dateof grant;
the value that could result from shareprice increases is capped at 200% of thereference share price at the date of grant.

(1) The Company continues to use the term EBIT (earnings before interest and taxes). It is identical to Profit before finance cost and income taxes as defined by IFRS Rules.
(2) Airbus defines the alternative performance measure Free Cash Flow (“FCF”) as the sum of (i) cash provided by operating activities and (ii) cash used for investing activities,
less (iii) change of securities, (iv) contribution to plan assets for pension schemes, (v) realised treasury swaps and (vi) bank activities. It is a key indicator which allows the Company
to measure the amount of Cash Flow generated from operations after cash used in investing activities.

The following graphic depicts three relevant scenarios for the outcome of the Total Direct Compensation:

Below Threshold
TargetMaximum
0Base Salary

1

2

3

Variable Remuneration (VR)

4

5

6

LTI paid in cash

7

8

LTI paid in shares

Indications assume a Base Salary of € 1.35 million, but the Board of Directors may revise the Base Salary based on the recommendationsof the RNGC.
“Below Threshold” includes annual Base Salary; VR at 0%; LTIP not vesting.
“Target” includes Base Salary, VR at target and LTIP grant face value in cash and in shares.

“Maximum” includes Base Salary; maximum VR value (200% of VR at target); maximum LTIP cash grant projected at vesting date
(250% of grant value); maximum performance applicable to the number of shares granted (150%). The final value of Performance
Shares depends on the share price development which is not capped.

c) Base Salary
The CEO’s Base Salary is determined by the Board of Directors, taking into account the peer group analysis mentioned above.

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4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officersd) Annual Variable Remuneration
The Variable Remuneration is a cash payment that is paid following the end of each financial year, depending on the achievementof specific and challenging performance targets as determined at the beginning of each financial year. The level of the CEO’s
Variable Remuneration is targeted at 100% of the Base Salary; it is capped at a maximum level of 200% of the Base Salary.
The entire variable remuneration is at-risk, and therefore if performance targets are not achieved as per the defined objectives
agreed by the Board of Directors, no variable remuneration is paid.
The performance measures that are considered when awarding the variable remuneration to the CEO are split between common
collective performance measures and individual performance measures.

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

FCF (Free Cash Flow)
Annual, M€ (40%)

EBIT (Earnings before Interest & Tax)
Annual, M€ (40%)
Measures operational profitability
Driven by revenues and operating
expenses

Measures cash generation
Driven by cash provided by/used for operating
and investment activities

AirbusExecutives
commoncollective
financial
targets

R&S
Annual, % (20%)
Criteria giving effect to the R&S component
could be related to health & safety, climate
and/or people

Individual Component
The individual element (“Individual Component”) focuses on Outcomes and Behaviour (as defined below). Individual performanceis assessed in these two important dimensions, which both contribute to the Company’s remuneration philosophy. Among othermatters, corporate social responsibility and the Company’s corporate values are considered as part of this assessment.
–– Outcomes encompass various aspects of what the CEO can do to contribute to the success of the business: specific businessresults he achieves, projects he drives and processes he improves. The individual targets of the CEO are comprehensive andshared with all employees via the Top Company Objectives.
–– Behaviour refers to the way results have been achieved, which is also critical for long-term success: how the CEO and theBoard of Directors work as a team, how the CEO leads the Executive Committee, quality of communication, encouragement ofinnovation, etc. A specific part of the behaviour assessment relates to Ethics, Compliance, Quality and other Sustainability matters.

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4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officers

The performance of the Individual Component is measured by the RNGC for the CEO and for all the other members of the Executive
Committee.
The RNGC discusses the level of achievement of every single target and derives a combined target achievement level for theoutcomes. The behavioural part of the Individual Component is also discussed by the RNGC and constitutes an adjustment
factor for the target achievement of the outcomes. Finally, the RNGC proposes to the Board of Directors the compound Individual
Component of the CEO target achievement made up from the outcomes and behavioural achievements.

e) Long-Term Incentive Plan
The CEO participates in the Company’s LTIP in order to increase the alignment with shareholders’ interests. The LTIP allows theaward of Performance Units (“Performance Units” or “Units”) and/or Performance Shares (“Performance Shares” or “Shares”).
The value of the CEO’s LTIP allocation is capped at 100% of the Base Salary at the date of grant and subject to performance
conditions. The achievement of the performance criteria is assessed by the RNGC after a three-year period based on relevant
financial criteria during this period of three years with stringent targets set in advance and agreed by the Board of Directors at therecommendation of the RNGC.
At the end of this three-year period, the grant is subject to a performance calculation to determine whether and to what extent
it should vest. Depending on this calculation (i) Performance Units will vest in two tranches, the payment of which takes placeapproximately 6 and 18 months following the end of the performance period and (ii) Performance Shares will vest in one tranche,
approximately six months following the end of the performance period. This is depicted in the graphic below:

Y

4

Performance calculation
determines the number of Unitsand Shares that may vest

GRANT DATE
Face value at grant date
Allocation policy

Y+1

Y+2

Y+4

Y+5

Vesting in CASH

X

X

Vesting in SHARES

X

Y+3

Performance period 3 years

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

Earnings per Share (75%)
Average over 3 years, €Measures profitability
Driven by net income and number of shares

Free Cash Flow (25%)
Cumulated over 3 years, M€
Measures cash generation
Driven by cash provided by/used
for operating and investment activities

The vesting of Performance Units and Shares is subject to the following maximum cap:–– the maximum level of vesting is 150% of the number of Units/Shares granted.
The vesting of Performance Units is subject to the following maximum caps:–– the value that could result from share price increases is capped at 200% of the reference share price at the date of grant; and–– the overall pay-out is capped at 250% of the value at the date of grant.
Performance Units and Performance Shares that vest in accordance with the terms and conditions applicable to them are settled
without further action being required by the beneficiary.
For each payment in cash, one Unit is equal to the value of one Airbus SE share at the time of vesting. The Airbus SE share value
is the average of the opening share price, on the Paris Stock Exchange, during the 20 trading days preceding and including therespective vesting dates.
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4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officersf) Share Ownership Guideline
The Board of Directors has established a share ownershipguideline pursuant to which the CEO is expected to acquire
Airbus SE shares with a value equal to 200% of the Base Salaryand to hold them throughout his or her tenure.

g) Benefits
The benefits offered to the CEO are similar to the benefits granted
to other executives of the Company and comprise, among othermatters, medical, death and disability coverage (both througha social security system or a company plan, depending on thecontractual agreement with the CEO), a company car and usual
facilities.
Unless the law provides otherwise, the costs and expenses of
the CEO are covered, including reasonable costs of defending
claims, under the conditions set forth in the insurance policy
subscribed by the Company. Under circumstances excluded by
the insurance policy, such as an act or failure to act by the CEO
that can be characterised as intentional, intentionally reckless, orseriously culpable, there will be no entitlement to any coverage.

h) Retirement
The CEO is entitled to retirement benefits through mandatory
applicable state and collective pension plans.
The CEO participates also in a Company pension contributions
based plan. This plan consists of an annual pension contributionof 20% of the annual pensionable remuneration (as describedin paragraph 4.2.1.4.B item h) below) subject to applicable local
practices (if any).

i) Clawback
In accordance with Dutch law, the Board of Directors may
adjust a “bonus” (as defined under Dutch law, including
short-term remuneration and awards under the Long-Term
Incentive Plan subject to performance criteria) awarded
to the CEO to a suitable level, if payment or satisfaction ofthat bonus would be unacceptable under the standards ofreasonableness and fairness. Also, the Company may reclaim
a bonus already paid, in whole or in part subject to applicable
local legal requirements if any, to the extent that such payment
was made on the basis of incorrect information regarding
the achievement of the targets, objectives and/or conditions
underlying the bonus or regarding the circumstances on which
the bonus was dependent. The Non-Executive Directors, or a
special representative designated by the General Meeting, may
demand such repayment on the Company’s behalf.
Any such adjustment or clawback will be reported in the notesof the relevant Financial Statements of the Company.

j) Loans
The Company does not provide loans or advances to the CEO.

k) Severance
In case of termination of the CEO’s duties at the initiative of theBoard of Directors, the CEO shall be entitled to an indemnity
equal to one (1) time the last Total Annual Remuneration(defined as Base Salary and VR most recently paid) subject
to applicable local legal requirements if any, and provided thatthe performance conditions (as described in paragraph 4.2.1.4
item k) below) assessed by the Board of Directors have been

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fulfilled. If the CEO’s appointment as member of the Boardof Directors terminates within a period of 12 months or less prior
to his retirement date, the termination indemnity will be limited by
pro-rating its amount. This will not apply if the CEO’s mandate
is terminated for cause (misconduct), in case of resignation or
termination on or after his retirement date.
The CEO’s appointment terms and conditions include a
non‑compete clause, which applies for a maximum of one year.
The compensation under the non-compete clause is equal to
50% of the last Total Annual Remuneration (defined as Base
Salary and VR most recently paid) subject to applicable local
legal requirements if any and paid in monthly instalments.
Past LTIP awards may be maintained, in such cases as in thecase of retirement or if a mandate is not renewed by the Company
for a reason other than cause (misconduct). The vesting ofpast LTIP awards follows the rules and regulations of the LTIP
including performance conditions and is not accelerated in any
case. LTIP awards are forfeited for executives who leave theCompany at their own initiative, but this is subject to review by
the Board of Directors.
The term of the CEO’s appointment is linked to his or her mandate
as member of the Board of Directors. The termination of the
CEO’s appointment may be subject to a notice period of six
months, except if the CEO’s appointment is terminated for cause(misconduct), in which case the CEO’s appointment may beterminated immediately, or in case of non-renewal of the CEO’s
mandate by the General Meeting.

4.2.1.2 Non-Executive Remuneration –Applicable to Non-Executive
Directors
The Company’s Remuneration Policy with regard to NonExecutive Directors aims at ensuring fair compensationand protecting the independence of the Board’s Members.
Their remuneration should be commensurate to the time spentand the responsibilities of their role on the Board of Directors.

Fees and Entitlements
Non-Executive Directors are entitled to the following remuneration
components:–– a base fee for membership or chair of the Board of Directors;–– a Committee fee for membership or chair on each of theBoard’s Committees;–– an attendance fee for the attendance of Board meetings(subject to such conditions as may be imposed by the Boardof Directors at the recommendation of the RNGC); and–– an attendance fee for the attendance of Committee meetings
if and when such Committees would have more than fourCommittee meetings per year (whether these meetings areheld physically or by phone).
Each of these fees is a fixed amount that is determined by the
Board of Directors from time to time, at the recommendationof the RNGC.
Committee chairmanship and Committee membership fees are
cumulative if the concerned Non-Executive Director belongs to
two different Committees. Fees are paid twice a year at the endof each semester (as close as possible to the Board meeting
dates).

4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officers

Non-Executive Directors do not receive any performance orequity- related compensation, and do not accrue pension rights
with the Company in the frame of their mandate, except what theywould receive in the frame of a current or past executive mandate.
These measures are designed to ensure the independence ofBoard Members and strengthen the overall effectiveness of theCompany’s corporate governance.

For the reasons indicated in the Board Report issued in 2020, theimpact of the penalties resulting from the settlements reachedin January 2020, with the PNF, SFO, and the DoJ resolving
the authorities’ investigations have not been considered in theassessment of the 2019 Variable Remuneration, and will not
be considered in the assessment of the ongoing and future
incentive plans.

The Company does not encourage Non-Executive Directors topurchase Airbus SE shares.

The CEO’s remuneration for the year 2020 has been impacted
by the COVID-19 crisis (including the impact on the Variable
Remuneration, as further detailed below as any employee
having a Common Collective Component in her/his Variable
Remuneration, and the absence of dividend payments in relation
to Airbus SE shares as any other shareholder) without need foradaptation of the Remuneration Policy due to the exceptional
circumstances, as confirmed by the Board of Directors uponrecommendation of the RNGC. It has proved to be in line with theexperience of the stakeholders. Furthermore, the CEO decided to
donate the equivalent of his 2019 Annual Variable Remuneration
paid in 2020 to non-governmental organisations (“NGOs”) andhumanitarian organisations, predominantly the partners of the
Airbus Foundation and the Airbus Foundation itself.

The Company does not provide loans or advances to the NonExecutive Directors.
Unless the law provides otherwise, the Non-Executive Directors
shall be reimbursed by the Company for various costs andexpenses, including reasonable costs of defending claims.
Under certain circumstances, such as an act or failure to act
by a Member of the Board of Directors that can be characterised
as intentional, intentionally reckless, or seriously culpable, there
will be no entitlement to this reimbursement.

4.2.1.3 Implementation of theRemuneration Policy in 2020: CEOThis paragraph 4.2.1.3 describes how the Remuneration Policy
was implemented in 2020 with respect to the CEO (Mr GuillaumeFaury). As a reminder, the AGM held in 2020 approved theRemuneration Policy through resolution 6 with a very high levelof support.
In line with the Remuneration Policy and the expectation of the
RNGC and the Board of Directors, the policy is intended toresult in a remuneration that will retain and motivate a highcalibre executive, while taking into account best practices as wellas employee and shareholder considerations. It should help toensure that the Company achieves its strategic and operational
objectives, thereby delivering long-term sustainable returns forall shareholders and other stakeholders in a manner consistent
with the Company’s identity, mission and corporate values.

4a) Benchmarking
The latest benchmarks performed in the last years were based on
the relevant peer group composed of 76 companies(1) selectedfrom CAC40 in France, DAX 30 in Germany, FTSE 100 in the UK
and DJ 30 in the US as well as large European companies having
comparable economic indicators such as revenues, number of
employees and market capitalisation. Financial institutions were
excluded from the peer group.
Based on a review performed by the RNGC in the last years
with the assistance of an independent consultant, Willis
Towers Watson, it was concluded that the CEO’s Total Direct
Compensation was at the median level of the peer group as
defined in paragraph 4.2.1.1 item b) above.
In addition to external benchmark, the RNGC considers also the
remuneration of employees through the review of the evolutionof the pay-ratio (see 4.2.1.3 item j)).

b) Base Salary
The CEO’s Base Salary level on a full year basis is unchanged compared to 2019 and amounts to € 1,350,000 (lowered from theBase Salary of the former CEO: € 1,500,000).

(1) France: Air Liquide, Michelin, PSA, Renault, Saint-Gobain, Sanofi, Schneider Electric.
Germany: BASF SE, Bayer Aktiengesellschaft Bayerische Motoren Werke Aktiengesellschaft, Daimler AG, Deutsche Lufthansa, Deutsche Post AG, Deutsche
Telekom AG, E.ON SE, Henkel AG & Co., RWE Aktiengesellschaft, Siemens Aktiengesellschaft, Thyssen Krupp AG.
UK: Anglo American, BP, GlaxoSmithKline, Glencore, Imperial Tobacco, Rio Tinto, Rolls-Royce, Royal Dutch Shell, Unilever.
Spain: Acciona, Amadeus, Dia, Enagás, Endesa, Ferrovial, IAG, Meliá Hotels, Naturgy (Gas Natural Fenosa), Repsol, Telefónica.
US: Alcoa, Altria, American International Group, Amgen, AT&T, Bechtel Nuclear, Security & Environmental, Best Buy, Cisco Systems, Coca-Cola, Colgate-Palmolive,
Comcast, CVS Health, DuPont, GE Aviation, GE Healthcare, General Dynamics, General Motors, Hewlett-Packard, Honeywell, IBM, Ingersoll Rand, Intel, Johnson& Johnson Kimberly- Clark, L3 Technologies, Lockheed Martin, McDonald’s, Microsoft, Northrop Grumman, Target, United Technologies, Wal-Mart, Walt Disney.

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4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officersc) Annual Variable Remuneration
As stipulated in the Company’s Remuneration Policy, the CEO’s VR is targeted at 100% of the Base Salary and capped at 200%of the Base Salary. It is subject to the fulfilment of collective and individual performance targets.
For 2020, the VR of the CEO amounts to an aggregate of € 1,404,000 composed of € 391,500 (58%) for the Common Collective
Component and € 1,012,500 (150%) for the Individual Component.

Variable
Remunerationof CEO in 2020:€ 1,404,000

Individual part:€ 1,012,500
Achievement:
150%

Common Collective
Component:€ 391,500
Achievement:
58%

Performance Achievement – Common Collective Component
According to the policy applicable for the financial year 2020, the Common Collective Component for the Company consolidated
achievement amounts to 58%. It is based on an achievement of 20% of target EBIT, 27% of target Free Cash Flow, and 200% of
target R&S. These criteria apply to all executives having a Common Collective Component in their variable remuneration.
As one of the Company’s priorities is to provide a safe and inclusive working environment, it was decided early 2020 that the R&S
target for 2020 should be a 15% reduction in Airbus’ accident frequency rate (measured by the rolling Lost Time Injury Frequency
rate (“FR1”), which is the monthly number of lost time injuries per million worked hours averaged over 12 months) compared to
2019. Safety is reviewed across the whole group as further detailed in the Health and Safety Section 1.1.7 b) and Airbus’ FR1
performance is reported on a monthly basis to the CEO for his health and safety review.
EBIT

20%

FCF

27%

= 58%
200%

R&S (FR1)

MinimumAchievement0%

MaximumAchievement
200%

The exceptionally low level of achievement for EBIT and Free Cash Flow is explained by the significant impact of COVID-19 on Airbus
Commercial performance, partly mitigated by the A400M positive achievements. Given its prominent size, Airbus Commercial
counter performance could not be compensated by the strong achievements of Airbus Helicopters and Airbus Defence and Space.
Normalisations were made to exclude exceptional events such as currency exchange differences or restructuring.
Finally, R&S annual target has been overachieved by more than 200% in the exceptional COVID-19 circumstances. The initial
objective was to decrease the FR1 from 6.18(1) to 5.25. At the end of 2020, FR1 has been measured at 3.81.
For 2021 R&S component, in addition to the FR1 value driver used in 2020, the Board of Directors decided to select a climate
value driver in line with its significant impact in the materiality assessment of the Company’s approach to R&S (See “– Informationon the Company’s Activities – Non-Financial Information – 1.2.1 Airbus’s Approach to Sustainability” and “– 1.2.3 (b) Health and
Safety”). In order to support the Company’s target of reducing CO2 emissions by 40% by 2030, the Board of Directors decided
to translate this ambition into a concrete objective and include the CO2 reduction target in the collective variable remuneration of
the CEO and all executives. The objective proposed for 2021 is a reduction of 3% versus our actual 2020 CO2 emissions of ourindustrial sites and operations. The reference used for 2020 takes into account the effect of the COVID-19 crisis on the production
rates while keeping our 2030 target in mind.
It was therefore decided that for 2021 the R&S component would be composed as follows: FR1 for 50% and CO2 avoidance for 50%.
(1) The 6.18 figure corresponds to the 2019 FR1 figure of 5.58, but includes apprentices and temporary employees together with the Airbus’ active workforce.

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4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officers

Performance Achievement – Individual Component
The Individual Component in 2020 results from an achievement level of 150% out of 200%, assessed by the RNGC and approvedby the Board of Directors on the basis of the CEO’s performance and behaviour, mostly with respect to the way the Company
reacted to the COVID-19 pandemic, and remained focused on its strategic agenda.
The Company works with TCOs to measure its performance. They have been adapted to focus on the critical objectives that had
to be achieved in order to successfully navigate the COVID-19 environment. The TCOs mirror the Company’s business focus andits core pillars of safety, quality, integrity, and compliance whilst protecting the core business by securing deliveries.
The main factors determining the achievement level, included, but not limited to:

Outcomes–– Health and Safety–– Protection of people in the early stages of the crisis. Redefining the basic processes and standards at Airbus, in particular in
the production environment,–– Contribution to broader society in different forms including sourcing and carrying millions of masks with Airbus flight test aircraft,designing and manufacturing ventilators and visors,–– Defining and implementing more sustainable ways of working under stricter and evolving sanitary conditions;–– Operational–– Securing the supply chain and initiation of monitoring system and support for suppliers at risk,–– Stabilisation of end-to-end planning and achievement of nominal flow on Single Aisle FAL under the hampering circumstances
created by the pandemic-related restrictions and contingencies,–– 566 commercial aircraft deliveries to 87 customers in 2020, in line with the production adaptation plan set out in April 2020 in
response to the pandemic while managing the backlog orders in a volatile market,–– Delivery of 300 rotorcraft by Airbus Helicopters worldwide, resulting in a stable 48% share of the civil and parapublic market,–– Successful certifications: joint EASA and FAA Type Certification received for the A330-800 and the five-bladed H145, EASAType Certification received for the multi-role twin engine H160, marking a new chapter for the programme,–– Launch of the demonstrator phase for the FCAS through the award by the Governments of France and Germany of the initialframework contract (Phase 1A) to Airbus Defence and Space and Dassault Aviation, together with their partners MTU AeroEngines, Safran, MBDA and Thales,–– Successful completion of the IOC of the European Space Agency’s Solar Orbiter spacecraft,–– Rapid and efficient rollout of GSuite in the crisis as well as implementation of information management and security adaption
measures required to allow safe remote working and ensure business continuity,–– Progress on security matters including a reorganisation of the function now reporting directly to the CEO, the reshaping of thegovernance towards a Company-wide risk-based approach;–– Commercial–– Commercial Aircraft backlog management and commercial renegotiations to support customers and regain some visibility forthe internal and external industrial system,–– Securing a total of 383 new commercial aircraft orders (net: 268 orders), demonstrating continued customer endorsements
across all market segments,–– 289 gross orders (net: 268 orders) logged by Airbus Helicopters in a challenging market heavily impacted by the pandemic,–– Signing by Airbus Defence and Space of a: (i) contract to deliver 38 new Eurofighter aircraft to the German Air Force; and(ii) major contract for the development, supply and integration of 115 Eurofighter ESCAN Radars for the German and Spanish
Eurofighter fleet;–– Balance Sheet–– Early business adaptation and robust and efficient cash containment measures introduced at the start of the pandemic,–– Early securing of additional credit lines, to gain access to liquidity in view of the unknown impacts of the pandemic,–– Airbus’ resilience in the most challenging crisis to hit the aerospace industry demonstrated by the 2020 financials: FY revenues€ 49.9 billion; FY EBIT Adjusted € 1.7 billion; FCF before M&A and customer financing FY € -6.9 billion (Q4 € 4.9 billion); Net
cash position at € 4.3 billion;–– Innovation–– Development of an innovative e-delivery solution to overcome international travel restrictions, allowing customers to receive theiraircraft while minimising the need for their teams to travel. Such solution represented more than 25% of the 2020 deliveries,–– First free flight of the Airbus Helicopters’ VSR700 UAS prototype successfully performed,–– Strong progress of the Airbus de-carbonisation agenda and collaboration with state agencies for broader industry alignment
on future R&T priorities,–– Revelation by Airbus of the three concepts for the world’s first zero-emission commercial aircraft to enter into service by 2035.

4

Behaviour–– Ethics & Compliance, Sustainability, Stakeholder Relations–– Successful management of the COVID-19 crisis by the whole management team recomposed in 2019, under the leadershipof the CEO,–– As highlighted by the Board evaluation, strengthened and increased communication between the management team and theBoard of Directors, co-ordinated by the Chairman and CEO who developed an efficient and trustful relationship,

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4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officers–– Continuous transparent information sharing to the Board of Directors, Executives and more generally all employees about theCompany’s situation (including financial and operation status as well as the Health & Safety status of the workforce), that proved
to be of real support in terms of giving direction and meaning to ensure continuous engagement in an unprecedented crisis,–– Setting the tone at the top by promoting a strengthened approach to Ethics, Compliance and Sustainability throughout theCompany:——making Responsibility & Sustainability central to the Company’s Priorities, including making sustainability part of the collective
component of the Executives’ variable remuneration and formally adding such focus and responsibility into the remit of theformer Ethics & Compliance Committee,——despite the tremendous business, financial and organisational challenges faced, the Ethics & Compliance programme andAirbus’s corporate culture proved resilient during the COVID-19 crisis. In addition, significant progress was made on thedesign of the export control programme and for the anti-bribery and corruption aspects focus was made on further maturity,
digitalisation, and integration of compliance measures into existing Company,——development of a new I&D strategy tied to the Company’s objectives;–– Refocusing of the Airbus Foundation to respond to the COVID-19 pandemic by prioritising the support for humanitarian actionsof its NGO partners, transporting medical supplies in addition to organising aid transports and providing satellite imagery
following devastating floods and hurricanes around the world.

d) Long-Term Incentive Plan
2020 Grant
Under the Company’s Remuneration Policy, the CEO is eligible to receive a Performance Units and Performance Shares award
under the Company’s LTIP. The value of the Performance Unit and Share award is capped at 100% of the Base Salary at thedate of grant. During 2020, the CEO was granted an aggregate of 19,840 of Performance Units and Performance Shares.
The LTIP awards during 2020, in line with the Remuneration Policy (4.2.1.1 item b)), represent one third of the CEO’s target Total
Direct Compensation. The table below gives an overview of the Performance Units and Performance Shares granted to the
CEO in 2020 pursuant to the LTIP:
UNIT PLAN: NUMBER OF PERFORMANCE UNITS
Granted in 2020

Vesting dates

9,920

Vesting schedule is made up of two tranches over two years:(i) 50% expected in May 2024;(ii) 50% expected in May 2025.

Granted in 2020

Vesting dates

9,920

Vesting schedule is made up of one tranche:(i) 100% expected in May 2024.

Guillaume Faury

SHARE PLAN: NUMBER OF PERFORMANCE SHARES

Guillaume Faury

The grants in 2020 were performed in compliance with the performance measures (average EPS (75%) and cumulative FCF (25%))
described in paragraph 4.2.1.1 item e).

Vesting Values in 2020
In 2020, the CEO received both cash payments and vested shares in connection with the vesting of 2015 and 2016 LTIP awards:–– Cash: the total cash payment to the CEO amounted to € 287,186 in 2020.
–– Shares:–– in connection with the 2015 LTIP award, the CEO had elected that 25% of his grant should be deferred into shares.
Therefore, the CEO received 1,998 vested shares on the second vesting date for LTIP 2015 (2 June 2020),–– in connection with the 2016 LTIP award, the CEO had elected that 25% of his grant should be deferred into shares.
Therefore, the CEO received 4,272 vested shares on 7 May 2020.

176

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4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officers

LTIP overview: granting and vesting

Date ofgrants

Grant
Type Number

Shareprice at
grant
date

Value at(Un)
grant date conditional

Performanceachievement

Units withperformanceachievement

Dates
of vesting

Share value atvesting dates(1)1st vesting –31 May 2019:€ 112.62

2015

Units

10,656€ 56.31€ 600,039

Conditional

75%

7,992

2 vestings in
2019-2020

2016

Units

5,696

€ 52.67€ 300,008

Conditional

75%

4,272

2 vestings in
2020-2021

1st vesting –7 May 2020:€ 56.272016

Shares5,696€ 52.67€ 300,008

Conditional

75%

4,272

1 vesting in
2020

7 May 2020:€ 53.80

2017

Units

4,404

€ 73.81€ 325,059

Conditional

50%

2,202

2 vestings in
2021-2022

Not yet known2017

Shares4,404€ 73.81€ 325,059

Conditional

50%

2,202

1 vesting in
2021

Not yet known

2018

Units

4,208 € 106.94€ 450,004

Conditional

Not yet known

Not yet known

2 vestings in
2022-2023

Not yet known2018

Shares4,208 € 106.94€ 450,004

Conditional

Not yet known

Not yet known

1 vesting in
2022

Not yet known

2019

Units

5,530

€ 122.06€ 674,992

Conditional

Not yet known

Not yet known

2 vestings in
2023-2024

Not yet known

2019

Shares5,530€ 122.06€ 674,992

Conditional

Not yet known

Not yet known

1 vesting in
2023

Not yet known

2020

Units

9,920

€ 68.04€ 674,957

Conditional

Not yet known

Not yet known

2 vestings in
2024-2025

Not yet known

2020

Shares

9,920€ 68.04€ 674,957

Conditional

Not yet known

Not yet known

1 vesting in
2024

Not yet known

2nd vesting –2 June 2020:€ 55.724

Calculations may involve rounding to the nearest unit.
(1) Vesting will occur according to the respective rules and regulations of each plan.
NOTE: 2015 to 2018 awards were granted to Mr Faury before his appointment as CEO and should vest during his mandate.

Performance Conditions of LTIP 2017:–– The performance conditions for LTIP 2017 were determined as follows: if the Company reports a positive cumulative EBIT, aminimum portion of 50% of the Performance Units / Shares vest. If the Company reports a negative cumulative EBIT resulting
from exceptional circumstances, the Board of Directors can decide at its sole discretion to vest a maximum portion of 50% of
the Performance Units / Shares.
–– 50% to 150% of the allocation would be granted depending on the compounded achievement of the two following performance
criteria:–– 75% of average EPS (“Ave EPS”): determined on a linear basis depending on three-year Ave EPS for the 2017, 2018 and 2019fiscal years, with the three-year Ave EPS target for an allocation of 100% equal to € 4.40; and–– 25% of cumulative FCF (“Cum FCF”): determined on a linear basis depending on three-year Cum FCF for the 2017, 2018 and2019 fiscal years, with the three-year Cum FCF target for an allocation of 100% equal to € 5,774 million.
Review of Achievement of Performance Conditions:
On 17 February 2021, the Board of Directors noted the achievement of the performance conditions of the 2017 plan, i.e. for the
2018, 2019 and 2020 fiscal years. The three-year Ave EPS was € 1.83 and the three-year Cum FCF was € 4,311 million, after
normalisation to align them with policies in force when setting the target (notably IFRS 15 and A220 impacts).
The cumulative EBIT for the three-year period is positive, leading, according to the policy, to the vesting of 50% of Performance
Shares and Units. The COVID-19 crisis leads to low performance for both average EPS and Cum FCF. The positive performancesof 2018 and 2019 exercises did not mitigate the 2020 exercise strongly impacted by the sanitary crisis leading to no vesting
above 50%.

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177

4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officers

For reasons of confidentiality, the precise targets set for the
average EPS and cumulative Free Cash Flow, even though
they have been properly established and validated in a suitablemanner, cannot be publicly disclosed as these objectives are
considered as competitive sensible information. Nonetheless,Date ofgrants2015

KPI

Numberof units

Ave EPS

10,656

Cum FCF2016
2017

Ave EPS
Cum FCFAve EPS
Cum FCF11,392
8,808

in the spirit of providing the highest level of transparency to
our shareholders and to adhere to best practices, retrospective
information demonstrating the stringency of the targets set
by the Board of Directors is provide for the previous LTIP, asfollows:

Target for
a 100%
allocation

Achieved

Performanceachievementin percentage€ 4.02€ 2.9550%€ 8,281m€ 10,469m

150%€ 4.40€ 3.3550%€ 5,774m€ 11,218m

150%€ 6.00€ 1.8350%€ 9,339m€ 4,331m

50%

Compounded
performance Resulting
achievement
vestingin percentage in number

For comparison,
average EPS forthe last threereported years at
the date of grant

75%

7,992

€2.10(1)

75%

8,544

€ 2.76(2)

50%

4,404

€ 2.28(3)(1) Average EPS of 2014, 2013 and 2012.
(2) Average EPS of 2015, 2014 and 2013.
(3) Average EPS of 2016, 2015 and 2014.

Based on the above, the ratio between the fixed part of
the remuneration of the CEO in 2020 (Base Salary, annual
contribution to the Company’s defined contribution pension
plan and benefits) and the variable part of the remuneration(Variable Remuneration related to 2020 paid-out in 2021 andLTIP vesting in 2020) is 49% / 51%.

e) Share Ownership
The CEO owned 21,131 Airbus SE shares on 31 December 2020.
The CEO has engaged a personal investment plan in Airbus SE
shares to reach the target of 200% of the Base Salary by 2021.
Please refer to the AFM website www.afm.nl for any further
information related to the transactions of the CEO.

f) Employee Share Ownership Plan (ESOP)In March 2020, the Company offered all eligible employees theopportunity to subscribe to a share matching plan, throughwhich the Company matches a certain number of directly
acquired shares with a grant of matching shares. This ratio varies
depending on the number of shares acquired at fair market value
by the employees, with a maximum discount of 44%. The totaloffering was up to 2.2 million shares of Airbus SE, open to all
qualifying employees. Information about the plan can be foundon the Company’s website.
Under the umbrella of the ESOP 2020, a dedicated UK tax
advantageous Share Incentive Plan (“SIP”) was also deployedin March 2020.
Although the CEO was eligible for the plan, he did not participate in
the ESOP 2020 plan favouring the development of a shareholding
among other employees of the Company.

g) Benefits
Costs of benefits provided through applicable mandatory
collective and social security plans are accounted for amongsocial charges (please refer to Note 34 to the IFRS Consolidated
Financial Statements for further details). The monetary value ofother benefits provided to the CEO in 2020 amounts to € 33,790.

178

Airbus / Annual Report – Registration Document 2020h) Retirement
Until the end of 2019, the retirement benefit of the CEO accrued
through a defined benefit commitment which consists ofgranting a pension at retirement age equal to 50% of the Base
Salary for five years of service in the Executive Committee,
including mandatory applicable collective and state pension
plans. Such a percentage of pension would accrue graduallyto 60% of the Base Salary after ten years of service within the
Executive Committee.
Following the Board of Directors decision approved in the AGM
2020, the accrued pension rights under this commitment havebeen frozen based on the seniority of the CEO as Executive
Committee member at the end of 2019. A target replacement
ratio has therefore been set at 52% of his Base Salary (i.e. 26%of the sum of his Base Salary and his target VR) and will nolonger accrue. The pension rights under this commitment remain
unvested until the retirement date of the CEO.
The pension rights arising from the Company’s defined
contribution plan (i.e. contribution of 20% of the pensionable
remuneration, which is the Base Salary and the most recently
paid VR) are deducted from the frozen pension rights describedabove.
The present value of the remaining CEO’s pension obligation
related to the frozen defined benefit commitment is estimatedannually by an independent actuarial firm according to theinternational accounting standard IAS 19 as applied by theCompany for post-employment benefits. As of 31 December
2020, the defined benefit obligation amounted to € 9,423,777(€ 9,167,371 in 2019). This obligation has been accrued in the 2020
Consolidated Financial Statements and will be updated annually
up to the retirement date of the CEO considering future changes
on economic assumptions or other factors like salary increase.
For the fiscal year 2020, the cost related to the CEO’s pension
rights accrued under Company’s plans during the year
represented an expense of € 1,179,332 (versus a net profit of€ (2,814,868) in 2019 due to the effect of the freeze of the defined
benefit commitment).

4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officers

The annual cost of pension rights accrued under applicablemandatory collective and state pension plans are accounted
for among social charges (please refer to Note 34 to the IFRS
Consolidated Financial Statements for further details).

i) Clawback
The Board of Directors did not apply any clawback in 2020.

j) Pay Ratio
The Dutch Corporate Governance Code recommends that theCompany provides a ratio comparing the compensation of the
CEO and that of a “representative reference group” determinedby the Company.
The Company’s pay ratio is calculated by comparing the cash
compensation of the CEO with the average compensation of fulltime equivalent permanent employees from France, Germany,
the UK and Spain for the Company, excluding subsidiaries(encompassing around 94,000 employees).
The aggregate cash compensation over the 2020 fiscal year
was used as a reference amount (i.e., excluding the value ofequity incentive awards and other non-cash compensation
components). To calculate the ratio, the gross sum of the Base
Salary, annual bonus, profit and success sharing, over time,
premium for work conditions and other premiums was taken
into account.

Based on this methodology, the ratio between the cash
compensation of the CEO (i.e. the Base Salary for the CEO andthe aggregated VR related to 2019 for the former and currentCEO) and the average compensation of full-time equivalentpermanent employees for the fiscal year to which this report
relates is 38 (for 2019: 49 based on exact figures) (rounded to
the nearest integer).
Note for information on the CEO Base Salary contemplated
for 2021: The evolution of the pay-ratio between 2019 and 2020
is impacted by the change of CEO and the first impacts of the
COVID-19 crisis leading to a decrease in remuneration. However,in the current context the RNGC does not contemplate anychange in the CEO Base Salary for 2021 compared to 2020.

k) Severance
No payment has been made to the CEO in 2020 related toseverance or other termination indemnity.

4

Under the current CEO’s appointment terms and conditions,the payment of an indemnity in case of termination would be
subject to performance conditions. These conditions would be
fulfilled if the collective and individual components of the VR forthe last two financial years preceding the financial year during
which the termination occurs have been assessed by the Boardof Directors at 100% or more.

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

2020

2019

2018

2017

2016

1,350

1,392(1)

1,500

1,500

1,500

I. CEO’s direct cash compensation
Annual Base Salary (in € thousand)VR (in € thousand)

1,553

2,318

2,168

1,913

1,932

Total

2,903

3,710

3,668

3,413

3,432

Annual Variation-21.8%

+1.1%

+7.5%

-0.6%

+2.8%

II. Long Term Incentive Plan (in € thousand)(3)

1,350

1,350

-

1,500

1,500

EBIT Adjusted (in € million)

1,706

6,946

5,834

4,253

3,955

Annual Variation

-75%

+19%

+37%

+8%

-4%

FCF before M&A and customer financing (in € million)(6,935)

3,509

2,912

2,949

1,408

Annual variation

-298%

+21%

-1%

+109%

+20%

75.9

75.1

73.6

71.0

71.1

+1.0%

+2.0%

+3.6%

0.0%

(2)

III. Company Performance

IV. Employee Compensation (in € thousand)(4)Annual Variation(1) Base salary 2019 relates to the former CEO up to 10 April 2019 and to the current CEO from 10 April 2019.
(2) VR paid during the financial year at stake in relation to the previous financial year. In 2020, the VR paid is related to the former CEO from 1 January 2019 up to 10 April 2019(based on target) and to the current CEO from 10 April 2019 up to the end of the year 2019.
(3) Face value of LTIP granted in the financial year. No LTIP were granted in 2018 to the former CEO due to his future departure.
(4) Average compensation of full-time equivalent permanent employees from France, Germany, the UK and Spain for the Company, excluding subsidiaries, composed by gross sumof the Base Salary, annual bonus, profit and success sharing, over time, premium for work conditions and other premiums. For the 2020 financial year, the amount presented
is still an estimate and will be adjusted next year.

Airbus / Annual Report – Registration Document 2020

179

4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officers

4.2.1.5 Implementation of the Remuneration Policy in 2020: Non-Executive Directors
This section describes how the Remuneration Policy was
implemented in 2020 in respect of the Non-Executive Directors.
In line with the Remuneration Policy, the implementation thereofwith regard to the Non-Executive Directors aims at ensuring faircompensation and protecting the independence of the Board’s
Members. Their remuneration should be commensurate to thetime spent and the responsibilities of their role on the Boardof Directors.
The last review of the Board remuneration was undertaken
in 2018 with the support of an independent consultant.
The Board remuneration is in line with market practice,incentivises attendance and recognises the strategicrole played by the Board of Directors in the Company’s
developments. The CEO is the only Member of the Board of
Directors who is not entitled to any Board membership fee.
In 2020, Non-Executive Members of the Board of Directors wereentitled to the following fees:a) Board fees:–– fixed fee for membership of the Board of Directors (EUR /year):–– Chairman of the Board: 210,000,–– Member of the Board: 80,000;–– attendance fees (EUR / Board meeting):–– Chairman: 15,000,–– Member: 10,000.
Attendance fees shall decrease by 50% in case of an attendanceby phone or a Board meeting held by phone.

b) Committee fees:–– fixed fee for membership of a Committee (EUR / year):–– Chairman: 30,000,–– Member of a Committee: 20,000;–– attendance fee for membership of a Committee applicable
to chair and members (EUR / additional meeting above four
meetings per Committee per year, whether these meetings
were held physically or by phone):–– physical participation: 3,000 if the Chair or Member is basedin Europe and double attendance fee amount, i.e. 6,000 if
the Chair or Member is based outside Europe,–– participation by phone (whether the meeting is held
physically or by phone): 1,500.
For personal reasons, and with regards to the implementationof the Remuneration Policy approved at the AGM in 2016,
Denis Ranque decided in 2016 and onwards to waive a
portion of his remuneration as Chairman of the Board of
Directors (Board chairmanship fixum and attendance fees).
For 2020, considering the COVID-19 crisis context, Denis
Ranque decided that such a waiver will correspond to half of
his 2020 remuneration (including fixum and attendance fees)
as Chairman of the Board of the Company, equivalent to an
amount of € 43,956 (based on the number of Board meetings
held from 1 January 2020 until the end of his mandate on
16 April 2020).
Considering the COVID-19 crisis context, René Obermann
decided to waive half of his 2020 remuneration (including fixum
and attendance fees) as Chairman of the Board of the Company,
equivalent to an amount of € 115,673.
These waived amounts are contributed to several non-profit
foundations, including the Airbus Foundation.

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4. Corporate Governance /4.2 Interests of Directors and Principal Executive Officers

The remuneration of the Non-Executive Members of the Board of Directors was as follows:
2020
Fixum(1)(In €)

2019

AttendanceFees(2)

Total

Fixum(1)AttendanceFees(2)

Total

Non-Executive Board Members
René Obermann(3)117,738

76,250193,988

100,000

102,000

202,000

Victor Chu

100,000

78,000178,000

100,000

107,000

207,000

127,087

90,000217,087

114,176

105,000

219,176

Ralph D. Crosby Jr.

100,000

83,000183,000

100,000

108,500

208,500

Jean-Pierre Clamadieu(4)

Lord Drayson

120,000

80,000200,000

120,000

105,000

225,000

Mark Dunkerley(5)70,87948,000118,879000Stephan Gemkow(5)70,87958,000128,879000Catherine Guillouard(6)130,000

93,000223,000

127,265

95,500222,765
235,000

María Amparo Moraleda Martínez

130,000

85,000215,000

130,000

105,000

Claudia Nemat

100,000

80,000180,000

100,000

74,500174,500

Carlos Tavares

80,00070,000150,000

80,00065,000145,000

61,73135,00096,731

210,000

101,000

311,000

4

Former Non-Executive Board Members
Denis Ranque(7)Hermann-Josef Lamberti

(8)

Total

35,27435,00070,274

122,735

77,500200,235

1,243,588

911,250

2,154,838

1,304,176

1,046,000

2,350,176(1) Fixum includes a base fee for Board membership and Committee membership within the Audit Committee, the Remuneration, Nomination and Governance Committee(“RNGC”) and/or the Ethics, Compliance and Sustainability Committee (“ECSC”) as the case may be. The fixum for the year 2020 was paid 50% in January 2020 and 50% in
July 2020. The fixum for the year 2019 was paid 50% in January 2019 and 50% in July 2019.
(2) 2020 attendance fees include the Board attendance fees and the fees in relation to Audit Committee, RNGC and ECSC meetings. The Board attendance fees related to thefirst semester 2020 were paid in July 2020, those related to the second semester 2020 were paid in January 2021. The Committees attendance fees related to full year 2020
were paid in January 2021.
(3) Chairman of the Board of Directors since 16 April 2020. Member of the Audit Committee until 16 April 2020. Member of the former Ethics & Compliance Committee between
30 July 2019 and 16 April 2020.
(4) Member of the former Ethics & Compliance Committee between 10 April 2019 and 16 April 2020. Chair of the ECSC since 16 April 2020.
(5) Member of the Board of Directors and of the Audit Committee since 16 April 2020.
(6) Chair of the Audit Committee since 10 April 2019.
(7) Chairman of the Board of Directors and of the former Ethics & Compliance Committee until 16 April 2020.
(8) Member of the Board of Directors and of the Audit Committee until 16 April 2020.

The total aggregated remuneration (i.e. fixum and attendancefee) of the Non-Executive Members of the Board of Directors
were respectively € 2,010,910 in 2018, € 2,080,403 in 2017 and€ 1,750,768 in 2016.
The applicable fixum for Board chairmanship as well as theapplicable attendance fees for Board membership andchairmanship remain unchanged since 1 January 2016 (firstcomprehensive revision since 2007) following the decision madeat the 2016 AGM to increase the remuneration of the Chairman(fixum by € 30,000 and attendance fees by € 5,000) and double(to € 10,000) the attendance fees of the non-executive Board
Members in order to be in line with market practice, incentivise
attendance and recognise the strategic role played by the Boardof Directors in the Company developments. The applicable fixumfor Board membership as well as Committee membership andchairmanship remain unchanged since 2007.
The applicable attendance fees for Committee membership
remain unchanged since 1 January 2019 following the decision
made at the 2019 AGM to allocate an attendance fee above four

meetings per Committee per year in order to take into accountDirectors’ attendance at a greater number of Committee
meetings when the workload substantially intensifies due to
exceptional circumstances.

4.2.1.6 Miscellaneous
Policy for Loans and Guarantees Granted
The Company’s general policy is not to grant any loan to theMembers of the Board of Directors. Unless the law provides
otherwise, the Members of the Board of Directors shall bereimbursed by the Company for various costs and expenses,
like reasonable costs of defending claims. Under certain
circumstances, such as an act or failure to act by a Member ofthe Board of Directors that can be characterised as intentional,
intentionally reckless, or seriously culpable, there will be noentitlement to this reimbursement. The Company has also takenout liability insurance (“D&O” – Directors & Officers) for the
persons concerned.

4.2.2 Long-Term Incentives Granted to the Chief Executive Officer
See “– 4.3.3 Long-Term Incentive Plans”.

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4. Corporate Governance /4.3 Employee Success Sharing and Incentive Plans

4.2.3 Related Party Transactions
Reflecting Article 2:129(6) of the Dutch Civil Code, Article 18.5 of
the Articles of Association provides that “a Director shall not takepart in the deliberations or decision-making if he has a direct orindirect personal interest which conflicts with the interests of theCompany and of the enterprise connected with it. If as a result
thereof no resolution of the Board of Directors can be adopted,
the resolution is adopted by the General Meeting”.
During the years 2018, 2019 and 2020, no agreement wasentered into by the Company with one of its Directors or
principal officers or a shareholder holding more than 5% of thevoting rights of the Company outside the ordinary course ofbusiness and in conditions other than arm’s length conditions.
For more information, please refer to the “Notes to the IFRS
Consolidated Financial Statements – Note 10: Related party

transactions” for the year-ended 31 December 2020, “Notes tothe IFRS Consolidated Financial Statements – Note 9: Related
party transactions” for the year-ended 31 December 2019 and“Notes to the IFRS Consolidated Financial Statements – Note 8:
Related party transactions” for the year-ended 31 December
2018, as incorporated by reference herein.
For a description of the relationships between the Company
and its principal shareholders, see “– General Description of
the Company and its Shareholders – 3.3.2 Relationships with
Principal Shareholders”. Other than the relationships between
the Company and its principal shareholders described therein,
there are no potential conflicts of interest between the duties
to the Company of the Directors and their respective privateinterests or other duties.

4.3 Employee Success Sharing and Incentive Plans
4.3.1 Employee Success Sharing and Incentive Agreements
The Company’s remuneration policy is strongly linked to theachievement of individual and Company objectives, both foreach Division and for the overall Company. Since 2012, an annual
Performance and Restricted Unit plan has been established
for the senior management of Airbus (see “– 4.3.3 Long-Term
Incentive Plans”), and employees are offered shares at favourable
conditions within the context of an Employee Share Ownership
Plan (see “– 4.3.2 Employee Share Ownership Plans”).

Success sharing schemes which are implemented in the
Company in more than 30 countries, including France, Germany,
Spain and the UK, follow one set of common rules, ensuring aconsistent application across the group.

4.3.2 Employee Share Ownership Plans
Enabling employees to participate in the results of the Company
is a key element in the Airbus benefits policy. Since its creation,
the Company has developed a philosophy based on sharing
the added value created by the Company with all employees(including the CEO). Therefore, the Company has regularly
offered qualifying employees the opportunity to purchase shareson favourable terms through the ESOP.

According to shareholders’ resolutions adopted at the AGM, thepowers to issue shares and to set aside preferential subscription
rights of existing shareholders have been granted to the Boardof Directors at the 2020 AGM. Such powers include the approvalof ESOP.

The following table summarises the main terms of the ESOPs conducted over the last three years:
Year

Price per shareNominal value per share

Number of shares issued

Date of issuance2018€ 88.65(1) / € 84.17(2) /€ 92.57(3)€1€11,739,390
72,4293 May 2018
20 November 20182019

€ 97.76(1) / € 104.38(2) /€ 134.40(3)€1€11,728,800
55,452

2 May 201919 November 20192020

€ 136.00(1) / € 136.60(2) /€ 90.09(3)€1€1891,633
84,522

4 May 2020
18 November 2020

(1) Shares purchased within context of French group employee savings plan.
(2) Shares purchased directly.
(3) Under the umbrella of the ESOP, a dedicated UK tax advantageous Share Incentive Plan, SIP, was also deployed in 2017, 2018 and 2019.

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4. Corporate Governance /4.3 Employee Success Sharing and Incentive Plans

In 2020 and 2019, the Board of Directors approved a new
ESOP scheme. Eligible employees were able to purchase afixed number of previously unissued shares at fair market value(5, 15, 30, 50 or 100 shares). Airbus matched each fixed numberof shares with a number of the Company free shares based ona determined ratio (4, 7, 10, 13 and 25 free shares). During acustody period of at least one year, employees are restrictedfrom selling the shares, but have the right to receive all dividends
paid. Employees who directly purchased the Company shares
have, in addition, the ability to vote at the Annual Shareholder
Meetings. The subscription price was equal to the closing
price at the Paris stock exchange on 12 February 2020 (2019:13 February 2019) and amounted to € 136.60 (2019: € 104.38).
Investing through a mutual fund led to a price which corresponds
to the average price at the Paris stock exchange during the
20 trading days immediately preceding 12 February 2020(2018: 13 February 2019), resulting in a price of € 136.00(2019: € 97.76). In 2020, the Company issued and sold 671,640
ordinary shares (2019: 1,332,840) with a nominal value of € 1.00
each. In 2020, the Company issued and distributed 304,515
matching ordinary shares (2019: 451,452) with a nominal valueof € 1.00 each. Compensation expense (excluding social security
contributions) of € 34 million (2019: € 47 million) was recognisedin connection with ESOP. The Company intends to implement
an ESOP in 2021, subject to approval by the Board of Directors,
open to all qualifying employees (including the CEO). With future
ESOP, the Company intends to offer shares to eligible employees
through the issuance of shares or free distribution of shares orother existing or new securities giving access to the capital asa matching contribution. This plan would aim at favouring thedevelopment of employee shareholding.

4

4.3.3 Long-Term Incentive Plans
In 2014 and 2015, based on the authorisation granted to it by the shareholders’ meetings (see dates below), the Board of Directors
approved the granting of LTIP Performance Units and Restricted Units in the Company. The grant of so-called “units” will not
physically be settled in shares but represents a cash-settled plan in accordance with IFRS 2. Since 2016, the Board of Directors
approved an LTIP Performance Units and Performance Shares Plan.
The principal characteristics of these Performance and Restricted Units and Performance Shares as of 31 December 2020 are set
out in the “Notes to the IFRS Consolidated Financial Statements – Note 33: Share-based payment”. They are also summarised in
the tables below:
Sixteenth tranche
Date of Board of Directors meeting (grant date)

13 November 2014
Performance and Restricted Unit plan

Number of units granted(1)Performance Units

Restricted Units

1,114,962

291,420--

12,640-176,460-

Number of units outstanding
Units granted to:-- Mr Guillaume Faury*-- the ten employees having being granted the highest
number of units during the year 2014
(sixteenth tranche)

Total number of eligible beneficiaries

Vesting dates
Number of vested units

1,621
The Performance and Restricted Units will vest if the participant
is still employed by an Airbus company at the respective
vesting dates and in the case of Performance Units,
upon achievement of mid-term business performance.
Vesting schedule is made up of two payments over two years:
50% expected in June 2018;
50% expected in June 2019.

---814,238

271,275(1) Based on 100% target performance achievement. A minimum of 50% of Performance Units will vest; 100% in case of on-target performance achievement; up to a maximum of
150% in case of overachievement of performance criteria. In case of absolute negative results (cumulative EBIT* of Airbus) during the performance period, the Board of Directors
can decide to review the vesting of the Performance Units including the 50% portion which is not subject to performance conditions (additional vesting condition).
* For more information in respect of units granted to the Chief Executive Officer, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 31: Remuneration”.

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183

4. Corporate Governance /4.3 Employee Success Sharing and Incentive Plans

Seventeenth tranche
Date of Board of Directors meeting (grant date)

29 October 2015
Performance and Restricted Unit plan
Performance Units

Restricted Units

Number of units granted(1)926,398

240,972

Number of units outstanding

340,239

113,086

10,656-

156,446-

Units granted to:-- Mr Guillaume Faury*-- the ten employees having being granted the highest
number of units during the year 2015
(seventeenth tranche)

Total number of eligible beneficiaries

1,564
The Performance and Restricted Units will vest if the participant
is still employed by an Airbus company at the respective
vesting dates and in the case of Performance Units,
upon achievement of mid-term business performance.
Vesting schedule is made up of two payments over two years:
50% expected in June 2019;50% expected in June 2020.

---

Vesting dates
Number of vested units

311,473

113,711(1) Based on 100% target performance achievement. A minimum of 50% of Performance Units will vest; 100% in case of on-target performance achievement; up to a maximum of
150% in case of overachievement of performance criteria. In case of absolute negative results (cumulative EBIT* of Airbus) during the performance period, the Board of Directors
can decide to review the vesting of the Performance Units including the 50% portion which is not subject to performance conditions (additional vesting condition).
* For more information in respect of units granted to the Chief Executive Officer, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 31: Remuneration”.

Eighteenth tranche
Date of Board of Directors meeting (grant date)

25 October 2016
Performance Units and Performance Shares plan

Number of units/shares granted(1)

Performance Units

Performance Shares

615,792

621,198

1,762

1,762

432,617436,694

5,696

5,696

79,50485,200

Number of units/shares granted through Equity Pool(2)Number of units/shares outstanding
Units/shares granted to:-- Mr Guillaume Faury*-- the ten employees having being granted the highest
number of units/shares during the year 2016(eighteenth tranche)

Total number of eligible beneficiaries

Vesting dates
Number of vested units

1,671
The Performance Units and Shares will vest if the participant
is still employed by an Airbus company at the respective
vesting dates and in the case of Performance Units and Shares,
upon achievement of mid-term business performance.
Vesting schedule is made up of two payments over two years:
Performance Units:
50% expected in May 2020;
50% expected in May 2021;
Performance Shares: 100% expected in May 2020

-----

654

654

(1) Based on 100% target performance achievement. A minimum of 50% of Performance Units will vest; 100% in case of on-target performance achievement; up to a maximum of
150% in case of overachievement of performance criteria. In case of absolute negative results (cumulative EBIT* of Airbus) during the performance period, the Board of Directors
can decide to review the vesting of the Performance Units including the 50% portion which is not subject to performance conditions (additional vesting condition).
(2) Mirroring the respective plan rules and regulations, but granted at a different date based on specific Board of Directors’ resolutions.
* For more information in respect of units granted to the Chief Executive Officer, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 31: Remuneration”.

184

Airbus / Annual Report – Registration Document 2020

4. Corporate Governance /4.3 Employee Success Sharing and Incentive Plans

Nineteenth tranche
Date of Board of Directors meeting (grant date)

30 October 2017
Performance Units and Performance Shares plan

Number of units/shares granted(1)Number of units/shares granted through Equity Pool

Performance Units

Performance Shares

421,638

425,702

1,898

1,898

402,925

406,989

4,404

4,404

(2)

Number of units/shares outstanding
Units/shares granted to:-- Mr Guillaume Faury*-- the ten employees having being granted the highest
number of units/shares during the year 2017
(nineteenth tranche)

53,80857,872

Total number of eligible beneficiaries

1,601

4

The Performance Units and Shares will vest if the participant
is still employed by an Airbus company at the respective
vesting dates and in the case of Performance Units and Shares,
upon achievement of mid-term business performance.
Vesting schedule is made up of two payments over two years:
Performance Units:
50% expected in May 2021;
50% expected in May 2022;
Performance Shares: 100% expected in May 2021-----

Vesting dates
Number of vested units

9494(1) Based on 100% target performance achievement. A minimum of 50% of Performance Units will vest; 100% in case of on-target performance achievement; up to a maximum of
150% in case of overachievement of performance criteria. In case of absolute negative results (cumulative EBIT* of Airbus) during the performance period, the Board of Directors
can decide to review the vesting of the Performance Units including the 50% portion which is not subject to performance conditions (additional vesting condition).
(2) Mirroring the respective plan rules and regulations, but granted at a different date based on specific Board of Directors’ resolutions.
* For more information in respect of units granted to the Chief Executive Officer, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 31: Remuneration”.

Twentieth tranche
Date of Board of Directors meeting (grant date)

30 October 2018
Performance Units and Performance Shares plan
Performance Units

Performance Shares

278,376

281,181

Number of units/shares granted(1)Number of units/shares granted through Equity Pool

(2)

Number of units/shares outstanding

6,664

6,664

281,306

284,111

4,208

4,208

23,57826,383

Units/shares granted to:-- Mr Guillaume Faury*-- the ten employees having being granted the highest
number of units/shares during the year 2018
(twentieth tranche)

Total number of eligible beneficiaries

Vesting dates
Number of vested units

1,626
The Performance Units and Shares will vest if the participant
is still employed by an Airbus company at the respective
vesting dates and in the case of Performance Units and Shares,
upon achievement of mid-term business performance.
Vesting schedule is made up of two payments over two years:
Performance Units:
50% expected in May 2022;
50% expected in May 2023;
Performance Shares: 100% expected in May 2022

-----

-

-

(1) Based on 100% target performance achievement. A minimum of 50% of Performance Units will vest; 100% in case of on-target performance achievement; up to a maximum of
150% in case of overachievement of performance criteria. In case of absolute negative results (cumulative EBIT* of Airbus) during the performance period, the Board of Directors
can decide to review the vesting of the Performance Units including the 50% portion which is not subject to performance conditions (additional vesting condition).
(2) Mirroring the respective plan rules and regulations, but granted at a different date based on specific Board of Directors’ resolutions.
* For more information in respect of units granted to the Chief Executive Officer, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 31: Remuneration”.

Airbus / Annual Report – Registration Document 2020

185

4. Corporate Governance /4.3 Employee Success Sharing and Incentive Plans

Twenty-first tranche
Date of Board of Directors meeting (grant date)

29 October 2019
Performance Units and Performance Shares plan
Performance Units

Performance Shares

Number of units/shares granted(1)247,508

247,508

Number of units/shares outstanding

247,508

247,508

5,530

5,530

28,05828,058

Units/shares granted to:-- Mr Guillaume Faury*-- the ten employees having being granted the highest
number of units/shares during the year 2019
(twenty-first tranche)

Total number of eligible beneficiaries

Vesting dates

1,576
The Performance Units and Shares will vest if the participant
is still employed by an Airbus company at the respective
vesting dates and in the case of Performance Units and Shares,
upon achievement of mid-term business performance.
Vesting schedule is made up of two payments over two years:
Performance Units:
50% expected in May 2023;
50% expected in May 2024;
Performance Shares: 100% expected in May 2023-----

Number of vested units--(1) Based on 100% target performance achievement. A minimum of 50% of Performance Units will vest; 100% in case of on-target performance achievement; up to a maximum of
150% in case of overachievement of performance criteria. In case of absolute negative results (cumulative EBIT* of Airbus) during the performance period, the Board of Directors
can decide to review the vesting of the Performance Units including the 50% portion which is not subject to performance conditions (additional vesting condition).
* For more information in respect of units granted to the Chief Executive Officer, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 31: Remuneration”.

Twenty-second tranche
Date of Board of Directors meeting (grant date)

28 October 2020
Performance Units and Performance Shares plan
Performance Units

Performance Shares

Number of units/shares granted(1)420,004

420,004

Number of units/shares outstanding

420,004

420,004

9,920

9,920

48,61048,610

Units/shares granted to:-- Mr Guillaume Faury*-- the ten employees having being granted the highest
number of units/shares during the year 2020
(twenty-second tranche)

Total number of eligible beneficiaries

Vesting dates
Number of vested units

1,602
The Performance Units and Shares will vest if the participant
is still employed by an Airbus company at the respective
vesting dates and in the case of Performance Units and Shares,
upon achievement of mid-term business performance.
Vesting schedule is made up of two payments over two years:
Performance Units:
50% expected in June 2024;
50% expected in June 2025;
Performance Shares: 100% expected in May 2024

-----

-

-

(1) Based on 100% target performance achievement. A minimum of 50% of Performance Units will vest; 100% in case of on-target performance achievement; up to a maximum of
150% in case of overachievement of performance criteria. In case of absolute negative results (cumulative EBIT* of Airbus) during the performance period, the Board of Directors
can decide to review the vesting of the Performance Units including the 50% portion which is not subject to performance conditions (additional vesting condition).
* For more information in respect of units granted to the Chief Executive Officer, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 34: Remuneration”.

186

Airbus / Annual Report – Registration Document 2020

4. Corporate Governance /4.3 Employee Success Sharing and Incentive Plans

The information in respect of stock options and performance and restricted shares cancelled and exercised during the year are
set out in “Notes to the IFRS Consolidated Financial Statements – Note 33: Share-based payment”.
SHAREHOLDING IN THE COMPANY OF THE MEMBERS OF THE BOARD OF DIRECTORS AT THE END OF 2020
Member of the Board of Directors

Shareholding-- Mr Guillaume Faury-- Mr Jean-Pierre Clamadieu-- Ms. Amparo Moraleda-- Mr Mark Dunkerley-- Ms. Catherine Guillouard-- Mr Ralph Dozier Crosby, Jr.

21,131 ordinary shares
2,000 ordinary shares
1,700 ordinary shares
151 ordinary shares(1)185 ordinary shares
10 ordinary shares(1) Indirect shareholding through a legal entity.

No other Member of the Board of Directors holds shares or other securities in the Company.

Airbus / Annual Report – Registration Document 2020

4187

Chapter

5
188

Airbus / Annual Report – Registration Document 2020

5

GeneralInformation
5.1

Entity Responsible for
the Universal Registration Document190

5.2

Statement of the Entity Responsible
for the Universal Registration Document

190

5.3

Information Policy

190

5.4

Undertakings of the Company
regarding Information

191

5.5

Significant Changes

191

5.6

Statement on Approval

191

Airbus / Annual Report – Registration Document 2020

189

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

5.1 Entity Responsible for
the Universal Registration Document
Airbus SE

5.2 Statement of the Entity Responsible for
the Universal Registration Document
The Company declares that, having taken all reasonable care to ensure that such is the case, the information contained in
the document is, to the best of the Company’s knowledge, in accordance with the facts and contains no omission likely to affectits import.
The legal person responsible for the information in the Universal Registration Document is Airbus SE. The registered office ofAirbus SE is Mendelweg 30, 2333 CS Leiden, The Netherlands.
Airbus SE represented by:
Guillaume Faury
Chief Executive Officer

5.3 Information Policy–– Contact details for information:
Mr Thorsten Fischer
Head of Investor Relations and Financial Communication, Airbus SE
2 rond-point Émilie Dewoitine
BP 9011231703 Blagnac France
Telephone: +33 5 82 05 53 01
E-mail: ir@airbus.com–– Special toll-free hotlines are available to shareholders in France (0 800 01 2001), Germany (00 800 00 02 2002)
and Spain (00 800 00 02 2002). An international number is also available for the rest of the world (+33 800 01 2001).
–– An e-mail box is dedicated to shareholders’ messages:
ir@airbus.com.
A website, www.airbus.com, provides a wide range of information on the Company, including the Board of Directors’ report.
Additionally, for the life of this Registration Document, copies of:–– the Company’s Articles of Association;–– the Registration Document filed in English with, and approved by, the AFM on 28 March 2018;–– the Registration Document filed in English with, and approved by, the AFM on 29 July 2019;–– the Registration Document filed in English with the AFM without prior approval on 23 March 2020; and–– the Consolidated Financial Statements (IFRS) and the Company Financial Statements of Airbus SE for the years ended 31 December
2018, 2019 and 2020, together with the related Auditors’ reports, may be inspected at the Company’s registered office at:Airbus SE, Mendelweg 30, 2333 CS Leiden, the Netherlands, Seat (statutaire zetel) Amsterdam, Tel.: +31 (0)71 5245 600.
The information on the website of the Company has not been scrutinised or approved by the competent authority and does notform part of the Registration Document unless that information is incorporated by reference into the Registration Document.

190

Airbus / Annual Report – Registration Document 2020

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

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

5.5 Significant Changes
As of the date of the Registration Document, there has been no significant change in the Company’s financial performanceand there has been no significant change in the Company’s Financial Position since 31 December 2020.

5

5.6 Statement on Approval
This Registration Document has been filed with the AFM on 26 March 2021 in its capacity as competent authority under
the Prospectus Regulation without prior approval pursuant to Article 9 of the Prospectus Regulation. This Registration Document
may be used for the purposes of an offer to the public of securities or admission of securities to trading on a regulated market
if approved by the AFM together with any amendments, if applicable, and a securities note and summary approved in accordancewith the Prospectus Regulation.

Airbus / Annual Report – Registration Document 2020

191

192

Airbus / Annual Report – Registration Document 2020

Financial
Statements
2020

Financial
Statements2

Airbus / Annual Report – Financial Statements 2020

1
Airbus SE IFRS Consolidated Financial Statements

2
Notes to the IFRS Consolidated Financial Statements

3
Airbus SE IFRS Company Financial Statements

4
Notes to the IFRS Company Financial Statements

5
Other Supplementary Information
Including the Independent Auditor’s Report

Airbus / Annual Report – Financial Statements 20203

Chapter

1
4

Airbus / Annual Report – Financial Statements 2020

1

Airbus SE
IFRS Consolidated
Financial Statements
Airbus SE – IFRS Consolidated Income Statement
for the years ended 31 December 2020 and 2019

6

Airbus SE – IFRS Consolidated Statementof Comprehensive Income for the years ended
31 December 2020 and 2019

7

Airbus SE – IFRS Consolidated Statementof Financial Position for the years ended
31 December 2020 and 2019

8

Airbus SE – IFRS Consolidated Statementof Cash Flows for the years ended
31 December 2020 and 201910

Airbus SE – IFRS Consolidated Statementof Changes in Equity for the years ended
31 December 2020 and 201911

Airbus / Annual Report – Financial Statements 2020

5

1. Airbus SE – IFRS Consolidated Financial Statements /Airbus SE – IFRS Consolidated Income Statement
for the years ended 31 December 2020 and 2019(In € million)

Note

Revenue

12

Cost of sales
Gross margin12

Selling expenses

2020

2019

49,91270,478(44,250)(59,973)

5,662

10,505

(717)

(908)

Administrative expenses

13(1,423)(5,217)

Research and development expenses

14(2,858)(3,358)Other income

15

132

370

Other expenses

15(1,458)(356)

Share of profit from investments accounted for under the equity method

16

39

299

Other income from investments

16

113

4

(510)

1,339

(Loss) Profit before financial result and income taxes
Interest income

140

228

Interest expense

(411)

(339)

Other financial result
Total financial result

17

Income taxes

18

Loss for the period

(349)

(164)

(620)

(275)

(39)

(2,389)(1,169)(1,325)(1,133)(1,362)(36)

37

Attributable toEquity owners of the parent (Net income)Non-controlling interests

Earnings per share

€

€

Basic

19

(1.45)(1.75)

Diluted19(1.45)(1.75)

The accompanying notes are an integral part of these Consolidated Financial Statements (IFRS).

6

Airbus / Annual Report – Financial Statements 2020

1. Airbus SE – IFRS Consolidated Financial Statements /Airbus SE – IFRS Consolidated Statement of Comprehensive Income
for the years ended 31 December 2020 and 2019(In € million)

Note

Loss for the period

2020

2019

(1,169)(1,325)(1,537)(2,669)

(133)

267

Other comprehensive income
Items that will not be reclassified to profit or loss:
Remeasurement of the defined benefit pension plans

32

Change in fair value of financial assets
Share of change from investments accounted for under the equity method
Income tax relating to items that will not be reclassified

18

(96)

(130)

373

410

(204)

54

3,648

(1,434)(61)

136

Items that may be reclassified to profit or loss:
Foreign currency translation differences for foreign operations
Change in fair value of cash flow hedges

38

Change in fair value of financial assets
Share of change from investments accounted for under the equity method
Income tax relating to items that may be reclassified

18

51

3

(907)

342

Other comprehensive income, net of tax

1,134(3,021)

Total comprehensive income for the period(35)(4,346)Equity owners of the parent(25)(4,364)Non-controlling interests

(10)

18

Attributable to1

The accompanying notes are an integral part of these Consolidated Financial Statements (IFRS).

Airbus / Annual Report – Financial Statements 2020

7

1. Airbus SE – IFRS Consolidated Financial Statements /Airbus SE – IFRS Consolidated Statement of Financial Position
for the years ended 31 December 2020 and 2019(In € million)

Note

2020

2019

AssetsNon-current assets
Intangible assets

20

16,19916,591

Property, plant and equipment

21

16,674

17,2942

2

Investments accounted for under the equity method

9

1,578

1,626

Investment property

Other investments and other long-term financial assets

22

3,855

4,453

Non-current contract assets

23

48

91

Non-current other financial assets

26

3,483

1,033

Non-current other assets

27

483

522

Deferred tax assets

18

4,023

5,008

Non-current securities

37

5,350

11,066

51,69557,686

Total non-current assets
Current assets
Inventories

24

30,401

31,550Trade receivables

23

5,132

5,674

Current portion of other long-term financial assets

22

468

449

Current contract assets

23

1,074

1,167

Current other financial assets

26

2,432

2,060

Current other assets

27

2,216

2,423

620

1,784

Current tax assets
Current securities

37

1,618

2,302

Cash and cash equivalents

37

14,4399,314

58,40056,72300

110,095

114,409

Total current assets
Assets and disposal group of assets classified as held for sale

Total assets

8

Airbus / Annual Report – Financial Statements 2020

1. Airbus SE – IFRS Consolidated Financial Statements /

2020

2019

Capital stock

785

784

Share premium

3,599

3,555

Retained earnings

250

2,241

1,853

(523)

(In € million)

Note

Equity and liabilities
Equity attributable to equity owners of the parent

Accumulated other comprehensive income
Treasury shares
Total equity attributable to equity owners of the parent
Non-controlling interests

(42)

(82)

6,445

5,975

11

15

35

6,456

5,990

Non-current provisions

25

13,99812,542Long-term financing liabilities

37

14,082

8,189

Non-current contract liabilities

23

19,212

16,980Non-current other financial liabilities

26

5,657

7,498

Non-current other liabilities

27

436

384

Deferred tax liabilities

18

451

398

Total equity
Liabilities
Non-current liabilities

Non-current deferred income

32

54

Total non-current liabilities

53,86846,045

6,545

6,372

1

Current liabilities
Current provisions

25

Short-term financing liabilities

37

3,013

1,959

Trade liabilities

23

8,722

14,808Current contract liabilities

23

24,67526,426

Current other financial liabilities

26

1,769

2,647

Current other liabilities

27

3,160

6,817

1,311

2,780

Current deferred income

Current tax liabilities

576

565

Total current liabilities

49,77162,37400

Total liabilities

103,639

108,419

Total equity and liabilities

110,095

114,409

Disposal group of liabilities classified as held for sale

The accompanying notes are an integral part of these Consolidated Financial Statements (IFRS).

Airbus / Annual Report – Financial Statements 2020

9

1. Airbus SE – IFRS Consolidated Financial Statements /Airbus SE – IFRS Consolidated Statement of Cash Flowsfor the years ended 31 December 2020 and 2019(In € million)

Note

Operating activities
Loss for the period attributable to equity owners of the parent (Net income)(Loss) Profit for the period attributable to non-controlling interests
Adjustments to reconcile profit for the period to cash provided by operating activities:
Interest income
Interest expense
Interest received
Interest paid
Income tax expense
Income tax paid
Depreciation and amortisation
11
Valuation adjustments
Results on disposals of non-current assets
Results of investments accounted for under the equity method
Change in current and non-current provisions
Contribution to plan assets (1)Change in other operating assets and liabilities
Inventories
Trade receivables
Contract assets and liabilities
Trade liabilities
23
Other assets and liabilities
26, 27
Cash provided by (used for) operating activities
Investing activities
Purchases of intangible assets, property, plant and equipment, investment property
Proceeds from disposals of intangible assets, property, plant and equipment and investment property
Acquisitions of subsidiaries, joint ventures, businesses and non-controlling interests (net of cash)
Payments for investments accounted for under the equity method, other investments and otherlong-term financial assets
Proceeds from disposals of investments accounted for under the equity method, other investments
and other long-term financial assets
Dividends paid by companies valued at equity
9
Disposals of non-current assets and disposal groups classified as assets held for sale and liabilities
directly associatedPayments for investments in securities
37
Proceeds from disposals of securities
37
Cash provided by (used for) investing activities
Financing activities
Increase in financing liabilities
37
Repayment of financing liabilities
37
Cash distribution to Airbus SE shareholders
35
Payments for liability for puttable instruments
Changes in capital and non-controlling interests
Change in treasury shares
Cash provided by (used for) financing activities
Effect of foreign exchange rate changes on cash and cash equivalents

2019(1,133)(36)(1,362)
37

(140)
411
82
(205)
39
79
2,831
95
9
(39)
1,138
(314)
(8,237)152351
848(5,523)(4,065)(5,420)

(228)
339
151
(187)
2,389
(1,476)
2,927
600
(77)
(299)
475
(1,752)
2,216
117
29
1,297
(1,625)
2,398
3,753

(1,759)228(481)(2,340)
112
8

(565)

(952)

408
(8)

358
210

0
(337)
6,640
4,126

137
(2,861)
2,464(2,864)

7,102
(445)
0
91
89
(4)
6,833
(414)

402
(562)
(1,280)
319
194
(31)
(958)
(45)

Net increase (decrease) in cash and cash equivalents

5,125

(114)

Cash and cash equivalents at beginning of period

9,314

9,428

14,4399,314

Cash and cash equivalents at end of period(1) Thereof € 331 million contributions for retirement and deferred compensation plans in 2020 (2019: € 1,758 million).

The accompanying notes are an integral part of these Consolidated Financial Statements (IFRS).

10

2020

Airbus / Annual Report – Financial Statements 202037

1. Airbus SE – IFRS Consolidated Financial Statements /Airbus SE – IFRS Consolidated Statement of Changes in Equity
for the years ended 31 December 2020 and 2019
Equity attributable to equity holders of the parent
Accumulated othercomprehensive income(In € million)

Foreign
Financial
Cashcurrency
CapitalShare Retained assets atflow translation Treasury
Note stock premium earnings fair value hedges adjustments shares

Balance at 1 January
2019, as reported
Restatements (1)Balance at 1 January
2019, restated (1)Noncontrolling
Total interests

Total
equity

777

2,941

5,923

492

(1,473)

1,115

(51)

9,724

(5)

9,719

0

0

(122)

0

0

0

0

(122)

0

(122)

492 (1,473)

777

2,941

5,801

1,115

(51)

9,602

(5)

9,597

Loss for the period00(1,362)

0

0

0

0

(1,362)37(1,325)

Other comprehensive
income00(2,345)327(1,048)64

0(3,002)(19)(3,021)

Total comprehensive
income for the period00(3,707)327(1,048)64

0(4,364)18(4,346)

Capital increase

35

7

614

0

0

0

0

0

621

0

621

Share-based payment(IFRS 2)

33

0

0

76

0

0

0

0

76

0

76

Cash distribution to
Airbus SE shareholders /Dividends paid tonon‑controlling interests

35

0

0

(1,280)

0

0

0

0

(1,280)0(1,280)

0

0

1,351

0

0

0

0

1,351

2

1,353

0

0

0

(31)

(31)

0

(31)

819 (2,521)

1,179

(82)

5,975

15

5,990

Equity transaction(IAS 27)
Change in treasury
shares000Balance at
31 December 2019

35

784

3,555

2,241

Loss for the period00(1,133)

0

0

0

0

(1,133)(36)(1,169)Other comprehensive
income00(1,268)

(171)

2,783

(236)

0

1,108

26

1,134

Total comprehensive
income for the period00(2,401)

(171)

2,783

(236)

0

(25)

(10)

(35)

Capital increase

35

1

44

0

0

0

0

0

45

0

45

Share-based payment(IFRS 2)

33

0

0

42

0

0

0

0

42

0

42

Cash distribution to
Airbus SE shareholders /Dividends paid tonon‑controlling interests

35

0

0

0

0

0

0

0

0

0

0

0

0

368

0

0

0

0

368

6

374

0

0

0

0

0

0

40

40

0

40

785

3,599

250

648

262

943

(42)

6,445

11

6,456

Equity transaction(IAS 27)
Change in treasury
sharesBalance at
31 December 2020

35

1(1) Opening balance figures are restated due to the application of IFRIC 23.

The accompanying notes are an integral part of these Consolidated Financial Statements (IFRS).

Airbus / Annual Report – Financial Statements 202011

Chapter

2
12

Airbus / Annual Report – Financial Statements 2020

2

Notes to the
IFRS Consolidated
Financial Statements
2.1

Basis of Preparation

15

2.2

Airbus Structure

21

2.3

Segment Information

26

2.4

Airbus Performance

28

2.5

Operational Assets and Liabilities

34

2.6

Employees Costs and Benefits

47

2.7

Capital Structure and Financial Instruments

60

2.8

Other Notes

79

2.9

Appendix “Simplified Airbus Structure”

82

Airbus / Annual Report – Financial Statements 202013

2. Notes to the IFRS Consolidated Financial Statements /Contents /

14

2.1

Basis of Preparation

15

1.
2.
3.
4.
5.
6.

The Company
Impact of the COVID-19 pandemic
Significant Accounting PoliciesKey Estimates and Judgements
Change in Accounting Policies and Disclosures
Brexit

15
15
17
18
20
21

2.2

Airbus Structure

21

7.
8.
9.

21
22

10.

Scope of Consolidation
Acquisitions and Disposals
Investments Accounted for under
the Equity Method
Related Party Transactions

23
25

2.3

Segment Information

26

11.

Segment Information

26

2.4

Airbus Performance

28

12.
13.
14.
15.
16.

17.
18.
19.

Revenue and Gross Margin
28
Administrative Expenses
29
Research and Development Expenses
29
Other Income and Other Expenses
29
Share of Profit from Investments Accounted
for under the Equity Method and Other Income
from Investments29
Total Financial Result
30
Income Taxes
30
Earnings per Share
34

2.5

Operational Assets and Liabilities

34

20.
21.

Intangible Assets
Property, Plant and Equipment

34
37

Airbus / Annual Report – Financial Statements 2020

22.

27.
28.

Other Investments and Other Long-Term
Financial Assets
39
Contract Assets and Contract Liabilities, Trade
Receivables and Trade Liabilities
39
Inventories
40
Provisions, Contingent Assets and Contingent
Liabilities41
Other Financial Assets and Other Financial
Liabilities42
Other Assets and Other Liabilities
44
Sales Financing Transactions44

2.6

Employees Costs and Benefits

47

29.
30.
31.
32.
33.
34.

Number of Employees
Personnel Expenses
Personnel-Related ProvisionsPost-Employment Benefits
Share-based PaymentRemuneration

47
47
47
47
53
55

23.
24.
25.
26.

2.7

Capital Structure and Financial Instruments 60

35.
36.
37.
38.

Total Equity
Capital Management
Net Cash
Financial Instruments

60
61
61
65

2.8

Other Notes

79

39.
40.
41.

Litigation and Claims
Auditor Fees
Events after the Reporting Date

79
81
81

2.9

Appendix “Simplified Airbus Structure”

82

2. Notes to the IFRS Consolidated Financial Statements /2.1 Basis of Preparation

2.1 Basis of Preparation
1.

The Company

The accompanying IFRS Consolidated Financial Statements
present the financial position and the results of operations ofAirbus SE together with its subsidiaries referred to as “theCompany”, a European public limited-liability company (Societas
Europaea) with its seat (statutaire zetel) in Amsterdam, The
Netherlands, its registered address at Mendelweg 30, 2333
CS Leiden, The Netherlands, and registered with the Dutch
Commercial Register (Handelsregister) under number 24288945.

2.

The Company’s reportable segments are Airbus, Airbus
Helicopters and Airbus Defence and Space (see “– Note 11:
Segment Information”). The Company is listed on the European
stock exchanges in Paris, Frankfurt am Main, Madrid, Barcelona,
Valencia and Bilbao. The IFRS Consolidated Financial Statements
were authorised for issue by the Company’s Board of Directors
on 17 February 2021.

Impact of the COVID-19 pandemic

The COVID-19 pandemic, the resulting health and economiccrisis and actions taken in response to the spread of thepandemic, including government measures and travel limitations
and restrictions, have resulted in significant disruption to theCompany’s business operations and supply chain. A numberof measures have been taken by the Company to implement
stringent health and safety procedures while taking account ofstock levels and production lead-times.
The aerospace industry including the financial health ofoperators, airlines, lessors and suppliers, commercial aircraft
market, demand for air travel and commercial air traffic havebeen severely impacted by the COVID-19 pandemic. As a result,airlines have reduced capacity, grounded large portions of theirfleets temporarily, sought to implement measures to reduce
cash spending and secure liquidity. Some airlines are also
seeking arrangements with creditors, restructuring or applying
for bankruptcy or insolvency protection, which may have further
consequences for the Company and its order book as well asother consequences resulting from the related proceedings.
On 8 April 2020, the Company announced its decision toadapt commercial aircraft production rates to 40 per monthfor the A320 Family, two per month for A330 and six per
month for A350 in response to the new COVID-19 market
environment. Subsequently, the rate for A350 was further
reduced to five per month. This represented a reduction of the
March 2020 pre-COVID-19 average rates of roughly one third.
With these new rates, the Company intends to preserve its ability
to meet customer demand while protecting its ability to further
adapt as the global market evolves.
The Company is monitoring the evolution of the COVID-19
pandemic and will continue to assess further impacts going
forward. The main elements related to the Consolidated Financial
Statements considered as of 31 December 2020 are detailed
in the following sections. A consistent set of assumptions has
been applied for each of the below elements.
The Company’s business, results of operations and financial
condition have been and will continue to be materially affectedby the COVID-19 pandemic, and the Company continues toface significant risks and uncertainties related to the COVID-19
pandemic and its resulting health and economic crisis.

2.1

Going concern and associatedliquidity measures

On 23 March 2020, the Company has announced measures tobolster its liquidity and balance sheet in response to the COVID-19
pandemic, including a new € 15 billion credit facility partiallytermed out by bond and USPP issuances, the withdrawal of 2019
dividend proposal with cash value of € 1.4 billion, the suspensionof voluntary top up pension funding and strong focus on support
to customers and delivery. In parallel, governmental partners
have supported the aerospace sector since the beginning of thecrisis either through direct support to airlines and suppliers, or
through partial unemployment schemes. With these decisions,the Company has available liquidity to cope with additional
cash requirements, including the amended production rates
as described above.

2

On 21 October 2020, the Company signed a new € 6 billion
Revolving Syndicated Credit Facility also partially terming out
the € 15 billion credit facility by € 3 billion in order to refinance its
existing € 3 billion Revolving Syndicated Facility (see “– Note 37:
Net Cash”).
As of 31 December 2020, the Company has a net cash position of€ 4.3 billion with a total liquidity of € 33.6 billion, before deducting
short-term financing liabilities.
Based on the above, management considers the Company has
sufficient resources to continue operating for at least 12 months
and that there are no material uncertainties about the Company’s
ability to continue as a going concern.

2.2

Goodwill impairment

As a result of the deterioration in the economic environment
and the uncertainty in the business outlook, the Company has
performed impairment tests of goodwill throughout the year andalso as at 31 December 2020, which leads to no impairment
being necessary (see “– Note 20: Intangible Assets”).
These tests have been performed in line with existing
methodology for each of the Company’s cash generating units(CGUs). Cash flow projections are based on latest operativeplanning and expected cash flows beyond the planning horizon

Airbus / Annual Report – Financial Statements 202015

2. Notes to the IFRS Consolidated Financial Statements /2.1 Basis of Preparation

through a terminal value. The latest operative planning includes
management’s best assessment of future production rates,
aircraft deliveries and order in-take, together with any mitigating
actions that the Company may implement. These have beenused to derive cash flow projections for the years 2021 until
2025, and thereafter for the terminal value.
In addition, the Company performed a comparison with the fairvalue of each CGU derived from the market capitalisation. The
market capitalisation as of 31 December 2020 amounts to€ 70.4 billion and significantly exceeds the equity of the Company.

2.3

Other Investments and Other
Long-Term Financial Assets /Joint Ventures

The Company’s main investments have been impacted by thehigh volatility in financial markets in 2020 with the variation
recorded either through financial result or OCI. The impact infinancial result amounts to € -136 million for a loan to OneWeb
Communications and € -226 million for the investment in Dassault
Aviation. The impact in OCI for € -206 million includes theinvestment in OneWeb Communications and other investments.
For further information on Dassault and OneWeb investments,
please see “– Note 22: Other Investments and Other Long-Term
Financial Assets”.

2.4

Workforce adaptation

In June 2020, Airbus announced plans to adapt its global
workforce, principally in France, Germany, Spain and the UK,
and resize its commercial aircraft activity in response to the
COVID-19 crisis. This adaptation was expected to result in a
reduction of around 15,000 positions no later than summer 2021.
Working time adaptation and mitigation measures supportedby the governments have reduced the number of positions
subject to the restructuring plan. Taking into consideration theactual departures since the initial announcement, the remaining
number of positions subject to the restructuring plan amounts
to approximately 6,100 as of 31 December 2020, including preretirement headcount under German Altersteilzeit (“ATZ”).
In addition, Airbus Defence and Space completed the consultation
process with the Company’s European works council on thedivision’s planned restructuring. The plan presented to theemployee representatives initially foresaw the reduction ofaround 1,900 positions including pre-retirement headcountunder German Altersteilzeit (“ATZ”) until the end of 2021. However
this number was also subsequently reduced to approximately
1,400 positions reflecting departures which occurred after the
initial announcement.
In November 2020, a reconciliation of Interest Agreement
involving approximately 100 positions has been signed inGermany within Airbus Helicopters and hence, a provision has
been recorded accordingly.
As of 30 September 2020, a restructuring provision wasrecognised for an amount of € 1.2 billion including mainly thecost of voluntary and compulsory measures taking into accountmanagement’s best estimate of the impact of the working time

16

Airbus / Annual Report – Financial Statements 2020

adaptation and government support measures. Total payments
to employees affected by the plan would amount to approximately€ 1.5 billion, including the settlement of other accrued employee
benefits.
As of 31 December 2020, the provision amounts to € 1.0 billion,
reduced mainly by the costs incurred in the fourth quarter.

2.5

Operational assets

The Company has performed a comprehensive review of
its operational assets and liabilities taking into account theamended production rates and expected future deliveries. This
review has resulted in charges being recorded in 2020 for an
amount of € 1.3 billion, including an impairment of inventories
considered at risk of € 355 million, additional provisions
relating to A380 programme of € 279 million, a write-off ofcapitalised development costs of € 101 million, provisions for
supplier commitments of € 157 million and provisions coveringvarious commercial risks of approximately € 401 million.

2.6

Deferred tax

As of 31 December 2020, the recoverability of deferred tax
assets has been assessed based on the latest operating planningand resulting from the COVID-19 pandemic. This has led todeferred tax asset impairments amounting to € 356 million in2020 including tax losses carried forward (see “– Note 18: Income
Taxes”).

2.7

Hedge accounting

The Company has maintained its hedge accounting policies
as defined in the 2019 year-end Financial Statements. In the
Company’s assessment the risk of future cancellations thatare not yet materialised has been included. When transactions
are no longer expected to occur in accordance with the hedge
designation, the accumulated gains or losses on the hedging
instrument have been reclassified to financial result. The impact
in financial result amounts to € -48 million as of 31 December
2020, mainly relating to the widebody programmes.
The increase of the counterparty credit risk and credit spreadis included in the determination of the fair value of the hedges andhad limited impact on the measurement of hedge ineffectiveness.
The Company performed a material roll-over campaign for anominal amount of US$ 31 billion in the third quarter to re-alignthe hedging portfolio to the last available long term delivery plan,
including roll-overs at historical rates for a nominal amount of
US$ 8 billion in July 2020 as part of the liquidity measures. In
this way, the Company mitigates the cash flow impacts occurring
when the gains or losses on the forward hedges do not coincidewith the currency gains or losses on the underlying commercial
transactions (see “– Note 38: Financial Instruments”).
In the Company’s assessment the risk of aircraft rescheduling
beyond the risk management and the risk of future cancellations,notably due to potential airlines default, have been included. The
Company will continue to review this position going forward to
identify any potential trigger for hedge disqualification.

2. Notes to the IFRS Consolidated Financial Statements /2.1 Basis of Preparation

2.8

Expected credit loss

The Company has also considered the impact of COVID-19
pandemic on the expected credit loss of its financial instruments(mainly loans, trade and lease receivables). The amount and timingof the expected credit losses, as well as the probability assigned
thereto, has been based on the available information at the endof 2020. As a result of this review no significant credit losses havebeen recorded in 2020 (see “– Note 22: Other Investments andOther Long-Term Financial Assets”).

3.

2.9

Pensions

The COVID-19 pandemic has a significant impact on market
fluctuations (mainly impacting the interest rates and asset market
values). The increase on the net pension liability for 2020 amounting
to € 1.6 billion is recognised mainly in other comprehensive income
and is subject to future volatility (see “– Note 25: Provisions,Contingent Assets and Contingent Liabilities”).

Significant Accounting Policies

Basis of preparation — The Company’s Consolidated
Financial Statements are prepared in accordance with
International Financial Reporting Standards (“IFRS”), issued
by the International Accounting Standards Board (“IASB”) as
endorsed by the European Union (“EU”) and Part 9 of Book 2of the Netherlands Civil Code. When reference is made to IFRS,
this intends to be EU-IFRS.
The Consolidated Financial Statements have been preparedon a historical cost basis, unless otherwise indicated. They areprepared and reported in euro (“€”) and all values are rounded
to the nearest million appropriately. Due to rounding, numberspresented may not add up precisely to the totals provided andpercentages may not precisely reflect the absolute figures.
The Company describes the accounting policies applied in eachof the individual notes to the Financial Statements and avoids
repeating the text of the standard, unless this is considered
relevant to the understanding of the note’s content. The
Company’s accounting policies and methods are unchanged
compared to 31 December 2019. The implementation of otheramended standards has no material impact on the Company’s
Consolidated Financial Statements as of 31 December 2020.
The most significant accounting policies are described below,
and have been updated accordingly.
Revenue recognition — Revenue is recognised when the
Company transfers control of the promised goods or services
to the customer. The Company measures revenue, for theconsideration to which the Company is expected to be entitledin exchange for transferring promised goods or services. Variableconsiderations are included in the transaction price when it is highly
probable that there will be no significant reversal of the revenue
in the future. The Company identifies the various performanceobligations of the contract and allocates the transaction priceto these performance obligations. Advances and pre-delivery
payments (contract liabilities) are received in the normal courseof business and are not considered to be a significant financing
component as they are intended to protect the Company from thecustomer failing to complete its contractual obligations.
Incurred inefficiency cost such as the unexpected cost of
materials, labour hours expended or other resources consumed
do not generate revenue as they do not contribute to theCompany’s progress in satisfying the performance obligations.
Revenue from the sale of commercial aircraft is recognised
at a point in time (i.e. at delivery of the aircraft). The Company
estimates the amount of price concession granted by theCompany’s engine suppliers to their customers as a reductionof both revenue and cost of sales.

An aircraft can remain in storage under a bill-and-holdarrangement. In such cases, revenue is recognised when therequirements for the transfer of control under a bill-and-holdarrangement are fulfilled.
Revenue from the sale of military aircraft, space systems
and services — When control of produced goods or renderedservices is transferred over time to the customer, revenue isrecognised over time, i.e. under the percentage of completion
method (“PoC” method).
The Company transfers control over time when:–– it produces a good with no alternative use and the Company
has an irrevocable right to payment (including a reasonablemargin) for the work completed to date, in the event ofcontract termination at the convenience of customers (e.g.
Tiger contract); or–– it creates a good which is controlled by the customer as thegood is created or enhanced (e.g. Eurofighter contracts, someborder security contracts, A400M development); or–– the customer simultaneously receives and consumes
the benefits provided by the Company (e.g. maintenancecontracts).

2

For the application of the over time method (PoC method), themeasurement of progress towards complete satisfaction of aperformance obligation is based on inputs (i.e. cost incurred).
When none of the criteria stated above have been met, revenue
is recognised at a point in time. Revenue is recognised at thedelivery of aircraft under IFRS 15 from the sale of militarytransport aircraft, from the A400M launch contract and mostof NH90 serial helicopters’ contracts.
Provisions for onerous contracts — The Company records
provisions for onerous contracts when it becomes probablethat the total contract costs will exceed total contract revenue.
Before a provision for onerous contracts is recorded, the related
assets under construction are measured at their net realisablevalue and written-off if necessary. Onerous contracts are
identified by monitoring the progress of the contract together
with the underlying programme status. An estimate of the related
contract costs is made, which requires significant and complex
assumptions, judgements and estimates related to achieving
certain performance standards (see “– Note 4: Key Estimatesand Judgements”, “– Note 12: Revenue and Gross Margin”
and “– Note 25: Provisions, Contingent Assets and Contingent
Liabilities”).

Airbus / Annual Report – Financial Statements 202017

2. Notes to the IFRS Consolidated Financial Statements /2.1 Basis of Preparation

Research and development expenses — The costs forinternally generated research are expensed when incurred. The
costs for internally generated development are capitalised when:–– the product or process is technically feasible and clearly
defined (i.e. the critical design review is finalised);–– adequate resources are available to successfully complete
the development;–– the benefits from the assets are demonstrated (a market exists
or the internal usefulness is demonstrated) and the costs
attributable to the projects are reliably measured;–– the Company intends to produce and market or use thedeveloped product or process and can demonstrate its
profitability.
Income tax credits granted for research and development
activities are deducted from corresponding expenses or from
capitalised amounts when earned.
Capitalised development costs, are recognised either as
intangible assets or when the related development activities
lead to the construction of specialised tooling for production(“jigs and tools”), or involve the design, construction and testingof prototypes and models, as property, plant and equipment.
Capitalised development costs are generally amortised overthe estimated number of units produced. If the number of units
produced cannot be estimated reliably, they are amortised overthe estimated useful life of the internally generated intangible
asset. Amortisation of capitalised development costs is
recognised in cost of sales.
Inventories are measured at the lower of acquisition cost
(generally the average cost) or manufacturing cost and net
realisable value. Manufacturing costs comprise all costs that are
directly attributable to the manufacturing process, such as directmaterial and labour, and production related overheads (based on
normal operating capacity and normal consumption of material,
labour and other production costs), including depreciation
charges. Net realisable value is the estimated selling price inthe ordinary course of the business less the estimated costs tocomplete the sale.
Transactions in foreign currency, i.e. transactions in currencies
other than the functional currency of an entity of the Company,
are translated into the functional currency at the foreign exchange
rate prevailing at the transaction date. Monetary assets andliabilities denominated in foreign currencies at the end of thereporting period are remeasured into the functional currency atthe exchange rate in effect at that date. Except when deferred in

4.

Non-monetary assets and liabilities denominated in foreign
currencies that are stated at historical cost are translated intofunctional currency at the foreign exchange rate in effect at thedate of the transaction. Translation differences on non-monetaryfinancial assets and liabilities that are measured at fair value arereported as part of the fair value gain or loss. However, translationdifferences of non-monetary financial assets measured at fairvalue and classified as fair value through other comprehensive
income (“OCI”) are included in accumulated other comprehensive
income (“AOCI”).
Hedge accounting — Most of the Company’s revenue isdenominated in US dollar (“US$”), while a major portion of its
costs are incurred in euro. The Company is significantly exposedto the risk of currency changes, mainly resulting from US$/€exchange rates. Furthermore, the Company is exposed, though
to a much lesser extent, to foreign exchange risk arising fromcosts incurred in currencies other than the euro and to othermarket risks such as interest rate risk, commodity price andequity price risk.
In order to manage and mitigate those risks, the Company
enters into derivative contracts. The Company applies hedge
accounting to its derivative contracts whenever the relevant IFRS
criteria can be met. Hedge accounting ensures that derivative
gains or losses are recognised in profit or loss (mainly in revenue)
in the same period that the hedged items or transactions affectprofit or loss.
The major portion of the Company’s derivative contracts is
accounted for under the cash flow hedge model. The fair value
hedge model is used only for certain interest rate derivatives.
Derivative contracts which do not qualify for hedge accounting
are accounted for at fair value through profit and loss; any related
gains or losses being recognised in financial result.
The Company’s hedging strategies and hedge accounting
policies are described in more detail in “– Note 38: Financial
Instruments”.

Key Estimates and Judgements

The preparation of the Company’s Consolidated Financial
Statements requires the use of estimates and assumptions. In
preparing these Financial Statements, management exercises its
best judgement based upon its experience and the circumstancesprevailing at that time. The estimates and assumptions are basedon available information and conditions at the end of the financial
period presented and are reviewed on an ongoing basis. Key
estimates and judgements that have a significant inﬂuence on theamounts recognised in the Company’s Consolidated Financial
Statements are mentioned below:

18

equity as qualifying cash flow hedges (see “– Note 38: Financial
Instruments”), these foreign exchange remeasurement gains andlosses are recognised, in line with the underlying item:–– in profit before finance costs and income taxes if the substanceof the transaction is commercial (including sales financing
transactions); and–– in finance costs for financial transactions.

Airbus / Annual Report – Financial Statements 2020

Impairment of long-life assets, work in progress and finishedaircraft — In testing long-life assets such as jigs and tools andcapitalised development costs for impairment, the Company
makes estimates on the number and timing of aircraft units to
be delivered in the future, the margin of these aircraft, and thediscount rate associated with the aircraft programme. For aircraftthat may need to be remarketed, the impairment of working
progress and finished aircraft is assessed based on an estimationof the future selling price and associated remarketing costs.

2. Notes to the IFRS Consolidated Financial Statements /2.1 Basis of Preparation

Revenue recognition for per formance obligationstransferred over time — The PoC method is used to recogniserevenue for performance obligations transferred over time.
This method places considerable importance on accurate
estimates at completion as well as on the extent of progress
towards completion. For the determination of the progress ofthe performance obligations, significant estimates include total
contract costs, remaining costs to completion, total contract
revenue, contract risks and other judgements. The managementof the operating divisions continually review all estimates involvedin such performance obligations and adjusts them as necessary(see “– Note 23: Contract Assets and Contract Liabilities, Trade
Receivables and Trade Liabilities”).
Provisions — The evaluation of provisions, such as onerous
contracts and restructuring measures are based on best
available estimates. Onerous contracts are identified bymonitoring the progress of the contract and the underlying
programme performance. The associated estimates of therelevant contract costs require significant judgement related toperformance achievements. Depending on the size and natureof the Company’s contracts and related programmes, the extent
of assumptions, judgements and estimates in these monitoringprocesses differs. In particular, the introduction of commercial
or military aircraft programmes (e.g. A400M) or major derivative
aircraft programmes involves an increased level of estimatesand judgements associated with the expected development,
production and certification schedules and expected cost
components (see “– Note 25: Provisions, Contingent Assets
and Contingent Liabilities”).
In view of overall commercial relationships, contract adjustments
may occur, and must be considered on a case by case basis.
Estimates and judgements are subject to change based on new
information as contracts and related programmes progress.
Furthermore, the complex design and manufacturing processesof the Company’s industry require challenging integration andcoordination along the supply chain including an ongoingassessment of suppliers’ assertions which may additionallyimpact the outcome of these monitoring processes.
A restructuring provision is recognised when the Company has
developed a detailed formal plan for the restructuring and has
raised a valid expectation in those affected that it will carry out
the restructuring by starting to implement the plan or announcing
its main features to those affected by it. The measurement of a
restructuring provision is at the best estimate of the anticipatedcosts and includes only the direct expenditures arising from therestructuring, which are those amounts that are both necessarily
entailed by the restructuring and not associated with the ongoing
activities of the Company.
Hedge accounting — The hedge portfolio covers a large portionof the Company’s highly probable forecasted transactions derived
from its commercial activities. The Company makes estimatesand judgement in assessing the highly probable criteria of theforecasted transactions, in order to anticipate future events, asrisk of future cancellations of orders (see “– Note 38: Financial
Instruments”).

order to anticipate future events. The actuarial assumptions may
differ materially from actual developments due to changing market
and economic conditions and therefore result in a significant
change in post-retirement employee benefit obligations andthe related future expenses (see “– Note 32: Post-Employment
Benefits”).
Legal contingencies — Airbus companies are parties tolitigations related to a number of matters as described in“– Note 39: Litigation and Claims”. The outcome of these matters
may have a material effect on the financial position, results ofoperations or cash flows of the Company. Management regularly
analyses current information concerning these matters andprovides provisions for probable cash outflows, including theestimate of legal expenses to resolve the matters. Internal andexternal lawyers are used for these assessments. In making
the decision regarding the need for provisions, management
considers the degree of probability of an unfavourable outcome
and the ability to make a sufficiently reliable estimate of theamount of loss. The filing of a suit or formal assertion of a claim
against the Airbus companies or the disclosure of any such suitor assertion, does not automatically indicate that a provision
may be appropriate.
Income taxes — The Company operates and earns income innumerous countries and is subject to changing tax laws in multiple
jurisdictions within these countries. Significant judgements arenecessary in determining the worldwide income tax liabilities.
Although management believes that it has made reasonableestimates about the final outcome of tax uncertainties, noassurance can be given that the final tax outcome of thesematters will be consistent with what is reflected in the historicalincome tax provisions. At each end of the reporting period, theCompany assesses whether the realisation of future tax benefits
is probable to recognise deferred tax assets. This assessment
requires the exercise of judgement on the part of managementwith respect to, among other things, benefits that could be
realised from available tax strategies and future taxable income,as well as other positive and negative factors.

2

The recorded amount of total deferred tax assets could be
reduced, through valuation allowances recognition, if estimatesof projected future taxable income and benefits from available tax
strategies are lowered, or if changes in current tax regulations
are enacted that impose restrictions on the timing or extent of
the Company’s ability to utilise future tax benefits. The basis forthe recoverability test of deferred tax assets is the same as theCompany’s latest operative planning also taking into accountcertain qualitative aspects regarding the nature of the temporary
differences. Qualitative factors include but are not limited toan entity’s history of planning accuracy, performance records,
business model, backlog, existence of long-term contracts aswell as the nature of temporary differences (see “– Note 18:
Income Taxes”).
Other subjects that involve assumptions and estimates are further
described in the respective notes (see “– Note 8: Acquisitions
and Disposals”, “– Note 20: Intangible Assets” and “– Note 23:
Contract Assets, Contract Liabilities and Trade Receivables,
and Trade Liabilities”).

Employee benefits — The Company accounts for pension
and other post-retirement benefits in accordance with actuarial
valuations. These valuations rely on statistical and other factors in

Airbus / Annual Report – Financial Statements 202019

2. Notes to the IFRS Consolidated Financial Statements /2.1 Basis of Preparation

5.

Change in Accounting Policies and Disclosures

The accounting policies applied by the Company in preparation of its 2020 year-end Consolidated Financial Statements are thesame as applied for the previous year. Other than that, amendments, improvements to and interpretations of standards effectivefrom 1 January 2020 have no material impact on the Consolidated Financial Statements.

New, Revised or Amended IFRSs Issued, not Applicable but AnticipatedImpact of the initial application of COVID 19-related Rent Concessions Amendment to IFRS 16
In May 2020, the IASB issued COVID-19-related Rent
Concessions (Amendment to IFRS 16) that provides practicalrelief to lessees in accounting for rent concessions occurring asa direct consequence of COVID-19, by introducing a practical
expedient to IFRS 16.
The practical expedient permits a lessee to elect not toassess whether a COVID-19-related rent concession is alease modification. A lessee that makes this election shallaccount for any change in lease payments resulting from the
COVID‑19‑related rent concession the same way it would
account for the change applying IFRS 16 if the change were
not a lease modification.

The Company has elected to apply the amendment to IFRS 16
in advance of its effective date. The Company has applied thepractical expedient retrospectively to all rent concessions thatmeet the conditions of the practical expedient and has accounted
for them in the same manner as for a resolution of a contingency
that fixes previously variable lease payments. As such, theCompany has not updated the discount rate used to remeasure
the lease liability and used the remeasured consideration witha corresponding adjustment to the right-to-use. The Company
assessed that the application of this amendment has nomaterial impact on the Consolidated Financial Statements asof 31 December 2020.

New, Revised or Amended IFRSs Issued but not yet Applied
A number of new or revised standards, amendments and improvements to standards as well as interpretations are not yet effective
for the year ended 31 December 2020 and have not been applied in preparing these Consolidated Financial Statements and early
adoption is not planned:
IASB effective date
for annual reporting periods
beginning on or afterEndorsement
statusAmendments to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16 “Interest Rate
Benchmark Reform – Phase 2”

1 January 2021

Endorsed

Amendments to IFRS 4 “Extension of the Temporary Exemption from
Applying IFRS 9”

1 January 2021

Not yet endorsed

Amendments to IFRS 3 “Reference to the Conceptual Framework”

1 January 2022

Not yet endorsed

Amendments to IAS 16 “Property, Plant and Equipment – Proceeds before
Intended Use”

1 January 2022

Not yet endorsed

Amendments to IAS 37 “Onerous Contracts – Cost of Fulfilling a Contract”

1 January 2022

Not yet endorsed

Annual Improvements to IFRS Standards 2018–2020

1 January 2022

Not yet endorsed

IFRS 17 “Insurance Contracts”

1 January 2023

Not yet endorsed

Amendments to IAS 1 “Classification of Liabilities as Current or Non-current”

1 January 2023

Not yet endorsed

Amendments to IAS 8 “Definition of Accounting Estimates”

1 January 2023

Not yet endorsed

Amendments to IAS 1 “Disclosure of Accounting Policies”

1 January 2023

Not yet endorsedStandards and amendments

Amendments to IFRS 9, IAS 39 and IFRS 7 “Interest Rate Benchmark Reform – Phase 2”
Following the financial crisis, the reform and replacement of somebenchmark interest rates such as LIBOR and other Interbank
Offered Rates (“IBORs”) has become a priority for global
regulators. There is still uncertainty around the timing and precise
nature of these changes.
The Company’s treasury is managing the transition plan, sothat the existing contracts that refer to LIBORs shall be adjusted
to ensure contract continuity and address term and credit
differences between LIBORs and alternative reference rates.

20

Airbus / Annual Report – Financial Statements 2020

The changed reference rates will also impact systems, processes
and risk and valuation models.
The Company is mainly exposed to LIBORs under Airbus Bank
loan assets portfolio for an amount of € 309 million (for a notionalamount of US$ 530 million) and the interest rate swaps based on
USD-Libor used in the hedge relationship as developed under“– Note 38: Financial Instruments”.

2. Notes to the IFRS Consolidated Financial Statements /2.2 Airbus Structure

6.

BrexitOn 29 March 2017, the UK triggered Article 50 of the Lisbon
Treaty, the mechanism to leave the European Union (“Brexit”).
In June 2018, the Company published its Brexit Risk
Assessment outlining its expectations regarding the material
consequences and risks for the Company arising from the UK
leaving the European Union without a deal. In September 2018,
the Company launched a project to mitigate the risks andanticipate possible consequences associated with Brexit andits impact on the Company’s business and production activities.
Significant progress was made in mitigating the identified risks
through for example the modification of the Company’s customs
and IT systems, and the stockpiling of parts associated withtransportation and logistics.

The UK left the European Union in an orderly manner on
31 January 2020 under the terms of the Withdrawal Agreement,
opening a transition period until 31 December 2020.
On 30 December 2020, the UK Parliament ratified the EU-UK
Trade and Cooperation Agreement (“TCA”) but it still awaits
ratification by the European Parliament and the Council of theEuropean Union before final conclusion and entry into force.
The TCA is expected to prevent the disruption a no-deal scenario
would have created. Preliminary analysis confirms that although
Brexit will result in a requirement for increased areas of vigilance,
additional administrative work and reduced industrial flexibility,
the continuity of the Company’s business operations and supply
chain in particular are not materially threatened.

2.2 Airbus Structure
7.

Scope of Consolidation

Consolidation — The Company’s Consolidated Financial
Statements include the Financial Statements of Airbus SE
and all material subsidiaries controlled by the Company. The
Company’s subsidiaries prepare their Financial Statements at thesame reporting date as the Company’s Consolidated Financial
Statements (see Appendix “Simplified Airbus Structure” chart).
Subsidiaries are entities controlled by the Company including
so-called structured entities, which are created to accomplish
a narrow and well-defined objective. They are fully consolidated
from the date control commences to the date control ceases.
The assessment of control of a structured entity is performed inthree steps. In a first step, the Company identifies the relevant
activities of the structured entities (which may include managing
lease receivables, managing the sale or re-lease at the end of

the lease and managing the sale or re-lease on default) and in asecond step, the Company assesses which activity is expected
to have the most significant impact on the structured entities’
return. Finally, the Company determines which party or parties
control this activity.
The Company’s interests in equity-accounted investees
comprise investments in associates and joint ventures. Suchinvestments are accounted for under the equity method andare initially recognised at cost.

2

The Financial Statements of the Company’s investments inassociates and joint ventures are generally prepared for thesame reporting period as for the parent company. Adjustments
are made where necessary to bring the accounting policies andaccounting periods in line with those of the Company.

PERIMETER OF CONSOLIDATION
31 December(Number of companies)

Fully consolidated entities

2020

2019

177

185

58

52

Investments accounted for under the equity method
in joint venturesin associates

25

25

Total

260

262

For more details related to unconsolidated and consolidated structured entities, see “– Note 28: Sales Financing Transactions”.

Airbus / Annual Report – Financial Statements 202021

2. Notes to the IFRS Consolidated Financial Statements /2.2 Airbus Structure8.

Acquisitions and Disposals

Business combinations are accounted for using the acquisition
method, as at the acquisition date, which is the date on which
control is transferred to the Company.
The determination of the fair value of the acquired assets andthe assumed liabilities which are the basis for the measurementof goodwill requires significant estimates. Land, buildings andequipment are usually independently appraised while marketablesecurities are valued at market prices. If intangible assets are
identified, depending on the type of intangible asset and thecomplexity of determining its fair value, the Company either
consults with an independent external valuation expert ordevelops the fair value internally, using appropriate valuation
techniques which are generally based on a forecast of the total
expected future net cash flows.
These evaluations are linked closely to the assumptions madeby management regarding the future performance of the assets
concerned and the discount rate applied.
Loss of control, loss of joint control, loss of significant
influence — Upon loss of control of a subsidiary, the assets
and liabilities and any components of the Company’s equity

8.1

Airbus paid to Bombardier a consideration of US$ 591 million ofwhich US$ 531 million was received at closing and US$ 60 million
to be paid over the 2020-22 period under certain conditions.
The agreement also provides for the cancellation of Bombardier
warrants owned by Airbus, as well as releasing Bombardierof its future funding capital requirement to ACLP, previously
performed through the non-voting participation Class B common
units in ACLP.

When the loss of significant influence or the loss of joint control
of an investment accounted under for the equity method is highly
probable and is expected to occur in the coming 12 months, thisassociate or joint venture is classified as an asset held for sale.
Sale of investment in an associate or joint venture — Anygain or loss arising from the disposal of investment accounted
for under the equity method is recognised within share of profit
from investments.

The call rights of Airbus in respect of all IQ’s interests in ACLP
at fair market value have been extended by an additional three
years to January 2026.
The effect of this equity transaction on the equity attributable tothe owners of ACLP amounts to € -53 million.
As part of this transaction, Airbus, via its wholly owned subsidiary
Stelia Aerospace, has also acquired the A220 and A330 work
package production capabilities from Bombardier in Saint
Laurent, Québec. Under this non-material transaction, the fairvalue of the net assets acquired amount to US$ -4 million.

Disposals

On 23 December 2019, the Company finalised the sale of PFW
Aerospace GmbH to Hutchinson Holding GmbH. Since 2011,
Airbus held 74.9% in PFW Aerospace GmbH, a key supplier in theaerospace industry, while Safeguard held the remaining 25.1%.
Airbus received a consideration of € 103 million and recogniseda gain of € 57 million, reported in other income. Assets andliabilities of the disposed company were previously classified
as held for sale.

22

Assets and liabilities of a material subsidiary for which a loss ofcontrol is highly probable are classified as assets and liabilities
held for sale when the Company has received sufficient evidence
that the loss of control will occur in the 12 months after theclassification. These assets and liabilities are presented after
elimination of intercompany transactions.

Acquisitions

On 12 February 2020, Bombardier transferred its remaining
shares in Airbus Canada Limited Partnership (“ACLP”) to
Airbus and Investissement Québec (“IQ”). As per the agreement,
Airbus acquired an additional 29.64% of the issued shares in
ACLP. This agreement brings the shareholdings in ACLP for
Airbus and IQ to 75% and 25%, respectively.

8.2

related to the subsidiary are derecognised. Any gain or loss
arising from the loss of control is recognised within other income
or other expenses in the Consolidated Income Statement. If theCompany retains any interest in the previous subsidiary, suchinterest is measured at fair value at the date the control is lost.

Airbus / Annual Report – Financial Statements 2020

On 30 July 2019, the Company sold its shares in Alestis
Aerospace S.L. to Aciturri Aeronáutica S.L., a company
headquartered in Miranda de Ebro, Spain. The Company
recognised a gain for an amount of € 45 million in Airbus. Assets
and liabilities of the disposed company were previously classified
as held for sale.

2. Notes to the IFRS Consolidated Financial Statements /2.2 Airbus Structure

8.3

Cash Flows from Disposals including Assets and Disposal Groups
Classified as Held for Sale

The following table provides details on cash flows from disposals (resulting in assets and liabilities disposed) of subsidiaries, joint
ventures and businesses:(In € million)

Total selling price received by cash and cash equivalents

2020

2019

0

173

Cash and cash equivalents included in the disposed subsidiaries

0

(36)

Total

0

137

In 2019, the aggregate cash flows from disposals of subsidiaries and assets and disposals groups classified as held for sale resulted
mainly from the sale of PFW Aerospace GmbH and Alestis Aerospace S.L.

9.

Investments Accounted for under the Equity Method
31 December(In € million)

2020

2019

Investments in joint ventures

1,367

1,444

Investments in associates

211

182

1,578

1,626

Total

Investments accounted for under the equity method decreased by € -48 million to € 1,578 million (2019: € 1,626 million). They
mainly include the equity investments in ArianeGroup, MBDA and ATR GIE.

9.1

Investments in Joint Ventures

The joint ventures in which the Company holds an interest are structured in separate incorporated companies. Under joint arrangementagreements, unanimous consent is required from all parties to the agreement for all relevant activities. The Company and its partners
have rights to the net assets of these entities through the terms of the contractual agreements.

2

The Company’s interest in its joint ventures, accounted for under the equity method, is stated in aggregate in the following table:(In € million)

2020

2019

Carrying amount of the investments at 1 January

1,444

1,484

Share of results from continuing operations

31

264

Share of other comprehensive income

(57)

(82)

Dividends received during the year

(49)

(225)

Others

(2)

3

1,367

1,444

Carrying amount of the investments at 31 December

The Company’s individually material joint ventures are
ArianeGroup, Paris (France), MBDA S.A.S., Paris (France),
and ATR GIE, Blagnac (France), as parent companies of theirrespective groups. These joint venture companies are notpublicly listed.
ArianeGroup is a 50% joint venture between the Company andSafran. ArianeGroup is the head company in a group comprising
several subsidiaries and affiliates, all leading companies
in their fields, such as: APP, Arianespace, Cilas, Eurockot,
Eurocryospace, Europropulsion, Nuclétudes, Pyroalliance,

Regulus, Sodern and Starsem. ArianeGroup inherits a richportfolio of products and services, enabling it to deliver innovativeand competitive solutions to numerous customers around theworld.
The Company holds a 37.5% stake in MBDA at 31 December
2020, which is a joint venture between the Company, BAE
Systems and Leonardo. MBDA offers missile systems capabilities
that cover the whole range of solutions for air dominance,
ground-based air defence and maritime superiority, as well as
advanced technological solutions for battlefield engagement.

Airbus / Annual Report – Financial Statements 202023

2. Notes to the IFRS Consolidated Financial Statements /2.2 Airbus Structure

ATR GIE manufactures advanced turboprop aircraft. It is a
50% joint venture between Leonardo group company and theCompany. Both Leonardo and the Company provide airframes
which are assembled by ATR GIE in France. The members of

ATR GIE are legally entitled exclusively to the benefits and are
liable for the commitments of the Company. ATR GIE is obliged
to transfer its cash to each member of the joint venture.

The following table summarises financial information for ArianeGroup, MBDA and ATR GIE based on their Consolidated Financial
Statements prepared in accordance with IFRS:
ArianeGroupMBDA(In € million)

2020

2019

2020

2019

2020

2019

Revenue

2,718

3,069

3,592

3,703

398

1,438

Depreciation and amortisation

(128)

(128)

(143)

(126)

(6)

(33)
0

Interest income

9

4

5

13

0

Interest expense

(27)

(15)

(17)

(26)

0

0

9

(71)

(119)

(127)

1

(3)

Profit from continuing operations

(6)

133

279

268

(138)

106

Other comprehensive income

(14)

(79)

(157)

(79)

0

0

106

Income tax expense

Total comprehensive income (100%)

(20)

54

122

189

(138)

Non-current assets

6,111

6,207

2,687

2,718

262

252

Current assets

6,260

6,610

7,841

7,707

835

729

642

828

2,851

2,906

9

6

1,152

1,067

1,104

1,114

165

166

thereof cash and cash equivalents
Non-current liabilities
thereof non-current financial liabilities(excluding trade and other payables and provisions)
Current liabilities
thereof current financial liabilities(excluding trade and other payables and provisions)

483

517

3

5

0

0

7,075

7,601

8,821

8,693

901

592

53

57

27

25

0

0

Total equity (100%)

4,144

4,149

603

618

31

223

Equity attributable to the equity owners of the parent

4,144

4,145

603

618

31

223

0

4

0

0

0

0

Non-controlling interests

ArianeGroupMBDA

ATR GIE(In € million)

2020

2019

2020

2019

2020

2019

The Company’s interest in equity on investee

2,072

2,073

226

232

15

111
0

Goodwill

244

244

282

282

0

(1,519)(1,519)

0

0

0

0

Airbus Defence and Space PPA (including 2016 Ariane 6 catch-up)

(71)

(52)

0

0

0

0

Contingent liability release adjustment

(36)

(30)

0

0

0

0

Fair value adjustments and modifications for differences inaccounting policies

(23)

(19)

(10)

(11)

0

0

Dividend adjustment

0

0

0

(53)

0

0

Elimination of downstream inventory

2

2

0

0

(5)

(5)

669

699

498

450

10

106

PPA adjustments, net of tax

Carrying amount of the investment at 31 December

24

ATR GIE

Airbus / Annual Report – Financial Statements 2020

2. Notes to the IFRS Consolidated Financial Statements /2.2 Airbus Structure

The development of these investments is as follows:
ArianeGroupMBDA

ATR GIE

2020

2019

2020

2019

2020

2019

Carrying amount of the investment at 1 January

699

722

450

463

106

146

Share of results from continuing operations

(22)

52

107

101

(68)

54

Share of other comprehensive income

(8)

(38)

(57)

(30)

5

(3)

Dividends received during the year

0

(38)

0

(84)

(33)

(90)

Changes in consolidation

0

0

0

0

0

0

Others

0

0

(2)

(1)

0

(1)

669

699

498

450

10

106

(In € million)

Carrying amount of the investment at 31 December

The Company’s share of contingent liabilities as of 31 December 2020 relating to MBDA is € 450 million (2019: € 412 million).

9.2

Investments in Associates

The Company’s interests in associates, accounted for under the equity method, are stated in aggregate in the following table:(In € million)

Carrying amount of the investment at 1 January

2020

2019

182

209

Share of results from continuing operations

8

35

Share of other comprehensive income

32

(14)

Dividends received during the year

(44)

(21)

Changes in consolidation

28

0

Disposal of shares

5

0

OthersCarrying amount of the investment at 31 December

0

(27)

211

182

The cumulative unrecognised comprehensive loss for these associates amounts to € -97 million and € -52 million as of 31 December
2020 and 2019, respectively (thereof € -45 million for the period).

10.

2Related Party Transactions(In € million)

Sales of
Purchases ofgoods andgoods andservices andservices and Receivables atother income other expenses 31 December

Loans granted /Other receivables
Liabilities atdue at31 December
31 December

Loans received /Other liabilities
due at31 December

2020
Total transactions
with associates

9

42

6

13

101

16

Total transactions
with joint ventures

2,596

186

1,294

1,176

5

1,275

Total transactions
with associates

4

204

5

36

97

7

Total transactions
with joint ventures

2,069

268

1,289

1,432

2

1,222

2019

Transactions with unconsolidated subsidiaries are immaterial to
the Company’s Consolidated Financial Statements.
As of 31 December 2020, the Company granted guarantees of€ 129 million to Air Tanker Group in the UK (2019: € 129 million).

For information regarding the funding of the Company’s pension
plans, which are considered as related parties, see “– Note 32:
Post-Employment Benefits”.
The information relative to compensation and benefits granted
to Members of the Executive Committee and Board of Directors
are disclosed in “– Note 34: Remuneration”.

Airbus / Annual Report – Financial Statements 202025

2. Notes to the IFRS Consolidated Financial Statements /2.3 Segment Information

2.3 Segment Information
The Company operates in three reportable segments whichreflect the internal organisational and management structure
according to the nature of the products and services provided.
–– Airbus — Development, manufacturing, marketing and saleof commercial jet aircraft of more than 100 seats, aircraft
conversion and related services; development, manufacturing,marketing and sale of regional turboprop aircraft and aircraftcomponents. It also includes the holding function of theCompany and its bank activities.
–– Airbus Helicopters — Development, manufacturing,marketing and sale of civil and military helicopters; provisionof helicopter related services.

11.

–– Airbus Defence and Space — Military Aircraft design,development, delivery, and support of military aircraft suchas combat, mission, transport and tanker aircraft and theirassociated services. Space Systems design, development,delivery, and support of full range of civil and defence
space systems for telecommunications, earth observations,navigation, science and orbital systems. ConnectedIntelligence provision of services around data processing
from platforms, secure communication and cyber security. In
addition, the main joint ventures design, develop, deliver, andsupport missile systems as well as space launcher systems.
Unmanned Aerial Systems design, development, delivery andservice support.

Segment Information

The following tables present information with respect to the Company’s business segments. As a rule, inter-segment transfers arecarried out on an arm’s length basis. Inter-segment sales predominantly take place between Airbus and Airbus Defence and Spaceand between Airbus Helicopters and Airbus. The activities related to innovation and digital transformation, which were formerly
reported in the column “Transversal/Eliminations”, are now included in the business segment Airbus under the new segment
structure. Consolidation effects will continue to be reported in the column “Eliminations”.
The Company uses EBIT as a key indicator of its economic performance.
Business segment information for the year ended 31 December 2020 is as follows:

Eliminations

Consolidated
Airbus(In € million)

AirbusTotal revenue

34,2506,251

10,446

050,947

Internal revenue
Revenue
thereofsales of goods at a point in timesales of goods over time
services, including sales of spare parts
Profit (Loss) before financial result and income taxes (EBIT)
thereofdepreciation and amortisation
research and development expenses
share of profit from investments accounted
for under the equity method
additions to other provisions (1)Interest result
Other financial result
Income taxes(689)
33,561

(271)
5,980

(75)
10,37100(1,035)49,912

31,33137
2,193(1,330)

3,144
273
2,563
455

2,921
4,084
3,366
408

0
0
0
(43)

37,396
4,394
8,122
(510)

(1,951)(2,436)

(208)
(273)

(672)
(225)

0
76

(2,831)(2,858)(80)(2,371)

6
(398)

113
(980)

0
(11)

39
(3,760)
(271)
(349)
(39)

Loss for the period(1) See “– Note 25: Provisions, Contingent Assets and Contingent Liabilities”.

26

AirbusDefenceand Space

AirbusHelicopters

Airbus / Annual Report – Financial Statements 2020

(1,169)

2. Notes to the IFRS Consolidated Financial Statements /2.3 Segment Information

Business segment information for the year ended 31 December 2019 is as follows:
AirbusDefenceand Space

Eliminations

Consolidated
Airbus(In € million)

AirbusAirbusHelicopters

Total revenue

54,775

6,007

10,907071,689Internal revenue
Revenue
thereofsales of goods at a point in timesales of goods over time
services, including sales of spare parts
Profit before financial result and income taxes (EBIT) (1)thereofdepreciation and amortisation
research and development expenses (1)share of profit from investments accounted
for under the equity method
additions to other provisions(696)
54,079

(429)
5,578

(86)
10,82100(1,211)70,47850,577
21
3,481
1,794

2,924
278
2,376
414

3,457
3,942
3,422
(881)

0
0
0
12

56,958
4,241
9,279
1,339

(2,130)(2,816)

(160)
(291)

(555)
(302)

(82)
51

(2,927)(3,358)63(1,573)

8
(429)

228
(1,788)

0
(11)

299
(3,801)

Interest result
Other financial result
Income taxes

(111)
(164)
(2,389)Loss for the period(1,325)(1) Restated due to new segment presentation.

Segment capital expenditures

31 December(In € million)

2020

2019

Airbus

1,191

1,678

Airbus Helicopters

113

163

Airbus Defence and Space

455

498

0

1

1,759

2,340

Eliminations

Total capital expenditures(1)2(1) Excluding expenditure for leased assets.

Segment assets

31 December(In € million)

2020

2019

Airbus

65,18064,723

Airbus Helicopters

8,757

9,407

Airbus Defence and Space

16,701

17,456

Eliminations(6,593)(6,651)

Total segment assets

84,04584,935

UnallocatedDeferred and current tax assets

4,643

6,792

Securities

6,968

13,368Cash and cash equivalents

14,439

9,314

0

0

110,095

114,409

Assets classified as held for sale
Total assets

Revenue by geographical areas is disclosed in “– Note 12: Revenue and Gross Margin”. Property, plant and equipment by geographicalareas is disclosed in “– Note 21: Property, Plant and Equipment”.

Airbus / Annual Report – Financial Statements 202027

2. Notes to the IFRS Consolidated Financial Statements /2.4 Airbus Performance

Segment order backlog

31 December
2020

2019

(In € million)(in %)(In € million)(in %)

Airbus324,67587424,082

90

Airbus Helicopters

15,782

4

16,627

3

Airbus Defence and Space

33,505932,263

7

(835)

0

(1,484)0373,127100

471,488

100

Eliminations
Total

As of 31 December 2020, the total backlog represents theaggregate amount of the transaction price allocated to theunsatisfied and partially unsatisfied performance obligations to
the Company’s customers. Backlog commitments are relative to
the Company’s enforceable contracts with its customers where
it is probable that the consideration will be collected. The valueof the backlog is measured in accordance with the revenue
recognition standard (IFRS 15). As a result, contractual rebates,
engines concessions, and variable considerations are taken
into consideration for measurement. Contracts stipulated in acurrency different than the presentation currency are translated

to euro using the spot rate as of 31 December 2020 and 2019respectively. Adjustments to the value of the backlog could result
from changes in the transaction price. The backlog valuation isbased on the estimates and assumptions (see “– Note 4: Key
Estimates and Judgements”) and will mainly be released into
revenue over a period of seven years.
The decrease reflects the higher number of deliveries ascompared to order intake, the weakening of the US dollar and athorough reassessment of the recoverability of the order backlog.

2.4 Airbus Performance
12.

Revenue and Gross Margin

Revenue decreased by € -20,566 million to € 49,912 million (2019: € 70,478 million). The decrease is mainly driven by Airbus(€ -20,518 million) reflecting lower deliveries of 566 aircraft (in 2019: 863 aircraft) in line with the production adaptation plan set out
in April 2020 in response to the COVID-19 pandemic (see “– Note 2: Impact of the COVID-19 pandemic”).
Revenue by geographical areas based on the location of the customer is as follows:(In € million)

2020

2019

Asia-Pacific

13,087

22,625

Europe20,325

22,591

North America

8,688

12,036

Middle East

3,123

7,053

Latin America

983

1,851

Other countries

Total

The gross margin decreased by € -4,843 million to € 5,662 million
compared to € 10,505 million in 2019. It mainly reflects lower
deliveries and lower cost efficiency at Airbus. The gross marginrate decreased from 14.9% to 11.3%.
As of 31 December 2018, the Company’s largest A380 operator
reviewed its aircraft fleet strategy going forward and concluded it
is forced to restructure and reduce its A380 order by 39 aircraft.
As a consequence of this decision, deliveries of the A380 willcease in 2022.

28

Airbus / Annual Report – Financial Statements 2020

3,706

4,322

49,91270,478At year-end 2018, the Company impaired specific A380
assets in the amount of € 167 million, recognised an onerous
contract provision for an amount of € 1,257 million and updated
the measurement of refundable advances including interest
accretion for a total amount of € 1,426 million. As a consequence,
the recognition of the onerous contract provision as well asother specific provisions and the remeasurement of the liabilities
affected the consolidated income statement before taxes by
a net € 463 million in EBIT and positively impacted the otherfinancial result by € 177 million.

2. Notes to the IFRS Consolidated Financial Statements /2.4 Airbus Performance

In 2019, the Company recorded an additional net charge of€ 99 million in EBIT as part of its continuous assessment of assets
recoverability and quarterly review of onerous contract provision
assumptions. In 2020, the Company recorded an additional net
charge of € 320 million in EBIT.
As of 31 December 2020, the Company has delivered a total of
97 A400M aircraft including nine aircraft in 2020.
The COVID-19 pandemic is weighing on the performance ofdevelopment, production, flight testing, aircraft delivery andretrofit activities. The Company continued with development
activities toward achieving the revised capability roadmap. Retrofit
activities are progressing in close alignment with the customer.
In the fourth quarter 2019, an update of the contract estimate
at completion was performed and an additional charge of€ 1,212 million recorded. This reflected mainly the updated
estimates on the export scenario during the launch contract
phase as well as some cost increases in particular for retrofit
and an updated view on applicable escalation. In 2020, an
update of the contract estimate at completion confirmed the13.

2019 position. A charge of € 63 million has been recorded in2020 reflecting mainly the variation of price escalation indexes.
Risks remain on the development of technical capabilities andassociated costs, on aircraft operational reliability in particularwith regard to power plant, on cost reductions and on securingexport orders in time as per the revised baseline.
Due to the suspension of defence export licences to Saudi
Arabia by the German Government until 31 March 2020,
and the consequential inability of the Company to execute acustomer contract, a revised Estimate at Completion (EAC) was
performed as of 31 December 2019. As a result, a € 221 million
impairment charge mainly on inventories on top of a € 112 million
financial expense related to hedge ineffectiveness has beenrecognised in 2019. In the fourth quarter 2020 the Company
updated its contract estimate at completion which confirms the2019 assessment. The Company continues to engage with its
customer to agree a way forward on this contract. The outcomeof these negotiations is presently unclear but could result infurther significant financial impacts.

Administrative Expenses

Administrative expenses decreased by € -3,794 million to € 1,423 million (2019: € 5,217 million), mainly due to the final agreements
reached in 2019 with the French Parquet National Financier (PNF), the U.K. Serious Fraud Office (SFO) and the US Departmentof State (DoS).

14.

Research and Development Expenses

Research and development expenses decreased by € -500 million to € 2,858 million compared to € 3,358 million in 2019.

15.

Other income decreased by € -238 million to € 132 million
compared to € 370 million in 2019.

16.

2

Other Income and Other Expenses
Other expenses increased by € +1,102 million to € -1,458 million
compared to € -356 million in 2019, mainly due to therestructuring provision recorded in 2020 in response to the
COVID-19 pandemic. For more details, see “– Note 2: Impactof the COVID-19 pandemic”.

Share of Profit from Investments Accounted for under
the Equity Method and Other Income from Investments(In € million)

Share of profit from investments in joint ventures

2020

2019

31

265

Share of profit from investments in associates

834

Share of profit from investments accounted for under the equity method

39

299

Other income from investments

113

4

Share of profit from investments under the equity method and other income from investments decreased by € -151 million
to € 152 million compared to € 303 million in 2019.

Airbus / Annual Report – Financial Statements 202029

2. Notes to the IFRS Consolidated Financial Statements /2.4 Airbus Performance17.

Total Financial Result

Interest income derived from the Company’s asset management and lending activities is recognised as interest accrues, using
the effective interest rate method.
(In € million)

2020

2019

Interests on European Governments’ refundable advances

(108)

(96)

Others

(163)

(15)

Total interest result

(271)

(111)

Change in fair value measurement of financial instruments

111

68
(69)

(1)

Foreign exchange translations on monetary items(28)

Unwinding of discounted provisions

(25)

(46)

Others

(407)

(117)

Total other financial result

(349)

(164)

Total

(620)

(275)

(1) In 2020, the total interest income amounts to € 140 million (2019: € 228 million) for financial assets which are not measured at fair value through profit or loss. For financial liabilities
which are not measured at fair value through profit or loss € -411 million (2019: € -339 million) are recognised as total interest expenses. Both amounts are calculated by using theeffective interest method.

Total financial result deteriorated by € -345 million to€ -620 million compared to € -275 million in 2019. This isdriven by a decrease of € -160 million in interest result and the18.

remeasurement on the A350 Repayable Launch Investment(“RLI”) (see “– Note 26: Other Financial Assets and Other
Financial Liabilities”).

Income Taxes

The expense for income taxes is comprised of the following:(In € million)

2020

2019

Current tax expense

227(2,903)

Deferred tax expense

(266)

514

Total

(39)

(2,389)Main income tax rates and main changes impacting the Company:

30(Rate in %)

2020

2021

> 2021

Netherlands

25.00

25.00

25.00

France

32.02

28.41

25.83

Germany

30.00

30.00

30.00

Spain

25.00

25.00

25.00

UK

19.00

19.00

19.00

Airbus / Annual Report – Financial Statements 2020

2. Notes to the IFRS Consolidated Financial Statements /2.4 Airbus Performance

The following table shows a reconciliation from the theoretical income tax (expense) using the Dutch corporate tax rate to thereported income tax (expense):
2020(In € million)

2019

Profit before income taxes(1,130)1,064

Corporate income tax rate

25.0%

25.0%

283

(266)

(4)

(439)

Capital gains and losses on disposals/mergers

(3)

21

Income from investment and associates

24

74

Expected (expense) for income taxes
Effects from tax rate differentials / Change of tax rate

Tax credit
Change in valuation allowances (1)

13

49

(356)

(467)

Non-deductible final agreements reached with PNF, SFO and DoS(899)

Tax contingencies

147

(331)

Other non-deductible expenses and tax-free income

(143)

(131)

Reported tax (expense)(39)(2,389)(1) Reassessments of the recoverability of deferred tax assets based on future taxable profits.

The income tax expense amounts to € -39 million (2019:€ -2,389 million). It corresponds to an effective income tax rate of-3.5% driven by the negative pre-tax result in 2020 offset bydeferred tax impairments and tax-free revaluation of certain
equity investments.
In 2019, the high effective tax rate was mainly driven by the nondeductibility of the penalties accounted for in the 2019 accounts(see “– Note 39: Litigation and Claims”). It also comprises
deferred tax impairments and tax risk updates partially offset by
the sales of PFW Aerospace GmbH and Alestis Aerospace S.L.
at a reduced tax rate (see “– Note 8: Acquisitions and Disposals”).
As the Company controls the timing of the reversal of temporary
differences associated with its subsidiaries (usually referred to as“outside basis differences”) arising from yet undistributed profitsand changes in foreign exchange rates, it does not recognisea deferred tax liability. For temporary differences arising frominvestments in associates the Company recognises deferred
tax liabilities. The rate used reflects the assumptions that thesedifferences will be recovered from dividend distribution unlessa management resolution for the divestment of the investment
exists at the closing date. For joint ventures, the Company
assesses its ability to control the distribution of dividends basedon existing shareholder agreements and recognises deferred
tax liabilities accordingly.
As of 31 December 2020, the aggregate amount of temporary
differences associated with investments in subsidiaries, branches
and associates and interests in joint arrangements, for which
deferred tax liabilities have not been recognised, amounts to€ 123 million.

Airbus / Annual Report – Financial Statements 2020

231

2. Notes to the IFRS Consolidated Financial Statements /2.4 Airbus Performance

Deferred tax on net operating losses (“NOLs”), trade tax loss carry forwards and tax credit carry forwards are:(In € million)

NOL

31 December
2020

31 December
2019

2,107

7,625

6,962

0

3,263

2,544

Germany

Spain

UK

Other
countries

726

3,159

58

1,575

0

3,263

0

0

FranceTrade tax loss carry forwards
Tax credit carry forwards

0

0

277

0

2

279

299

Tax effect

188

962

291

299

543

2,283

2,073

Valuation allowances

(112)

(878)

(263)

(170)

(504)

(1,927)(1,588)

76

84

28

129

39

356

485

Deferred tax assets on NOLs
and tax credit carry forwards

NOLs, capital losses and trade tax loss carry forwards are indefinitely usable under certain restrictions in France, Germany, the UK
and Spain. They are usable for 20 years in Canada. In Spain, R&D tax credit carry forwards will expire after 18 years.
Roll forward of deferred tax:
(In € million)

2020

2019

Net deferred tax assets at 1 January

4,610

3,516

Deferred tax expense in income statement

(266)

514

Deferred tax recognised directly in AOCI

(893)

308

Deferred tax on remeasurement of the net defined benefit pension plans

358

442

Others

(237)

(170)

Net deferred tax assets at 31 December

3,572

4,610

(In € million)

2020

2019

Financial assets at fair value through OCI

(128)

(151)

Details of deferred tax recognised cumulatively in equity are as follows:

Cash flow hedges

32

(86)

830

Deferred tax on remeasurement of the net defined benefit pension plans

2,494

2,136

Total

2,280

2,815

Airbus / Annual Report – Financial Statements 2020

2. Notes to the IFRS Consolidated Financial Statements /2.4 Airbus Performance

Deferred income taxes as of 31 December 2020 are related to the following assets and liabilities:
1 January 2020

Other movements

Movement throughincome statement

31 December 2020

R&D
tax
credits

Deferredtax benefit(expense)

Deferredtax
assetsDeferredtax
liabilities

Deferredtax
assetsDeferredtax
liabilities

OCI/
IAS 19Intangible assets

221

(503)

0

(10)

0

(11)

186

(489)

Property, plant and equipment

0

(4)

0

(53)

30

(313)

(In € million)

Others

(1)

55

(281)

Investments and other long-term
financial assets

1,897

(38)

0

(14)

0

(754)

1,174

(83)

Inventories

2,636

(37)

0

(15)

0

(1,099)3,088(1,603)

Receivables and other assets

1,937(1,310)(1,086)

53

0

1,171

2,457

(1,692)

Prepaid expenses

13

0

0

0

0

(15)

0

(2)

Provisions for retirement plans

961

0

451

(16)

0

(208)

1,188

0

Other provisions

2,026

(557)

0

(4)

0

248

2,043

(330)

Liabilities

1,528(3,642)

160

(83)

0

338

1,966

(3,665)

Deferred income

19

(236)

0

2

0

151

53

(117)

NOLs and tax credit carry forwards

2,073

0

0

(69)

(43)

322

2,283

0

Deferred tax assets (liabilities)
before offsetting

13,366(6,604)

(475)

(160)

(43)

90

14,468(8,294)

Valuation allowances on deferred
tax assets(2,152)

0

(59)

48

(83)

(356)

(2,602)0

Set-off(6,206)

6,206

0

0

0

0

(7,843)

7,843

Net deferred tax assets(liabilities)

5,008

(398)

(534)

(112)

(126)

(266)

4,023

(451)

(1) “Others” mainly comprises changes in the consolidation scope and foreign exchange rate effects.

Deferred income taxes as of 31 December 2019 are related to the following assets and liabilities:
1 January 2019

Other movements

Movement throughincome statement

31 December 2019

R&D
tax
credits

Deferredtax benefit(expense)

Deferredtax
assetsDeferredtax
liabilities

Deferredtax
assetsDeferredtax
liabilities

OCI/
IAS 19Intangible assets

147

(462)

0

(16)

0

49

221

(503)

Property, plant and equipment613(1,011)

0

(3)

0

176

55

(281)

Investments and other long-term
financial assets

1,416

(14)

0

21

0

436

1,897

(38)

Inventories

1,416

(13)

0

(3)

0

1,199

2,636

(37)

Receivables and other assets

646(1,681)

319

51

0

1,292

1,937

(1,310)0(In € million)

Others(1)

Prepaid expenses

12

0

0

0

0

1

13

Provisions for retirement plans

695

(57)

884

11

0

(573)

961

0

1,890

44

0

(17)

0

(448)

2,026

(557)

887

(1,689)

0

(79)

0

(1,233)

1,528(3,642)Other provisions
Liabilities
Deferred income

0

(63)

0

3

0

(157)

19

(236)

NOLs and tax credit carry forwards

1,868

0

0

0

(33)

238

2,073

0

Deferred tax assets (liabilities)
before offsetting

9,590(4,946)

1,203

(32)

(33)

981

13,366(6,604)

Valuation allowances on deferred
tax assets(1,127)

0

(453)

0

(105)

(467)

(2,152)0

Set-off(3,628)

3,628

0

0

0

0

(6,206)

6,206

Net deferred tax assets(liabilities)

4,835(1,318)

750

(32)

(138)

514

5,008

(398)

2

(1) “Others” mainly comprises changes in the consolidation scope and foreign exchange rate effects.

Airbus / Annual Report – Financial Statements 202033

2. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities

19.

Earnings per Share

Loss for the period attributable to equity owners of the parent (Net income)Weighted average number of ordinary shares

2020

2019

€ (1,133) million€ (1,362) million

783,178,191

777,039,858€ (1.45)€ (1.75)

Basic earnings per share

Diluted earnings per share — The Company’s dilutive potential ordinary shares are share-settled Performance Units relating toLong-Term Incentive Plans (“LTIP”).
As there is a loss in 2020, the effect of potentially dilutive ordinary shares is anti-dilutive.

Loss for the period attributable to equity owners of the parent (Net income),
adjusted for diluted calculation
Weighted average number of ordinary shares (diluted)

2020

2019

€ (1,133) million€ (1,362) million

783,178,191

777,039,858€ (1.45)€ (1.75)

Diluted earnings per share

2.5 Operational Assets and Liabilities
20.

Intangible Assets

Intangible assets comprise (i) goodwill (see “– Note 7: Scope of Consolidation”), (ii) capitalised development costs (see “– Note 3:
Significant Accounting Policies”) and (iii) other intangible assets, e.g. internally developed software and acquired intangible assets.
Intangible assets with finite useful lives are generally amortised on a straight-line basis over their respective estimated useful lives(three to ten years) to their estimated residual values.
31 December 2020 and 2019 comprise the following:
31 December 2020
(In € million)GrossamountAmortisation /Impairment

Net book
value

Gross
amountAmortisation /Impairment

Net book
value

Goodwill

14,039(1,040)12,99914,062(1,043)13,0191,460

Capitalised development costs

3,210(1,952)

1,258

3,209

(1,749)Other intangible assets

4,807(2,865)

1,942

4,785

(2,673)

2,112

22,056(5,857)

16,19922,056(5,465)

16,591Total

34

31 December 2019

Airbus / Annual Report – Financial Statements 2020

2. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities

NET BOOK VALUE(In € million)

Balance at
Changes in
1 January Exchange
consolidation
2020 differences Additions
scope

Reclassification

Balance at
Amortisation / 31 December
Disposals
Impairment
2020

Goodwill

13,019

(30)

10

0

0

0

0

12,999

Capitalised
development
costs

1,460

(9)

101

0

0

(72)

(222)

1,258

Other
intangible
assetsTotal(In € million)

2,112

(128)

199

1

(13)

3

(232)

1,942

16,591

(167)

310

1

(13)

(69)

(454)

16,199Balance at
Changes in
1 January Exchange
consolidation
Amortisation /2019 differences Additions
scope Reclassification (1) Disposals (1)Impairment

Balance at
31 December
2019

Goodwill

13,039

11

0

0

4

(35)

0

13,019

Capitalised
development
costs

1,582

8

134

13

49

7

(333)

1,460

Other
intangible
assets

Total

2,105

32

275

42

(104)

(8)

(230)

2,112

16,726

51

409

55

(51)

(36)

(563)

16,591(1) Includes intangible assets from entities disposed (see “– Note 8: Acquisitions and Disposals”).

Intangible assets decreased by € -392 million to € 16,199 million (2019: € 16,591 million). Intangible assets mainly relate to goodwillof € 12,999 million (2019: € 13,019 million).

Capitalised Development Costs
The Company has capitalised development costs in the amount of € 1,258 million as of 31 December 2020 (€ 1,460 million as of
31 December 2019), mainly for Airbus programmes (€ 754 million).

2

Impairment Tests
Each year the Company assesses whether there is an indicationthat a non-financial asset or a cash generating unit (“CGU”) to
which the asset belongs may be impaired. In addition, intangible
assets with an indefinite useful life, intangible assets not yet
available for use and goodwill are tested for impairment annually,irrespective of whether there is any indication for impairment.
An impairment loss is recognised in the amount by which theasset’s carrying amount exceeds its recoverable amount. For the
purpose of impairment testing, any goodwill is allocated to the
CGU or group of CGUs in a way that reflects the way goodwill
is monitored for internal management purposes.
The discounted cash flow method is used to determine
the recoverable amount of a CGU or the group of CGUs towhich goodwill is allocated. The discounted cash flow method
is particularly sensitive to the selected discount rates andestimates of future cash flows by management. Discount rates
are based on the weighted average cost of capital (“WACC”)

for the groups of cash-generating units. The discount rates arecalculated based on a risk-free rate of interest and a market
risk premium. In addition, the discount rates reflect the current
market assessment of the risks specific to each group of CGUs
by taking into account specific peer group information on beta
factors, leverage and cost of debt. Consequently, slight changes
to these elements can materially affect the resulting valuation andtherefore the amount of a potential impairment charge.
These estimates are influenced by several assumptions including
the growth rate of CGUs where a rate of 1% has been applied,
the increase of deliveries in the coming years, the availability
and composition of future defence and institutional budgets,and foreign exchange fluctuations or implications arising fromthe volatility of capital markets. Cash flow projections take into
account past experience and represent management’s best
estimate of future developments.

Airbus / Annual Report – Financial Statements 202035

2. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities

The Company tested the intangible assets for which an indicator of impairment was identified. In particular the Company tested
the intangible assets associated with the main aircraft programmes and concluded that no impairment was necessary.
As of 31 December 2020 and 2019, goodwill was allocated to CGUs or group of CGUs and is summarised in the following schedule:
AirbusDefence andSpace

Eliminations

Consolidated
Airbus(In € million)

AirbusAirbusHelicopters

Goodwill as of 31 December 2020

10,710

139

2,150

0

12,999Goodwill as of 31 December 201910,733

129

2,157

0

13,019The goodwill mainly relates to the creation of the Company in 2000 and the Airbus Combination in 2001.
The annual impairment tests performed in 2020 led to no impairment charge. Sensitivities were also performed for growth rates(+/-1%) and discount rates (+/-1%), and in both cases led to no impairment charge.

General Assumptions Appliedin the Planning Process
The basis for determining the recoverable amount is the value in
use of the CGUs. Generally, cash flow projections used for theCompany’s impairment testing are based on operative planning.
The operative planning, used for the impairment test, is based on
the following key assumptions which are relevant for all CGUs:–– increase of expected future labour expenses of 1.5% (2019:2.0%);–– future interest rates projected per geographical market, for theEuropean Monetary Union, the UK and the US;–– future exchange rate of 1.25 US$/€ (2019: 1.25 US$/€) toconvert in euro the portion of future US dollar which is nothedged (see “– Note 38: Financial Instruments”);
General economic data derived from external macroeconomic
and financial studies have been used to derive the general key
assumptions.
In addition to these general planning assumptions, the following
additional CGU specific assumptions, which represent
management’s current best assessment as of the date ofthese Consolidated Financial Statements, have been applied
in individual CGUs.

Airbus–– The planning takes into account both the current market
condition and Airbus production rate, and includes
management’s best estimates of the progressive increase inaircraft deliveries over the operative planning period.
–– In the absence of long-term financial reference, expected cash
flows generated beyond the planning horizon are consideredthrough a terminal value.
–– Due to the significant hedge portfolio, the carrying value andplanned cash flows of the CGU Airbus are materially influenced.
–– Cash flows are discounted using a euro weighted pre-tax
WACC of 14.1% (2019: 11.6%).

36

Airbus / Annual Report – Financial Statements 2020

Airbus Helicopters–– The planning takes into account the evolution of programmes
based upon the current backlog and an assessment of orderintake for platforms and services.
–– In the absence of long-term financial reference, expected cash
flows generated beyond the planning horizon are consideredthrough a terminal value.
–– Long-term commercial assumptions in respect of market
share, deliveries and market value are based on the helicopter
market forecast considering the decrease over recent years
in the civil and parapublic market partially driven by decreaseof investment in oil and gas, needs of helicopter fleet renewal
and growth markers and the increase of Airbus Helicoptersmarket share in this environment.
–– Cash flows are discounted using a euro weighted pre-tax
WACC of 12.8% (2019: 10.7%).

Airbus Defence and Space–– Overall the defence and space markets are expected to havea moderate growth during the period of the operative planninghorizon.
–– Business growth is underpinned by growing defence
opportunities boosted after finalisation of the successful
portfolio re-shaping programme. Underlying performance isimproved by focusing on project delivery, cost control andefficiency.
–– In the absence of long-term financial reference, expected cash
flows generated beyond the planning horizon are consideredthrough a terminal value.
–– Cash flows are discounted using a euro weighted pre-tax
WACC of 10.1% (2019: 8.5%).

2. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities

21.

Property, Plant and Equipment

Property, plant and equipment is valued at acquisition or manufacturing costs less accumulated depreciation and impairment
losses. Items of property, plant and equipment are generally depreciated on a straight-line basis. The following useful lives are
assumed:Buildings

10 to 50 years

Site improvements

6 to 30 years

Technical equipment and machinery

2 to 20 years
5 years

Jigs and tools (1)Other equipment, factory and office equipment

2 to 10 years(1) If more appropriate, jigs and tools are depreciated using the number of production or similar units expected to be obtained from the tools (sum-of-the-units method).

Property, plant and equipment as of 31 December 2020 and 2019 comprises the following:
31 December 2020

31 December 2019GrossamountDepreciation /Impairment

Net book
value

Gross
amountDepreciation /Impairment

Net book
value

Land, leasehold improvements andbuildings, including buildings on land
owned by others

9,767(5,086)

4,681

9,879

(5,056)

4,823

7,068

23,144(15,887)

7,257(In € million)

Technical equipment and machinery

23,650(16,582)

Other equipment, factory and officeequipment (1)3,699(2,888)

811

3,782

(2,825)957

Construction in progress

2,310

0

2,310

2,714

0

2,714

Right-of-use assets (2)

2,426

(622)

1,804

1,793

(250)

1,543

41,852(25,178)

16,67441,312(24,018)

17,294

Total(1) Includes the net book value of aircraft under operating lease (see “– Note 28: Sales Financing Transactions”).
(2) The net book value of Land and Buildings under Right-of-use assets amounts to € 1,665 million.

2

NET BOOK VALUE(In € million)

Balance at
Changes in
Balance at
1 January Exchange
consolidation Reclassi­
Depreciation / 31 December
2020 differences Additions
scope
fication Disposals Impairment (1)2020

Land, leasehold
improvements andbuildings, including
buildings on land
owned by others

4,823

(37)

104

(7)

168

(44)

(326)

4,681

Technical equipment
and machinery

7,257

(127)

328

(3)

1,158

(36)

(1,509)

7,068

Other equipment,
factory and officeequipment

957

(13)

83

0

79

(73)

(222)

811

Construction inprogress

2,714

(11)

1,008

2

(1,364)

(39)

0

2,310

Right-of-use assets

Total

1,543

(57)

605

15

(23)

(33)

(246)

1,804

17,294

(245)

2,128

7

18

(225)

(2,303)

16,674(1) Accelerated depreciation previously included in onerous contract provision has been offset with the release of the provision in the presentation of the Consolidated Statement of
Cash Flows for the year ended 2020.

Airbus / Annual Report – Financial Statements 202037

2. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities(In € million)

Balance at
Changes in
1 January Exchange
consolidation Reclassi­
Depreciation /2019 differences Additions
scope fication (1) Disposals (1) Impairment (2)Balance at
31 December
2019

Land, leasehold
improvements andbuildings, including
buildings on land
owned by others

4,912

25

82

(52)

184

(8)

(320)

4,823

Technical equipment
and machinery

7,958

71

408

(88)

935

(15)

(2,012)

7,257

Other equipment,
factory and officeequipment

890

7

169

(42)

170

(15)

(222)

957

Construction inprogress

2,668

24

1,332

(3)

(1,315)

8

0

2,714

Right-of-use assets

Total

1,697

6

201

(6)

(28)

(56)

(271)

1,543

18,125

133

2,192

(191)

(54)

(86)

(2,825)

17,294(1) Includes property, plant and equipment from entities disposed (see “– Note 8: Acquisitions and Disposals”).
(2) Accelerated depreciation previously included in onerous contract provision has been offset with the release of the provision in the presentation of the Consolidated Statement of
Cash Flows for the year ended 2019.

Property, plant and equipment decreased by € -620 million to € 16,674 million (2019: € 17,294 million). Property, plant and equipment
include right-of-use assets for an amount of € 1,804 million as of 31 December 2020 (2019: € 1,543 million).
For details on assets related to lease arrangements on sales financing, see “– Note 28: Sales Financing Transactions”.
PROPERTY, PLANT AND EQUIPMENT BY GEOGRAPHICAL AREAS
31 December(In € million)

2020

2019

France

7,736

7,912

Germany

4,350

4,322

UK

1,615

1,991

Spain

1,350

1,405

Other countries

1,623

1,664

16,674

17,294Total

The Company as lessee
The Company leases mainly real estate assets, cars andequipment (such as land, warehouses, storage facilities andoffices).
Short-term leases and leases of low-value assets refer mainly
to IT equipment (e.g. printers, laptops and mobile phones) andother equipment.
The Company incurred interest expense on lease liabilities of€ 22 million. The expense in relation to short-term and low-value
assets is insignificant.
There are no significant variable lease payments included in the
Company’s lease arrangements.
The discount rate used to determine the right-of-use asset andthe lease liability for each country and leased asset is calculated
based on the incremental borrowing rate at inception of thelease. The Company calculated the rate applicable to each lease
contract on the basis of the lease duration.

38

Airbus / Annual Report – Financial Statements 2020

The maturity analysis of lease liabilities, based on contractual
undiscounted cash flows is shown in “– Note 38.1: Financial
Risk Management”.

Real estate leases
The Company leases land and buildings mainly for its
operational business warehouses including logistic facilities,
offices, production halls and laboratories. The major leases arelocated in France, Germany, Spain, the US and the UK. As lease
contracts are negotiated on an individual basis, lease terms
contain a wide range of different terms and conditions. Leases
are typically made for a fixed period of 3-25 years and may
include extension, termination and other options, which provide
operational flexibility to the Company.
In November 2019, additional clarifications were issued by the
IFRS Interpretations Committee. Consequently, economic terms
should be taken into account when determining the enforceable
period of a lease. Based on its lease portfolio, the Company
considers that there are no economic consequences leading toa reassessment of the previously assessed enforceable period.

2. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities

Vehicle leases

Off-Balance Sheet Commitments

The Company leases cars for management and other functions.
Vehicle leases typically run for an average period of three years
and do not provide renewal options.

Commitments related to property, plant and equipment
comprise contractual commitments for future capital
expenditures and contractual commitments for purchases of“Land, leasehold improvements and buildings including buildings
on land owned by others” (€ 335 million as of 31 December 2020,2019: € 429 million).

Other leases
The Company also leases IT equipment, machinery and otherequipment that combined are insignificant to the total leased
asset portfolio.

22.

Other Investments and Other Long-Term Financial Assets
31 December(In € million)

2020

2019

Other investments

2,245

2,516

Other long-term financial assets

1,610

1,937

Total non-current other investments and other long-term financial assets

3,855

4,453

468

449

4,323

4,902

Current portion of other long-term financial assets

Total

Other investments mainly comprise the Company’s
participations and include the remaining investment in Dassault
Aviation (9.90%, 2019: 9.90%) amounting to € 742 million at
31 December 2020 (2019: € 968 million).
In December 2019, a reassessment of the OneWeb financial
assets was performed leading to a decrease in the fair valueof the equity investment by € 45 million recorded through OCI,
and a depreciation of a loan by € 31 million recorded throughfinancial result.
In March 2020, OneWeb Communications filed under
Chapter 11 of the US Bankruptcy Code. Consequently,
the related financial assets were fully impaired, leading to
a decrease in the fair value of the equity investment by€ -137 million recorded through OCI and a depreciation of aloan by € -136 million recorded through financial result.

23.

On 3 July 2020, OneWeb entered into an agreement with aconsortium led by Her Majesty’s Government HMG and Bharti
Global Limited for the acquisition of the OneWeb businessin connection with its court-supervised sale process. On
20 November 2020, OneWeb announced the achievementof all regulatory approvals together with its emergence from
Chapter 11 of the US Bankruptcy Code.
The completion of the transaction has no material impact on theConsolidated Financial Statements as of 31 December 2020.
Other long-term financial assets and the current portionof other long-term financial assets include other loans in
the amount of € 1,841 million as of 31 December 2020 (2019:€ 2,036 million), and the sales financing activities in the formof finance lease receivables and loans from aircraft financing.

2

Contract Assets and Contract Liabilities, Trade Receivables
and Trade Liabilities

Contract assets represent the Company’s right to considerationin exchange for goods or services that the Company has
transferred to a customer when that right is conditioned
by something other than the passage of time (e.g. revenue
recognised from the application of the PoC method before theCompany has a right to invoice).
Contract liabilities represent the Company’s obligation
to transfer goods or services to a customer for which theCompany has received consideration, or for which an amount ofconsideration is due from the customer (e.g. advance payments
received).

Net contract assets and contract liabilities are determinedfor each contract separately. For serial contracts, contract
liabilities are presented in current contract liabilities, if revenues
are expected within the next twelve months or material expenses
for the manufacturing process have already occurred. For longterm production contracts (e.g. governmental contracts such as
A400M, Tiger, NH90), contract liabilities are classified as current
when the relating inventories or receivables are expected to berecognised within the normal operating cycle of the long-term
contract.

Airbus / Annual Report – Financial Statements 202039

2. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities

Trade receivables arise when the Company provides goods
or services directly to a customer with no intention of trading
the receivable. Trade receivables include claims arising fromrevenue recognition that are not yet settled by the debtor. Trade
receivables are initially recognised at their transaction prices
and are subsequently measured at amortised cost less any
allowances for impairment. Gains and losses are recognised in

the Consolidated Income Statement when the receivables are
derecognised, impaired or amortised.
Impairment and allowances of trade receivables andcontract assets are measured at an amount equal to thelife-time expected loss as described in “– Note 38: Financial
Instruments”.

Contract Assets, Contract Liabilities and Trade Receivables
Significant changes in contract assets and contract liabilities during the period are as follows:
2020

2019

Contract
assetsContract
liabilities

Contract
assetsContract
liabilities

Revenue recognised that was included in the contract liability
balance at 1 January-(20,327)-(37,303)

Increases due to cash received, excluding amounts recognised
as revenue-

20,915 (1)-38,312

Transfers from contract assets recognised at 1 January(4,353)-(3,436)-

Increase as a result of changes in the measure of progress

4,188

-

3,941

-

(In € million)(1) Including final payments received from customers and others parties in anticipation.

As of 31 December 2020, trade receivables amounting to € 189 million (2019: € 203 million) will mature after more than one year.
The respective movement in the allowance for doubtful accounts in respect of trade receivables and contract assets during theperiod was as follows:(In € million)

2020

2019

Allowance balance at 1 January

(397)

(269)

Utilisations/disposals and business combinations

162

39

Additions

Allowance balance at 31 December

(71)

(167)

(306)

(397)

Trade Liabilities
Trade liabilities of € 8,722 million (2019: € 14,808 million) decreased by € -6,086 million, mainly in Airbus. This is in line with the
production adaptation plan set out in April 2020 in response to the COVID-19 pandemic (see “– Note 2: Impact of the COVID-19
pandemic”) and includes payments made to suppliers in anticipation.
As of 31 December 2020, trade liabilities amounting to € 67 million (2019: € 107 million) will mature after more than one year.

24.

Inventories
31 December 2020

(In € million)

Writedown

Net book
value

Gross
amountWritedown

Net bookvalue

Raw materials and manufacturing supplies

3,934

(606)

3,328

3,860

(581)

3,279

Work in progress

21,225(2,495)18,73022,553(2,034)

20,519Finished goods and parts for resale

5,919

(691)

5,228

4,729

(617)

4,112

Advance payments to suppliers

Total

40

Gross
amount31 December 2019

Airbus / Annual Report – Financial Statements 2020

3,173

(58)

3,115

3,704

(64)

3,640

34,251(3,850)30,401

34,846(3,296)31,5502. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities

Inventories of € 30,401 million (2019: € 31,550 million) decreasedby € -1,149 million. This is driven by Airbus (€ -746 million), andmainly reflects a decrease in work in progress in line with the
production adaptation plan as well as A380 ramp down, partly
offset by an increase in stored aircraft reflecting customer
requests to defer deliveries, as well as other factors related tothe ongoing COVID-19 pandemic (see “– Note 2: Impact of the
COVID-19 pandemic”).

25.

In 2020, write-downs of inventories in the amount of € -950 million(2019: € -1,071 million) are recognised in cost of sales, whereas
reversal of write-downs amounts to € 24 million (2019: € 55 million).
At 31 December 2020, € 17,777 million of work in progress and€ 5,046 million of finished goods and parts for resale were carriedat net realisable value.
Inventories recognised as an expense during the period amountto € 32,985 million (2019: € 50,888 million).

Provisions, Contingent Assets and Contingent Liabilities

Provisions — The determination of provisions, e.g. for onerous
contracts, warranty costs, restructuring measures and legal
proceedings is based on best available estimates.
In general, in the aerospace sector, the contractual and technicalparameters considered for provision calculations are complex.

Hence uncertainty exists with regard to the timing and amountsof expenses to be taken into account.
The majority of other provisions are generally expected to resultin cash outflows during the next 1 to 12 years.

31 December(In € million)

2020

2019

Provisions for pensions

9,980

8,353

Other provisions

10,563

10,561

Total

20,543

18,914

thereof non-current portion

13,99812,542

thereof current portion

6,545

6,372

Provisions for pensions — As of 31 December 2020, the change in actuarial assumptions resulted overall in a total net increasein pension liability of € 1,627 million, principally reflecting the weakening of interest rates in Germany, France, Canada and the UK
partly compensated by the performance of the asset market values, resulting from market volatility related to the ongoing COVID-19
pandemic (see “– Note 2: Impact of the COVID-19 pandemic”).

2

Other provisions increased mainly due to the restructuring provision recorded in 2020 in response to the COVID-19 pandemic (see“– Note 2: Impact of the COVID-19 pandemic”), partly offset by a decrease in provisions for onerous contracts due to the utilisationand net presentation of the A380, A400M and A220 programme losses against inventories.

Airbus / Annual Report – Financial Statements 202041

2. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities

Movements in other provisions during the year were as follows:
Balance at
1 January Exchange
2020 differences(In € million)

Increase
Reclassification /from
Change inpassageconsolidatedof time Additions
group

Balance at
31 December
Used Released
2020

Onerous contracts

3,955

(124)

0

547

(266)

(1,058)

(28)

3,026

Outstanding costs

1,214

(6)

0

434

3

(281)

(44)

1,320

5

0

0

0

0

0

2

7

Obligation from services
and maintenanceagreements

571

10

3

36

0

(57)

(10)

553

Warranties

323

(5)

(1)

82

(4)

(54)

(16)

325

983

(3)

1

1,507

(11)

(483)

(89)

1,905

911

(3)

0

255

0

(93)

(176)

894

203

(2)

1

1

0

0

(18)

185

2,396

(11)

(2)

898

(70)

(753)

(110)

2,348

10,561

(144)

2

3,760

(348)

(2,779)(489)

10,563

Aircraft financing risks(1)

Personnel-related
provisions (2)Litigation and claims(3)

Asset retirement
Other risks and charges

Total(1) See “– Note 28: Sales Financing Transactions”.
(2) See “– Note 31: Personnel-Related Provisions”.
(3) See “– Note 39: Litigation and Claims”.

Provisions for onerous contracts in 2020 mainly include theutilisation and net presentation of the A380, A400M and A220
programme losses against inventories.
Personnel-related provisions include restructuring provisions
and other personnel charges. For more details, see “– Note 31:
Personnel-Related Provisions”.
Contingent assets and contingent liabilities — The Company
is exposed to technical and commercial contingent obligations
due to the nature of its businesses. To mitigate this exposure,
the Company has subscribed a Global Aviation Insurance
Programme (“GAP”). Information required under IAS 37

26.

“Provisions, Contingent Assets and Contingent Liabilities” isnot disclosed if the Company concludes that disclosure canbe expected to prejudice seriously its position in a dispute withother parties.
For other contingent liabilities, see “– Note 39: Litigation and
Claims” and “– Note 12: Revenue and Gross Margin” (mainly
A400M programme).
Other commitments include contractual guarantees andperformance bonds to certain customers as well as commitments
for future capital expenditures and amounts which may bepayable to commercial intermediaries if future sales materialise.

Other Financial Assets and Other Financial Liabilities

Other Financial Assets
31 December
2020

2019

3,451

996

32

37

Total non-current other financial assets

3,483

1,033

Receivables from related companies

1,158

1,148

(In € million)

Positive fair values of derivative financial instruments(1)

Others

973

444

301

468

Total current other financial assets

2,432

2,060

Total

5,915

3,093

Positive fair values of derivative financial instruments
Others(1) See “– Note 38: Financial Instruments”.

42

Airbus / Annual Report – Financial Statements 2020

(1)

2. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities

Other Financial Liabilities
31 December(In € million)

2020

2019

Liabilities for derivative financial instruments (1)

1,834

2,434

European Governments’ refundable advances (2)

3,712

3,725

111

1,339

Total non-current other financial liabilities

5,657

7,498

Liabilities for derivative financial instruments (1)

983

1,560

200

552

130

159

OthersEuropean Governments’ refundable advances(2)

Liabilities to related companies

456

376

Total current other financial liabilities

Others

1,769

2,647

Total

7,426

10,145

1,769

2,647

thereof other financial liabilities due within one year

(1) See “– Note 38: Financial Instruments”.
(2) Refundable advances from European Governments are provided to the Company to finance research and development activities for certain projects on a risk-sharing basis,
i.e. they are repaid to the European Governments subject to the success of the project.

The total net fair value of derivative financial instruments increasedby € +4,161 million to € +1,607 million (2019: € -2,554 million) as
a result of the weakened US dollar versus the euro associatedwith the mark to market valuation of the hedge portfolio.
The Company has signed amendments to the Frenchand Spanish A350 RLI contracts which the World Trade
Organization (“WTO”) considers the appropriate interest rate andrisk assessment benchmarks. The WTO has already ruled that
RLI is a valid instrument for governments to partner with industry
by sharing investment risks. This leads to a remeasurement of
the A350 RLI for an additional net amount of € 236 million in thethird quarter, using an equivalent estimated market rate at thedate of the amendments.

Overall, the European Governments’ refundable advances
decreased by € -365 million to € 3,912 million (2019: € 4,277 million),
mainly due to payments made on the A380 programme for an
amount of € -505 million offset by the remeasurement describedabove.
The allocation of European Governments’ refundable
advances between non-current and current presented in the
IFRS Consolidated Financial Statements ended 31 December
2020 is based on the applicable contractual repayment dates.

2

Airbus / Annual Report – Financial Statements 202043

2. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities

27.

Other Assets and Other Liabilities

Other Assets
31 December
2020

2019

Cost to fulfil a contract

282

351

Prepaid expenses

76

86(In € million)

Others125

85

Total non-current other assets

483

522

Value added tax claims

1,025

1,252

Cost to fulfil a contract

557

626

Prepaid expenses

191

147

Others443

398

Total current other assets

2,216

2,423

Total

2,699

2,945

Other Liabilities
31 December
2020

2019

Others436

384

Total non-current other liabilities

436

384

Tax liabilities (excluding income tax)

749

614

(In € million)

Others

2,411

6,203

Total current other liabilities

3,160

6,817

Total

3,596

7,201

3,160

6,817

thereof other liabilities due within one year

28.

Sales Financing Transactions

Sales financing — With a view to facilitating aircraft sales for
Airbus and Airbus Helicopters, the Company may enter intoeither on-balance sheet or off-balance sheet sales financing
transactions.
On-balance sheet transactions where the Company is lessor
are classified as operating leases, finance leases and loans,inventories and to a minor extent, equity investments:(i) operating leases – Aircraft leased out under operating leases
are included in property, plant and equipment at cost lessaccumulated depreciation (see “– Note 21: Property, Plant andEquipment”). Rental income from operating leases is recorded
as revenue on a straight-line basis over the term of the lease;44

Airbus / Annual Report – Financial Statements 2020(ii) finance leases and loans – When, pursuant to a financing
transaction, substantially all the risks and rewards of ownershipof the financed aircraft reside with a third party, the transaction
is characterised as either a finance lease or a loan. In such
instances, revenue from the sale of the aircraft are recorded
upon delivery, while financial interest is recorded over time
as financial income. The outstanding balance of principal isrecorded on the Statement of Financial Position (on-balance
sheet) in long-term financial assets, net of any accumulated
impairments;(iii) inventories – Second hand aircraft acquired as part of acommercial buyback transaction, returned to Airbus after
a payment default or at the end of a lease agreement areclassified as inventories held for resale if there is no subsequent
lease agreement in force (see “– Note 24: Inventories”).

2. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities

Off-balance sheet commitments — Financing commitments
are provided to the customer either as backstop commitments
before delivery, asset value guarantees at delivery or counter
guarantees:compliance with IFRS, but may relate to transactions that are
financed on a limited recourse basis and (ii) the carrying amountof the assets on the Consolidated Statement of Financial Position
may have been adjusted for impairment losses.

(i) backstop commitments are guarantees by Airbus, madewhen a customer-order is placed, to provide financing to
the customer in the event that the customer fails to securesufficient funding when payment becomes due under the order.
Such commitments are not considered to be part of Gross
Customer Financing Exposure as (i) the financing is not in place,(ii) commitments may be transferred in full or part to third parties
prior to delivery, (iii) past experience suggests it is unlikely thatall such proposed financings actually will be implemented and(iv) Airbus retains the asset until the aircraft is delivered and does
not incur an unusual risk in relation thereto. In order to mitigate
customer credit risks for Airbus, such commitments typicallycontain financial conditions, such as condition precedents,
which guaranteed parties must satisfy in order to benefit
therefrom;

Gross Customer Financing Exposure amounts to US$ 0.6 billion(€ 0.5 billion) (2019: US$ 0.9 billion (€ 0.8 billion)).

(ii) asset value guarantees are guarantees whereby Airbus
guarantees a portion of the value of an aircraft at a specificdate after its delivery. Airbus considers the financial risks
associated with such guarantees to be acceptable, because(i) the guarantee only covers a tranche of the estimated future
value of the aircraft, and its level is considered prudent incomparison to the estimated future value of each aircraft, and(ii) the exercise dates of outstanding asset value guarantees
are distributed through 2031.
As of 31 December 2020, the nominal value of asset value
guarantees considered as variable considerations under
IFRS 15 provided to beneficiaries amounts to € 461 million(2019: € 656 million), excluding € 8 million (2019: € 9 million)
where the risk is considered to be remote. The present value ofthe risk inherent in asset value guarantees where a settlement
is being considered probable is fully provided for and includedin the total of contract liabilities for an amount of € 403 million(2019: € 551 million) (see “– Note 23: Contract Assets, Contract
Liabilities and Trade Receivables, and Trade Liabilities”).
Exposure — In terms of risk management, the Company
manages its gross exposure arising from its sales financing
activities (“Gross Customer Financing Exposure”) separately
for (i) customer’s credit risk and (ii) asset value risk.
Gross Customer Financing Exposure is the sum of (i) thebook value of operating leases before impairment, (ii) the
outstanding principal amount of finance leases or loans due
before impairment, (iii) the guaranteed amounts under financial
guarantees (iv) the book value of second hand aircraft for
resale before impairment, and (v) the outstanding value of any
other investment in sales financing structured entities before
impairment. This Gross Customer Financing Exposure may differ
from the value of related assets on the Company’s Statementof Financial Position and related off-balance sheet contingent
commitments, mainly because (i) assets are recorded in

Net exposure is the difference between Gross Customer
Financing Exposure and the collateral value. Collateral value
is assessed using a dynamic model based on the net present
value of expected future receivables, expected proceeds fromresale and potential cost of default. This valuation model yields
results that are typically lower than residual value estimates by
independent sources in order to allow for what management
believes is its conservative assessment of market conditions andfor repossession and transformation costs. The net exposure isprovided for by way of impairment losses and other provisions.
Impairment losses and provisions — For the purpose ofmeasuring an impairment loss, each transaction is tested
individually. Impairment losses relating to aircraft under operatinglease and second hand aircraft for resale (included in inventory)
are recognised for any excess of the aircraft’s carrying amountover the higher of the aircraft’s value in use and its fair valueless cost to sell. Finance leases and loans are measured at fairvalue, based on the present value of estimated future cash flows(including cash flows expected to be derived from a sale of theaircraft). Under its provisioning policy for sales financing risk,
Airbus and Airbus Helicopters record provisions as liabilities
for estimated risk relating to off-balance sheet commitments.
Security — Sales financing transactions, including those that are
structured through structured entities, are generally collateralisedby the underlying aircraft. Additionally, the Company benefits
from protective covenants and from security packages tailoredaccording to the perceived risk and the legal environment.
The Company endeavours to limit its sales financing exposureby sharing its risk with third parties usually involving the creationof a structured entity. Apart from investor interest protection,interposing a structured entity offers advantages such as
flexibility, bankruptcy remoteness, liability containment andfacilitating sell-downs of the aircraft financed. An aircraft financing
structured entity is typically funded on a non-recourse basis
by a senior lender and one or more providers of subordinatedfinancing. When the Company acts as a lender to such structured
entities, it may take the role of the senior lender or the providerof subordinated loan. The Company consolidates an aircraft
financing structured entity if it is exposed to the structured
entity’s variable returns and has the ability to direct the relevant
remarketing activities. Otherwise, it recognises only its loan tothe structured entity under other long-term financial assets. At
31 December 2020 the carrying amount of its loans from aircraft
financing amounts to € 224 million (2019: € 349 million). This
amount also represents the Company’s maximum exposure
to loss from its interest in unconsolidated aircraft financing
structured entities.

Airbus / Annual Report – Financial Statements 2020

245

2. Notes to the IFRS Consolidated Financial Statements /2.5 Operational Assets and Liabilities

On-Balance Sheet Operating and Finance Leases
The future minimum operating lease payments (undiscounted) due from customers to be included in revenue, and the future
minimum lease payments (undiscounted) from investments in finance leases to be received in settlement of the outstanding
receivable at 31 December 2020 are as follows:
Aircraft underoperating lease(In € million)

Finance leasereceivables

Not later than one year

61

Later than one year and not later than five years

19

12

Later than five years

00

31 December 2020

25

13

Financing Liabilities
Financing liabilities from sales financing transactions are mainly based on variable interest rates (see “– Note 37.3: Financing
Liabilities”) and entered into on a non-recourse basis (i.e. in a default event, the creditor would only have recourse to the aircraft
collateral).
31 December(In € million)

2020

2019

Loans

7

24

Liabilities to financial institutions

0

0

Total sales financing liabilities

7

24

Customer Financing Cash Flows
Direct customer financing cash flows amount to € 124 million in 2020 (2019: € 58 million).

Customer Financing Exposure
The on-balance sheet assets relating to sales financing, the off-balance sheet commitments and the related financing exposure(not including asset value guarantees) as of 31 December 2020 and 2019 are as follows:
31 December 2020
Airbus(In € million)

Operating leases(1)

Finance leases and loans

AirbusHelicopters

31 December 2019
Total

AirbusAirbusHelicopters

Total

30

13

43

154

0

154

365

31

396

471

39

510
8

Inventories

10

0

10

8

0

Other investments

10

0

10

4

0

4

On-balance sheet customer financing

415

44

459

637

39

676

12

2

14

95

9

104

Gross Customer Financing Exposure

Off-balance sheet customer financing

427

46

473

732

48

780

Collateral values

(241)

(38)

(279)

(530)

(30)

(560)

Net exposure

186

8

194

202

18

220

Operating leases

(22)

0

(22)

(65)

(7)

(72)

Finance leases and loans

(151)

(8)

(159)

(126)

(11)

(137)

On-balance sheet commitments – inventories

(6)

0

(6)

(6)

0

(6)

Off-balance sheet commitments – provisions (2)

(7)

0

(7)

(5)

0

(5)

(186)

(8)

(194)

(202)

(18)

(220)

Asset impairments, fair value
adjustments and provisions(1) For 2020 and 2019, depreciation amounts to € 8 million and € 9 million respectively and related accumulated depreciation is € 21 million and € 44 million respectively.
(2) See “– Note 25: Provisions, Contingent Assets and Contingent Liabilities”.

46

Airbus / Annual Report – Financial Statements 2020

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

2.6 Employees Costs and Benefits
29.

Number of Employees
AirbusAirbusHelicopters

AirbusDefence andSpaceConsolidated
Airbus31 December 2020

78,48720,026

32,836

131,349

31 December 2019

80,98520,02433,922

134,93130.

Personnel Expenses(In € million)

2020

2019

Wages, salaries and social contributions

11,79913,347749

626

12,548

13,973

Net periodic pension cost (1)Total(1) See “– Note 32: Post-Employment Benefits”.

31.

Personnel-Related Provisions

Several German companies provide life-time working account models, being employee benefit plans with a promised return on
contributions or notional contributions that qualify as other long-term employee benefits under IAS 19. The employees’ periodical
contributions into their life-time working accounts result in corresponding personnel expenses in that period, recognised in otherpersonnel charges.

2

The increase in Restructuring measures/ pre-retirement part-time work is mainly due to the restructuring provision recorded
in 2020 in response to the COVID-19 pandemic. For more details, see “– Note 2: Impact of the COVID-19 pandemic”.
Increase
Reclassification/
Balance atfromChange in
1 January Exchange passage
consolidated
2020 differencesof time Additionsgroup(In € million)

Balance at
31 December
Used Released
2020

Restructuring measures /pre-retirement part-time work

266

(1)

0

1,196

(13)

(178)

(7)

Other personnel charges

717

(2)

1

311

2

(305)

(82)

642

Total

983

(3)

1

1,507

(11)

(483)

(89)

1,905

32.

Post-Employment Benefits

1,263

31 December(In € million)

2020

2019

Provisions for retirement plans

8,790

7,286

Provisions for deferred compensation

1,190

1,067

Retirement plans and similar obligations

9,980

8,353

Airbus / Annual Report – Financial Statements 202047

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

Plans description
When Company employees retire, they receive indemnities
as stipulated in retirement agreements, in accordance withregulations and practices of the countries in which it operates.
Provision for deferred compensation represents obligations thatarise if employees elect to convert part of their remuneration orbonus into an equivalent commitment for deferred compensation
which is treated as a defined benefit post-employment plan.
France — The French pension system is operated on a“pay as you go” basis. Besides the basic pension from the
French social security system, each employee is entitled toreceive a complementary pension from defined contribution
schemes AGIRC-ARRCO (Association pour le régime deretraite complémentaire des salariés and Association générale
des institutions de retraite des cadres). Moreover, French law
stipulates that employees are paid retirement indemnities in theform of lump sums on the basis of the length of service, which
are considered as defined benefit obligations.
Germany — The Company has a pension plan (P3) for executive
and non-executive employees in place. Under this plan, theemployer provides contributions for the services rendered by
the employees, which are dependent on their salaries in therespective service period. These contributions are converted into
components which become part of the accrued pension liability
at the end of the year. Total benefits are calculated as a career
average over the entire period of service. Certain employees thatare not covered by this plan receive retirement indemnities basedon salary earned in the last year or on an average of the last three
years of employment. For some executive employees, benefits
are dependent on the final salary of the respective individual at
the date of retirement and the time period served as an executive.
In 2018, Airbus introduced the new Airbus Pensions Plan (“APP”)
with security-linked benefits in Germany, which all new entrants
after 1 January 2018 will join. Accordingly, the existing pension
plan has been closed for new entrants. As of 1 January 2019,deferred compensation, which is financed by the employees,
is offered exclusively in APP for all employees. In 2020 theCompany transferred about half of the active population of the P3plan into APP. With effect as of 1 January 2020 these employees
will accrue future benefits under APP but not in P3 anymore.
Benefits related to past service are not affected by this transfer.
Parts of the pension obligation in Germany are funded byassets invested in specific funding vehicles. Besides a relief
fund (“Unterstützungskasse”), the Company has implemented
a Contractual Trust Arrangement. The Contractual Trust
Arrangement structure is that of a bilateral trust arrangement.
Assets that are transferred to the relief fund and the Contractual
Trust Arrangement qualify as plan assets under IAS 19.
In the trust arrangements between the trust and the participatingcompanies a minimum funding requirement is stipulated for the
portion of the obligation, which is not protected by the pension
guarantee association or Pensions-Sicherungs Verein in caseof an insolvency of the subsidiaries concerned. Some portionsof the obligation must be covered with securities in the sameamount, while other portions must be covered by 115%.
United Kingdom — The Company UK Pension Scheme (“theScheme”) was implemented by Airbus Defence and Space Ltd.,
Stevenage (UK) as the principal employer. This plan comprises
all eligible employees of Airbus Defence and Space Ltd. as well48

Airbus / Annual Report – Financial Statements 2020

as all personnel, who were recruited by one of the Company
subsidiaries located in the UK and participating in the scheme.
The major part of the obligation is funded by scheme assets due
to contributions of the participating companies. The Scheme
is a registered pension scheme under the Finance Act 2004.
The trustee’s only formal funding objective is the statutory
funding objective under the Pensions Act part 6 2004, which is
to have sufficient and appropriate assets to cover the Scheme’s
obligations. Since 1 November 2013, this plan is generally closed
for joiners, who participate in a separate defined contribution
plan.
Moreover, the Company participates in the UK in several funded
trustee-administered pension plans for both executive and nonexecutive employees with BAE Systems being the principal
employer. The Company’s most significant investments interms of employees participating in these BAE Systems UK
pension plans is Airbus Operations Ltd. Participating Airbus
Operations Ltd. employees have continued to remain membersin the BAE Systems UK pension plans due to the UK pension
agreement between the Company and BAE Systems and achange in the UK pensions legislation enacted in April 2006.
For the most significant of these BAE Systems Pension Schemes,
the Main Scheme, BAE Systems, the Company and the scheme
Trustees agreed on a sectionalisation, which was implemented
on 1 April 2016. Although BAE Systems remains the only principal
employer of the Scheme, the Company has obtained powers
in relation to its section which are the same as if it were theprincipal employer.
Based on the funding situation of the respective pension
schemes, the pension plan trustees determine the contribution
rates to be paid by the participating employers to adequately
fund the schemes. The different UK pension plans in which theCompany investments participate are currently underfunded.
Airbus Operations Ltd. (for its section of the Main Scheme)
and BAE Systems (for the other schemes) have agreed withthe trustees various measures designed to make good theunderfunding. These include (i) regular contribution payments
for active employees well above such which would prevail for
funded plans and (ii) extra employers’ contributions.
In the event that an employer who participates in the BAE
Systems pension schemes fails or cannot be compelled tofulfil its obligations as a participating employer, the remaining
participating employers are obliged to collectively take on its
obligations.
The Company considers the likelihood of this event as remote.
However, for the Main Scheme the Company considers thatits obligation is in principle limited to that related to its section.
In addition, the Company has two guarantees to cover its
obligation towards the Scheme and the BAE Systems pension
schemes. To mitigate its exposure, the first guarantee covers
an amount up to GBP 400 million for an unlimited period oftime while the second one covers an uncapped amountterminating in 2046, respectively for the Scheme and the BAE
Systems Pension Schemes.
Canada — In 2018 Airbus acquired Airbus Canada Limited
Partnership (“ACLP”). ACLP sponsors defined benefit plans for
its salaried, hourly and executive employees. In 2020 Airbus
acquired Stelia Aeronautics Saint-Laurent Inc. which sponsors
a defined benefit plan for its salaried and hourly employees.

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

Actuarial risks for the Company
development of market values of those corporate bonds includedin plan assets. Generally, the pension obligation is sensitive to
movements in the interest rate leading to volatile results in thevaluation.

The defined benefit obligation (“DBO”) exposes the Company
to actuarial risks, including the following ones:
Market price risk — The return on plan assets is assumed tobe the discount rate derived from AA-rated corporate bonds.
If the actual return rate of plan assets is lower than the applied
discount rate, the net liability increases accordingly. Moreover,the market values of the plan assets are subject to volatility,
which also impacts the net liability.

Inflation risk — The pension liabilities can be sensitive to
movements in the inflation rate, whereby a higher inflation rate
could lead to an increasing liability. Since some pension plans
are directly related to salaries, increases in compensations
could result in increasing pension obligations. For the deferredcompensation plan P3, which is financed by the employees afixed interest rate has been agreed.

Interest rate risk — The level of the DBO is significantly
impacted by the applied discount rate. The low interest rates,
particular in the euro-denominated market environment, leadto a relatively high net pension liability. If the decline in returnsof corporate bonds continues, the DBO will further increase in
future periods, which might only be offset partially by the positive

Longevity risk — The pension liabilities are sensitive to the life
expectancy of its members. Rising life expectancies lead to anincrease in the valuation of the DBO.

Main average assumptions
The weighted average assumptions used in calculating the actuarial values of the most significant retirement plans as of 31 December
2020 are as follows:
Pension plans inGermany(Rate in %)2020

FranceParticipation in
BAE Systems
Pension Scheme
in the UK

UK

2019

2020

2019

2020

2019

2020

Canada

2019

2020

2019

Discount rate

0.5

1.0

0.4

0.9

1.5

2.2

1.4

2.1

2.8

3.2

Rate of compensation increase

2.8

2.8

2.5

2.5

2.6

2.6

2.6

2.6

2.8

2.8

Rate of pension increase

1.4

1.4

1.5

1.7

2.6

2.8

2.7

2.8

1.8

1.8

Inflation rate

1.4

1.4

1.5

1.7

2.7

2.9

2.8

2.9

1.8

1.8

Discount rate — For Germany and France, the Company derives
the discount rate used to determine the DBO from yields on highquality corporate bonds with an AA rating. The determinationof the discount rate is based on the iBoxx € Corporates AA
bond data and uses the granularity of single bond data in orderto receive more market information from the given bond index.
The discount rate for the estimated duration of the respective
pension plan is then extrapolated along the yield curve. In the UK,
it is determined with reference to the full yield curve of AA-rated
sterling-denominated corporate bonds of varying maturities. The
salary increase rates are based on long-term expectations of therespective employers, derived from the assumed inflation rate
and adjusted by promotional or productivity scales.
Rate of pension increase — Rates for pension payment
increases are derived from the respective inflation rate for theplan.

Inflation rates — Inflation rate for German plans corresponds
to the expected increase in cost of living. In the UK, theinflation assumptions are derived by reference to the difference
between the yields on index-linked and fixed-interest long-term
government bonds.

2

Mortality tables — For the calculation of the German pension
obligation, the “2018 G” mortality tables (generation tables) as
developed by Professor Dr. Klaus Heubeck are applied, while
the disability rates of the Heubeck Tables have been reduced
to 30%, to align with actual observation.
For the UK schemes, the Self-Administered Pensions S2
mortality tables based on year of birth (as published by theInstitute of Actuaries) is used in conjunction with the results ofan investigation into the actual mortality experience of scheme
members. In France, Institute for French Statistics (“INSEE”)
tables are applied.

Airbus / Annual Report – Financial Statements 2020

49

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

Provision for retirement and deferred compensation plans
The development of the provision for retirement and deferred compensation plans is set out below:
DBO

Plan assets

Pensionplans
of theCompany

Participation in
BAE Systems
Pension Scheme
in the UK

Total

Pensionplans
of theCompany

Participation in
BAE Systems
Pension Scheme
in the UK

Total

Total
provisions

Balance at 1 January 201913,562

3,475

17,037(6,973)(2,990)(9,965)

7,072

Service cost(including past service cost)
Interest cost and income

443

63

506

0

0

0

506

231

94

325

(120)

(79)

(198)

127

changes in demographic
assumptions

1,265

(32)

1,233

0

0

0

1,233

changes in financial assumptions

1,768

310

2,078

0

0

0

2,078

changes in experience adjustments

127

(4)

124

0

0

0

124

(In € million)

Remeasurements: actuarial (gains)and losses arising from

0

0

0

(615)

(128)

(744)

(744)

Changes in consolidation, transfersand others

plan assets

(132)

0

(132)

(13)

0

(13)

(145)

Benefits paid

(416)

(106)

(522)

151

106

257

(265)

Contributions by employer
and other plan participants

85

2

87

(1,674)(91)(1,765)(1,678)Foreign currency translation
adjustments

92

189

280

(77)

(161)

(235)

43

17,025

3,991

21,016(9,320)(3,343) (12,663)

8,353

Service cost(including past service cost)

590

72

662

0

0

0

662

Interest cost and income

168

76

244

(95)

(62)

(157)

87

(69)

(3)

(72)

0

0

0

(72)

changes in financial assumptions

1,645

578

2,223

0

0

0

2,223

changes in experience adjustments

(106)

27

(79)

0

0

0

(79)

0

0

0

(420)

(117)

(537)

(537)

11

0

11

(45)

0

(45)

(34)

Balance at 31 December 2019

Remeasurements: actuarial (gains)and losses arising fromchanges in demographic
assumptions

plan assets
Changes in consolidation, transfersand others
Benefits paid

(450)

(153)

(603)

147

153

300

(303)

Contributions by employer
and other plan participants

80

2

82

(256)

(83)

(339)

(257)

Foreign currency translation
adjustments

(116)

(220)

(336)

93

180

273

(63)

18,7784,370

23,148(9,896)(3,272) (13,168)

9,980

Balance at 31 December 2020

In the figures shown in the table, amounts of € 2,625 million and€ 1,435 million are included for the defined benefit obligation andplan assets for deferred compensation plans in Germany (2019:€ 2,275 million and € 1,208 million).

50

Airbus / Annual Report – Financial Statements 2020

The past service cost included in the service cost amounts to€ 106 million and € -6 million as of 31 December 2020 and 2019,respectively. The employer contributions amount to € 331 millionand € 8 million for other plan participants as of 31 December
2020 (2019: € 1,758 million and € 7 million respectively).

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

The funding of the plans is as follows:
31 December
2020

2019

(In € million)

DBO

Plan assets

DBO

Unfunded pension plans

1,716

0

2,530

0

Funded pension plans (partial)

21,432(13,168)

18,486(12,663)

Total

23,148(13,168)

21,016(12,663)

As of 31 December 2020, the change in financial assumptions
mainly due to the further weakening of interest rates in Germany,
France, Canada and the UK resulted in a total net increase inpension liability of € 2,223 million.
In 2020, contributions for retirement and deferred compensationplans amount to € 331 million. This consists of:–– payments made to the pension and deferred compensationplans of the Company of € 250 million (2019: € 1,669 million),
mainly relating to the Contractual Trust Arrangement inGermany of € 175 million (2019: € 1,593 million) as well as
to the Company UK scheme € 55 million (2019: € 59 million);

Plan assets–– payments made to the participation in BAE Systems Pension
Scheme in the UK of € 81 million (2019: € 89 million).
Contributions of approximately € 677 million are expected to bemade in 2021.
The weighted average duration of the DBO for retirement plansand deferred compensation is 19 years at 31 December 2020
(31 December 2019: 18 years).

Pension obligations by countries and type of beneficiaries
The split of the DBO for retirement plans and deferred compensation between active, deferred and pensioner members for themost significant plans is as follows:
ActiveDeferredPensioner

Germany

56%

8%

36%

France

99%

0%

1%

UK

65%

17%

18%

Participation in BAE System Pension Scheme (Main Scheme)

51%

16%

33%

Canada

88%

1%

11%

2

Pension obligations by countries and type of plans
The split of the present value of DBO for retirement plans and deferred compensation for the most significant plans is as follows:
Present value of DBO

Plan assets

Retirement
plans

DeferredCompensation
plans

Retirement
plans

DeferredCompensation
plans

Germany

82%

France

100%

18%

82%

18%

-

100%

-

UK
Participation in BAE System Pension
Scheme (Main Scheme)

100%

-

100%

-

100%

-

100%

-

Canada

100%

-

100%

-

Airbus / Annual Report – Financial Statements 2020

51

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

Pension obligations sensitivity to main assumptions
The following table shows how the present value of the DBO of retirement plans and deferred compensation would have been
influenced by changes in the actuarial assumptions as set out for 31 December 2020:
Change in actuarial assumptions

Impact on DBO
Change at 31 December
2020

2019

23,14821,013

Increase by 0.5%-point(2,041)(1,807)

Decrease by 0.5%-point

2,347

2,074

Present value of the DBO
Discount rate
Rate of compensation increase
Rate of pension increase

Increase by 0.25%-point

176

184

Decrease by 0.25%-point

(169)

(160)

Increase by 0.25%-point

449

443

Decrease by 0.25%-point

(431)

(425)

Increase by one year

718

629

Life expectancy

This is unlikely to occur in practice and changes of more than
one assumption may be correlated leading to different impacts
on the DBO than disclosed above. If the assumptions change
at a different level, the effect on the DBO is not necessarily ina linear relation.

Sensitivities are calculated based on the same method (present
value of the DBO calculated with the projected unit method)
as applied when calculating the post-employment benefit
obligations. The sensitivity analyses are based on a change of
one assumption while holding all other assumptions constant.

Plan assets allocation
The fair value of the plan assets for retirement plans and deferred compensation can be allocated to the following classes:
2020

2019
Total

QuotedpricesUnquoted
prices

Total

1,197

1,095

0

1,095

QuotedpricesUnquoted
prices1,197

0Rest of the world

356

0

356

429

0

429

Emerging markets

503

0

503

535

0

535

2,820

194

3,014

1,816

177

1,993

Corporates

3,001

271

3,272

1,828

242

2,070

Governments

2,332

0

2,332

2,010

0

2,010

295

0

295

415

0

415

(In € million)

Equity securities
EuropeGlobal
Bonds

Pooled investments vehicles
Commodities

0

0

0

0

0

0

Hedge funds

0

398

398

0

265

265

Derivatives

0

(129)

(129)

0

58

58

Property

0

464

464

0

563

563

Cash and money market funds

3

106

109

1,875

58

1,933

Others

0

1,357

1,357

0

1,296

1,296

10,507

2,661

13,16810,003

2,659

12,662

Balance at 31 December

The majority of funded plans apply broadly an asset-liability
matching framework. The strategic asset allocation of theplans takes into account the characteristics of the underlying
obligations. Investments are widely diversified, such that the
failure of any single investment would not have a material impact
on the overall level of assets. A large portion of assets in 202052

Airbus / Annual Report – Financial Statements 2020

consists of fixed income and equity instruments, although theCompany also invests in property, commodities and hedge
funds. The Company reassesses the characteristics of thepension obligations from time to time or as required by theapplicable regulation or governance framework. This typicallytriggers a subsequent review of the strategic asset allocation.

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

Provisions by countries
The amount recorded as provision for retirement and deferred compensation plans can be allocated to the countries as follows:
Pension plans of the Company
CanadaTotal

Germany

FranceDBO

14,317

2,274

1,646

541

4,370

23,148Plan assets

8,179

22

1,358

337

3,272

13,168

Recognised at
31 December 2020

6,138

2,252

288

204

1,098

9,980

DBO

(In € million)

UK

Participation in BAE
Systems Pension
Scheme in the UK

13,089

2,017

1,492

427

3,991

21,016

Plan assets

7,705

23

1,319

273

3,343

12,663

Recognised at
31 December 2019

5,384

1,994

173

154

648

8,353

Contributions to defined contribution plans
Employer’s contribution to state and private pension plans, mainly in Germany and France, are to be considered as defined
contribution plans. Contributions in 2020 amounted to € 813 million (2019: € 853 million).

33.

Share-based Payment

Share-based compensation — Until 2015, the Company
operated a Performance and Restricted Units Plan which
qualifies as a cash-settled share-based payment plan under
IFRS 2 “Share-based Payment”.
Since 2016, the Company operates a Performance Units
and Performance Shares Plan. Performance Units qualify
as a cash-settled share-based payment plan under IFRS 2 andPerformance Shares qualify as an equity-settled share-based
payment plan under IFRS 2.
Plans granting Restricted Units, Performance Units and/or
Performance Shares are also mentioned as “LTIP” in the following
notes.
Since 2018, the Company operates also exceptional grantsof Performance and Restricted Units as well as Performanceand Restricted Shares under an Equity Pool. Such exceptional
grants are validated by specific resolutions from the Board of
Directors and qualify as cash-settled or equity-settled sharebased payment plans under IFRS 2. Accounting principles andmethodology are the ones applied for LTIP as described below.
For cash-settled plans, provisions for associated services
received are measured at fair value by multiplying the numberof units expected to vest with the fair value of one LTIP unit at
the end of each reporting period, taking into account the extent
to which the employees have rendered service to date. Changesof the fair value are recognised as personnel expenses of theperiod, leading to a remeasurement of the provision. The fairvalue of Performance Units is re-measured at each closing dateas far as they are not paid.
For equity-settled plans, compensation expense is measured
at the grant date at the fair value by multiplying the number ofshares expected to vest by the fair value of one LTIP share. The
compensation expense is accounting for over the vesting periodof each LTIP equity-settled plans.

The fair value of each LTIP share (equity or cash-settled plans)is determined using a forward pricing model and is basedon publicly available risk free rate, volatility and dividend rate.
Besides the equity-settled plans described above, the Employee
Share Ownership Plan (“ESOP”) is an additional equity-settled
share-based payment plan. Under this plan, the Company offers
its employees Airbus SE shares at fair value matched with anumber of free shares based on a determining ratio. The fairvalue of shares provided is reflected as personnel expenses
in the Company’s Consolidated Income Statement with acorresponding increase in equity.

33.1

2

LTIP

The Company hedges the share price risk inherent in the cashsettled LTIP units by entering into equity swaps where thereference price is based on the Airbus SE share price. To theextent that cash-settled LTIP units are hedged, compensation
expense recognised for these units will effectively reflect thereference price fixed under the equity swaps. Up to the 2018 LTIP
plan, in order to avoid any dilution of its current shareholders outof equity-settled LTIP units, the Company used to perform sharebuybacks to meet its obligations to its employees, following thedecisions of the Board of Directors and approval of the AGM.
In 2020, compensation expense for LTIPs (incl. Equity Pool)
including the effect of the equity swaps amounted to € -2 million(2019: € 104 million), among which € -9 million for cash-settledplans (2019: € 77 million) and € 7 million for equity-settled plans(2019: € 27 million).
As of 31 December 2020, provisions of € 59 million (2019:€ 144 million) relating to LTIP units (cash-settled) have beenaccounted for.

Airbus / Annual Report – Financial Statements 202053

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

The lifetime of the Performance Units as well as Performance
Shares is contractually fixed (see the description of the respective
tranche in the following table). For the units, the measurement isnext to other market data, mainly affected by the share price asof the end of the reporting period (€ 89.78 as of 31 December2020) and the lifetime of the units.

The fair value of units and shares granted in the frame of the LTIP 2020 plan is as follows:
Expected vesting date

Fair value of Performance Units and Shares(In € per unit / share granted)

May 2024 – Performance Shares
May 2024 – Performance Units
May 2025 – Performance Units

55.49251.04546.977

The principal characteristics of the LTIPs as at 31 December 2020 are summarised below:

Grant date (1)LTIP 2015 (7)LTIP 2016 (8)LTIP 2017 (9)LTIP 2018

LTIP 2019

LTIP 2020

29 October 2015

25 October 2016

30 October 201730 October 2018

29 October 201928 October 2020

Performance andRestricted Unit Plan
Units

Performance Units and Performance Shares Plan

Performance

Restricted

Units

SharesUnits

SharesUnits

SharesUnits

SharesUnits

SharesNumber of units
granted (2)926,398

240,972

615,792

621,198

421,638

425,702278,376

281,181247,508

247,508

420,004

420,004

Fair value at
grant date (3)56.92/
53.90

56.92/
53.90

45.13/
44.71

45.15

74.83/
71.69

76.76

84.09/
83.28

85.01

112.83/108.44112.9251.04/
46.98

55.49

Fair value of
Performance
Units as of
31 December
2020 (3)

-

-

85.88

-

88.76/
85.41-

87.10/
84.17-

84.64/
81.41-

75.49/
72.50-

Number of units/
shares granted
through Equity
Pool (4)

-

-

1,762

1,762

1,898

1,898

6,964

6,964

4,343

4,252

-

-

Number of units
outstanding (5)00212,293

0

197,470

199,502275,379

278,184

248,901

248,810420,004

420,004

Total numberof eligible
beneficiaries
Vesting
conditions
Share price perunit limited at
vesting dates
to (6)

Vesting dates
Number ofvested units

1,564

1,671

1,601

1,626

1,576

1,602

The Performance and Restricted Units and Performance Shares will vest if the participant is still employed by a company of the Groupat the respective vesting dates. Performance Units and Shares will vest upon achievement of mid-term business performance.
Vesting schedule is made up of two payments over two years.

€ 112.62

50% in June2019
50% in July
2020
646,328

223,822€ 105.34-

50% in May
2020
and 50%expected
100%
in Mayin June2021
2020
214,108429,335€ 147.62-€ 213.88-€ 244.12-€ 136.08-

50% each
50% each
50% each
50% each
expected:
expected:
expected:
expected:in June100%
in June100%
in June100%
in June100%
2021
expected
2022
expected
2023
expected2024
expectedin Junein Mayin Junein Mayin Junein Mayin Junein May
2022
2021
2023
2022
2024
2023
2025
2024
0

0

0

0

0

0

0

0

(1) Date, when the vesting conditions were determined.
(2) Based on 100% target performance achievement. A minimum of 50% of Performance Units will vest; 100% in case of on-target performance achievement; up to a maximum of 150%
in case of overachievement of performance criteria. In case of absolute negative results (cumulative EBIT of the Company) during the performance period, the Board of Directors candecide to review the vesting of the Performance Units including the 50% portion which is not subject to performance conditions (additional vesting condition).
(3) Values are provided for units corresponding per vesting date.
(4) Mirroring the respective plan rules and regulations, but granted at a different date based on specific Board of Directors’ resolutions.
(5) Including shares granted through the Equity Pool, if applicable.
(6) Corresponds to 200% of the respective reference share price. Overall, the pay-out for Performance Units is limited to a total amount of 250% of the units originally granted, eachvalued with the respective reference share price of € 56.31 (for LTIP 2015), € 52.67 (for LTIP 2016), € 73.81 (for LTIP 2017),€ 106.94 (for LTIP 2018), € 122.06 (for LTIP 2019) and € 68.04(for LTIP 2020).
(7) Based on performance achievement of 75% for Performance Units under LTIP 2015.
(8) Based on performance achievement of 75% for Performance Units under LTIP 2016.
(9) Based on performance achievement of 50% for Performance Units under LTIP 2017.

Additionally, the Board of Directors approved in 2020 the exceptional grant of 4,152 Restricted & Performance Units and 571
Restricted & Performance Shares under the Equity Pool with an average fair value of € 79.00. 5,899 Units and 2,787 Shares havevested in 2020. As of 31 December 2020, the number of units outstanding is 5,432 Units and 3,222 Shares.

54

Airbus / Annual Report – Financial Statements 2020

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

33.2

ESOP

In 2020 and 2019, the Board of Directors approved a new ESOP
scheme. Eligible employees were able to purchase a fixed
number of previously unissued shares at fair market value (5,10, 15, 30 or 100 shares in 2020, 5, 15, 30, 50 or 100 shares in2019). The Company matched each fixed number of shares witha number of the Company free shares based on a determinedratio (4, 6, 7, 10 and 25 free shares, respectively in 2020, versus
4, 7, 10, 13 and 25 free shares, respectively in 2019). During acustody period of at least one year, employees are restricted fromselling the shares, but have the right to receive all dividends paid.
Employees who directly purchased the Airbus SE shares have, in
addition, the ability to vote at the Annual Shareholder Meetings.
The subscription price was equal to the closing price at the Paris
stock exchange on 12 February 2020 (2019: 13 February 2019)

and amounted to € 136.60 (2019: € 104.38). Investing througha mutual fund led to a price which corresponds to the average
price at the Paris stock exchange during the 20 trading days
immediately preceding 12 February 2020 (2019: 13 February2019), resulting in a price of € 136.00 (2019: € 97.76).
In 2020, the Company issued and sold 671,640 ordinary shares(2019: 1,332,840) with a nominal value of € 1.00 each.
In 2020, the Company issued and distributed 304,515 matchingordinary shares (2019: 451,452) with a nominal value of € 1.00
each. Compensation expense (excluding social security
contributions) of € 34 million (2019: € 47 million) was recognisedin connection with ESOP in 2020.

34.

Remuneration

34.1

Remuneration – Executive Committee

The Company’s key management personnel consists of Members of the Executive Committee and Non-Executive Board Members.
The Chief Executive Officer (“CEO”), who chairs the Executive Committee, is the sole Executive Board Member. The annual
remuneration and related compensation costs of the key management personnel as expensed in the respective year can besummarised as follows:
2020

2019

Salaries and other short-term benefits (including bonuses)

16.1

16.5

Post-employment benefit costs

4.8

1.1

Share-based remuneration (“LTIP award”, including associated hedge result)

1.0

10.5

(In € million)

Executive Committee, including Executive Board Member

Termination benefits (1)Other benefits
Social charges

(2)

0

(0.4)

0.5

0.4

4.7

4.5

2

Non-Executive Board Members
Short-term benefits (including social charges)

Total expense recognised

2.2

2.4

29.3

35.0

(1) 2019 Termination benefits include the adjustment of the estimated amount accounted for in 2018 based on last information available and applicable law.
(2) Costs of benefits provided through applicable mandatory collective and social security plans are accounted for among social charges.

Salaries and Other Short-Term Benefits (Including Bonuses)
The amount of bonuses is based on estimated performance achievement as at the balance sheet date and difference between
previous year estimation and actual pay-out in the current year. Outstanding short-term benefits (bonuses) at year-end 2020 for
Executive Committee Members based on estimated performance achievement at year-end was € 7.7 million (2019: € 7.5 million).

Post-Employment and Other Long-Term Benefits
The post-employment and other long-term benefits defined obligation for the Executive Committee, including the CEO, amounted
to € 32.8 million at 31 December 2020 (2019: € 29.8 million). The disclosed post-employment and other long-term benefits reflect
the total outstanding balance for all Executive Committee Members in charge at the end of the respective balance sheet date.
In 2019, the defined benefit plan in France was frozen, leading to a remeasurement of past service cost recognised as a profit
in the Profit & Loss which mainly explains the difference in the Post-employment benefits costs between 2020 (€ 4.8 million) and2019 (€ 1.1 million).

Airbus / Annual Report – Financial Statements 202055

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

Share-Based Remuneration (“LTIP Award”)
The share-based payment expenses result from not yet forfeited units and shares granted to the Executive Committee Members
under the Company’s LTIP which are re-measured at fair value according to the methodology described in Note 33.
In 2020, the Members of the Executive Committee were granted 50,814 Performance Units (2019: 30,168) and 50,814 Performance
Shares (2019: 30,168). For LTIP 2020, the respective fair value of these Performance Units and Shares at grant date was € 7.6 million(2019: € 7.7 million). As of 31 December 2020, provisions of € 5.0 million (2019: € 15.4 million) relating to LTIP have been recognised.
The total number of outstanding Performance Units and Performance Shares granted to the current Members of the Executive
Committee amounted to 133,966 and 126,442 respectively at 31 December 2020 (2019: 134,398 Performance Units and 119,340
Performance Shares).
Until and including the plan 2015, based on the intention of the Board of Directors to increase the long-term commitment of Executive
Committee Members to the success of the Company, the Board has authorised the Executive Committee Members to opt for partial
conversion of the otherwise cash-settled LTIPs into share-settled plans at each grant date of any new LTIP, requiring a minimum
conversion rate into equity settlement of 25% of total granted Performance Units. At the conversion date, each Executive Committee
Member individually determined the split of equity and cash settlement for the formerly granted LTIP. After overall performanceassessment of each of the plans, the vesting dates as determined at the initial grant date apply to all cash-settled Performance
Units. However, units converted into equity settlement only vest at the last of the vesting dates of the respective plan.
Performance Units granted to Executive Committee Members until 31 December 2015 and vested in 2020 are summarised below:
LTIP 2015
Total number of units granted

189,476

Number of cash-settled units

143,217

Number of equity-settled units

46,259Date of conversion

28 February 2016

Share price at date of conversion

Termination Benefits
The following benefits apply to Executive Committee Members,
except the CEO.
In the case of contract termination, the Executive Committee
Members are entitled to an indemnity equal to 1.5 times the
Total Target Remuneration (defined as Base Salary and target
Annual Variable Remuneration) with respect to applicable local
legal requirements, if any.
This will not apply if the Executive Committee mandate is
terminated for cause, in case of dismissal, if the Executive
Committee Member resigns or has reached retirement age.
The Executive Committee Members’ contract includes a noncompete clause which applies for a minimum of one year andcan be extended at the Company’s initiative for a further year.
The Board of Directors has the discretion to waive or invoke
the extension of the non-compete clause when legally or
contractually possible. The compensation for each year thatthe non-compete clause applies is equal to 50% of the last

56

Airbus / Annual Report – Financial Statements 2020

€ 59.78

Total Annual Remuneration (defined as Base Salary and Annual
Variable Remuneration most recently paid) with respect toapplicable local legal requirements, if any.
Past LTIP awards may be maintained in full or prorated, insuch cases as in case of retirement or if a mandate is notrenewed by the Company without cause, prorata being basedon the presence in the Company during performance periods.
The vesting of past LTIP awards follows the plans’ rules andregulations and is not accelerated in any case. LTIP awards areforfeited for Executives who leave the Company on their own
initiative, but this is subject to review by the Board of Directors.
The termination benefits include assumptions about all effective,
known or planned terminations to date.

Other Benefits
Other benefits include expenses for Executive Committee
Members’ medical, death and disability coverage, company
car and other usual facilities as applicable.

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

34.2

Remuneration – CEO

The annual remuneration and related compensation costs of the CEO as expensed in the respective year can be summarised asfollows:
2020(In €)

Base salary(1)

Annual variable pay
Post-employment benefit costs
Share-based remuneration (“LTIP award”)(2)

Termination benefits

2019

1,350,000

1,392,045

1,357,262

1,436,250

1,179,332(2,694,448)

206,337

1,627,061

00Other benefits

33,79054,423Social charges (3)1,102,840

797,766(1) For 2019, the base salary is composed of the prorated base salary paid to the former CEO (€ 420,455) up to 10 April 2019 and to the current CEO (€ 971,591) between 10 April
2019 and the end of 2019.
(2) Expense related to share-based payment plans as recognised in the annual period (service period) including the result from the hedge of cash-settled share-based payment (see“– Note 33: Share-Based Payment”).
(3) Social charges depends on the applicable regulation to the CEO. In France, social charges comprise benefits accrued through mandatory collective and state plans such aspension, death and disability or medical coverage.

Annual Variable Pay
The annual variable pay is based on estimated performance achievement as at the balance sheet date and difference between
the previous year’s estimation and actual pay-out in the current year.

Post-Employment Benefit Costs
Post-employment benefit costs relate to the aggregated amount of current service and interest costs for defined benefit plan andcompany cost for contributions base plans.
Following the Board decision approved in the AGM 2020, the CEO pension rights are accrued through a defined contributions planfrom 1 January 2020, which coexists with the former defined benefit pension plan.
The accrued pension rights under the former defined benefit plan have been frozen at the end of 2019 and remain unvested until
the retirement date of the CEO. The pension rights arising from the Company’s defined contribution plan are deducted from thefrozen defined pension rights.
As of 31 December 2020, the defined benefit obligation related to the frozen defined benefit commitment amounts to € 9,423,777(€ 9,167,371 in 2019). This obligation has been accrued in the 2020 Consolidated Financial Statements and will be updated annually
up to the retirement date of the CEO considering additional service cost and future changes on economic assumptions or otherfactors like salary increase.

2

For the fiscal year 2020, the cost related to the CEO’s pension rights accrued under Company’s plans during the year represented an
expense of € 1,179,332 (versus a net profit of € (2,814,868) in 2019 due to the effect of the freeze of the defined benefit commitment).
The annual cost of pension rights accrued under applicable mandatory collective and state pension plans are accounted for amongsocial charges.

Airbus / Annual Report – Financial Statements 202057

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

Share-based Remuneration
The table below gives an overview of the interests of the CEO, under the various LTIPs of the Company:
Granted Date

LTIP 2015 (1)LTIP 2016 (1)LTIP 2017 (1)Performance Units and Shares

LTIP 2018 (1)LTIP 2019

LTIP 2020

10,656

11,392

8,808

8,416

11,06019,840

Revaluation

75%

75%

50%

100%

100%

100%

Performance Units and Shares revalued

7,992

8,544

4,404

8,416

11,06019,840

Vested in 2020in cash

5,994

2,136

0

0

0

0

in shares

1,998

4,272

0

0

0

0

in cash

0

2,136

2,202

4,208

5,530

9,920

in shares

0

0

2,202

4,208

5,530

9,920

May 2023

May 2024

Outstanding 2020

Vesting scheduleCash-settled units
Equity-settled units

For vesting dates, see “– Note 33.1: LTIP”
June 2020

May 2020

May 2021

May 2022(1) 2015 to 2018 awards were granted before the appointment of the CEO and could vest during the CEO’s mandate.

Vesting of all Performance Units and Performance Shares granted to the CEO is subject to performance conditions.
As of 31 December 2020, provisions of € 919,556 (2019: € 1,896,787) relating to Performance Units have been recognised. The
pay-out from vested cash-settled LTIP in 2020 was € 401,261 (2019: € 697,383) excluding social charges.

Termination Benefits
The termination benefit applicable to the CEO is described in the Company’s Remuneration policy.

Other Benefits
As stipulated in the Company’s Remuneration Policy, the benefits offered to the CEO are similar to the benefits granted to otherexecutives of the Company and comprise, among other matters, medical, death and disability coverage (both through the Frenchsocial security system and mandatory collective Company’s plans), a company car and usual facilities. Costs of benefits provided
through applicable mandatory collective and social security plans are accounted for among social charges. The monetary valueof other benefits provided to the CEO in 2020 amounted to € 33,790 (2019: € 33,802).
The Company has not provided any loans to, advances to and guarantees on behalf of the CEO.

58

Airbus / Annual Report – Financial Statements 2020

2. Notes to the IFRS Consolidated Financial Statements /2.6 Employees Costs and Benefits

34.3

Remuneration – Board of Directors

The remuneration of the Non-Executive Members of the Board of Directors was as follows:
2020
Fixum (1)(In €)

2019

AttendanceFees (2)

Total

Fixum (1)AttendanceFees (2)Total

Non-Executive Board Members
René Obermann (3)117,738

76,250193,988

100,000

102,000

202,000

Victor Chu

100,000

78,000178,000

100,000

107,000

207,000

127,087

90,000217,087

114,176

105,000

219,176

Ralph D. Crosby Jr.

100,000

83,000183,000

100,000

108,500

208,500

Lord Drayson

120,000

80,000200,000

120,000

105,000

225,000

Mark Dunkerley (5)70,87948,000118,879000Jean-Pierre Clamadieu

Stephan Gemkow

(4)

(5)

Catherine Guillouard (6)70,87958,000128,87900

0

130,000

93,000223,000

127,265

95,500222,765

María Amparo Moraleda Martínez

130,000

85,000215,000

130,000

105,000

235,000

Claudia Nemat

100,000

80,000180,000

100,000

74,500174,500

Carlos Tavares

80,00070,000150,000

80,00065,000145,000

Denis Ranque (7)61,73135,00096,731

210,000

101,000

311,000

Hermann-Josef Lamberti (8)35,27435,00070,274

122,735

77,500200,235

1,243,588

911,250

2,154,838

1,304,176

1,046,000

2,350,176

Former Non-Executive Board Members

Total(1) Fixum includes a base fee for Board membership and Committee membership within the Audit Committee, the Remuneration, Nomination and Governance Committee (“RNGC”)
and/or the Ethics, Compliance & Sustainability Committee (“ECSC”) as the case may be. The fixum for the year 2020 was paid 50% in January 2020 and 50% in July 2020. The
fixum for the year 2019 was paid 50% in January 2019 and 50% in July 2019.
(2) 2020 attendance fees include the Board attendance fees and the fees in relation to Audit Committee, RNGC and ECSC meetings. The Board attendance fees related to the firstsemester 2020 were paid in July 2020, those related to the second semester 2020 were paid in January 2021. The Committees attendance fees related to full year 2020 were paidin January 2021.
(3) Chairman of the Board of Directors since 16 April 2020. Member of the Audit Committee until 16 April 2020. Member of the former Ethics & Compliance Committee between
30 July 2019 and 16 April 2020.
(4) Member of the former Ethics & Compliance Committee between 10 April 2019 and 16 April 2020. Chair of the ECSC since 16 April 2020.
(5) Member of the Board of Directors and of the Audit Committee since 16 April 2020.
(6) Chair of the Audit Committee since 10 April 2019.
(7) Chairman of the Board of Directors and of the former Ethics & Compliance Committee until 16 April 2020.
(8) Member of the Board of Directors and of the Audit Committee until 16 April 2020.

Airbus / Annual Report – Financial Statements 2020

259

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

2.7 Capital Structure and Financial Instruments
35.

Total Equity

35.1

Equity Attributable to Equity Owners of the Parent

The Company’s shares are exclusively ordinary shares with a par value of € 1.00. The following table shows the development of
the number of shares issued and fully paid:(In number of shares)

Issued as at 1 January
Issued for ESOP
Issued for convertible bondIssued at 31 December
Treasury shares

Outstanding at 31 December

Holders of ordinary shares are entitled to dividends and to one
vote per share at general meetings of the Company.
Equity attributable to equity owners of the parent (including
purchased treasury shares) amounts to € 6,445 million (2019:€ 5,975 million) representing an increase of € +470 million. Thisis mainly due to an increase in other comprehensive income,principally related to the mark to market revaluation of the hedge
portfolio of € +2,783 million offset by a change in actuarial gains
and losses of € -1,268 million, further compensated by a net loss
for the period of € -1,133 million.
Capital stock comprises the nominal amount of shares
outstanding. The addition to capital stock represents thecontribution for exercised options by employees of € 976,155(2019: € 1,784,292) in compliance with the implemented ESOPs.
In 2019, it represents the conversion of € 5,020,942 in relation to
the convertible bond issued in July 2015 redeemable in shares.
Share premium mainly results from contributions in kind in
the course of the creation of the Company, cash contributions
from the Company’s initial public offering, capital increases andreductions due to the issuance and cancellation of shares.
Retained earnings include mainly the loss for the period and thechanges in other comprehensive income from remeasurementsof the defined benefit pension plans net of tax which amounts
to € -1,268 million in 2020 (2019: € -2,345 million).
On 23 March 2020, the Company has decided the withdrawalof 2019 dividend proposal with cash value of € 1.4 billion in
response to the COVID-19 pandemic (see “– Note 2: Impact of
the COVID-19 pandemic”). Given the ongoing volatility, there will
be no dividend proposal for 2020.
Treasury shares represent the amount paid or payable for own
shares held in treasury. During 2020, the number of treasury
stock held by the Company decreased to 432,875 compared60

Airbus / Annual Report – Financial Statements 2020

2020

2019

783,173,115

776,367,881

976,155

1,784,292

05,020,942

784,149,270

783,173,115(432,875)(862,610)

783,716,395

782,310,505

to 862,610 as of 31 December 2019, mainly due to the vested
shares in 2020 under LTIP 2016 (see “– Note 33: Share-based
Payment”). No shares were sold back to the market nor cancelled(2019: 0 shares).
On 16 April 2020, the AGM of the Company authorised the Boardof Directors, for a period expiring at the AGM to be held in 2021,
to issue shares and to grant rights to subscribe for shares in the
Company’s share capital for the purpose of:–– ESOPs and share-related LTIPs, provided that such powers
shall be limited to an aggregate of 0.14% of the Company’s
authorised share capital (see “– Note 33: Share-based
Payment”);–– funding the Company and its subsidiaries, provided thatsuch powers shall be limited to an aggregate of 0.3% of
the Company’s authorised share capital (see “– Note 37.3:
Financing Liabilities”).
For each operation, such powers shall not extend to issuingshares or granting rights to subscribe for shares if there is nopreferential subscription right and for an aggregate issue pricein excess of € 500 million per share issuance.
Also on 16 April 2020, the AGM authorised the Board of
Directors for an 18-month period to repurchase up to 10% of
the Company’s issued share capital at a price per share notless than the nominal value and not more than the higher ofthe price of the last independent trade and the highest current
independent bid on the trading venues of the regulated marketof the country in which the purchase is carried out.
Furthermore, the AGM authorised both the Board of Directors
and the CEO, with powers of substitution, to establish the exact
number of the relevant shares to be cancelled.

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

35.2

Non-controlling interests

The non-controlling interests (“NCI”) from non-wholly owned subsidiaries decreased to € 11 million as of 31 December 2020(2019: € 15 million). These NCI do not have a material interest in the Company’s activities and cash flows.

36.

Capital Management

The Company seeks to maintain a strong financial profile to safeguard its going concern, financial flexibility as well as shareholders’,
credit investors’ and other stakeholders’ confidence in the Company. Consequently, operating liquidity is of great importance.
As part of its capital management, it is one of the Company’s objectives to maintain a strong credit rating by institutional rating
agencies. This enables the Company to contain its cost of capital which positively impacts its stakeholder value (entity value).
Next to other non-financial parameters, the credit rating is based on factors such as cash flow, profitability and liquidity ratios. The
Company monitors these ratios to keep them in a range compatible with a strong rating.
Rating agency

Long-term rating

Outlook

Short-term rating

A

Negative

A-1

A2

Negative

P-1

BBB+

Negative

F-1

Standard and Poor’s
Moody’s Investors Services
Fitch Rating (unsolicited)

The stand-alone rating reflects the Company’s strong backlog
providing revenue visibility, leading market position, strong
liquidity and solid balance sheet. It also reflects the Company’s
reaction to the COVID-19 pandemic, including the adaptation of
the production rate to meet customer demand, cost reductions
and cash containment measures, as well as the uncertainties
related to the length of the outbreak and the recovery patternof demand for aircrafts post outbreak. Finally, it reflects the
management’s focus on programmes execution, profitability
and cash generation improvement.
In accordance with the Company’s conservative financial
policy, a strong rating is key to maintain a wide array of funding
sources at competitive conditions, to have broad access to longterm hedging and to strengthen the Company’s position as afinancially sound counterparty for its customers and suppliers.
A five year plan (previously: three year plan) for rating and a value
creation ambition is constructed annually, and is composed of(i) EBIT and (ii) Free Cash Flow, which is defined as Cash provided

37.

by operating activities and Cash used for investing activities less
Change of securities, Contribution to plan assets for pensions,realised Treasury swaps and bank activities.
The Company uses the WACC to determine the Net Present
Value (“NPV”), which is used for any investment decision.
The Company also monitors the level of dividends paid to its
shareholders.
The Company generally satisfies its obligations arising from
ESOPs and Share Incentive Plans (“SIPs”) by issuing new shares.
In order to avoid any dilution of its current shareholders outof LTIPs, the Company performs share buybacks to meet its
obligations to its employees, following the decisions of the Boardof Directors and approval of the AGM. Apart from this purpose,
the Company generally does not trade with treasury shares.

2

The Company complies with the capital requirements underapplicable law and its Articles of Association.

Net Cash

The net cash position provides financial flexibility to fund the Company’s operations, to react to business needs and risk profile andto return capital to the shareholders. This flexibility has been essential in managing the Company’s operations during the COVID-19
pandemic (see “– Note 2: Impact of the COVID-19 pandemic”).
31 December(In € million)

2020

Cash and cash equivalents

14,439

9,314

Current securities

1,618

2,302

2019

Non-current securities

5,350

11,066Gross cash position

21,407

22,682

Short-term financing liabilities(3,013)(1,959)Long-term financing liabilities(14,082)(8,189)4,312

12,534

Total

Airbus / Annual Report – Financial Statements 2020

61

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

The net cash position on 31 December 2020 amounted to€ 4,312 million (2019: € 12,534 million), with a gross cash positionof € 21,407 million (2019: € 22,682 million).
Derivative instruments recognised on the Company’s Statementof Financial Position consist of (i) instruments that are enteredinto as hedges of the Company’s operating activities or interest
result, and (ii) embedded foreign currency derivatives that arise

37.1

from separating the foreign currency component from certain
operating contracts. Cash flows resulting from the settlementof these derivatives are therefore recorded as part of cash flowfrom operations. Similarly, financial assets and liabilities arisingfrom customer financing activities and refundable advancesfrom European Governments are considered part of operating
activities and related cash flows are hence recognised as cash
flows from operating activities.

Cash and Cash Equivalents

Cash and cash equivalents are composed of the following elements:
31 December(In € million)

2020

2019

Bank account and petty cash

4,173

1,649

Short-term securities (at fair value through profit and loss)

9,654

7,014

Short-term securities (at fair value through OCI)

512

652

Others100(1)

14,439

9,314

Total cash and cash equivalents

Only securities with a maturity of three months or less from the date of the acquisition, that are readily convertible to known amountsof cash and which are subject to an insignificant risk of changes in value, are recognised in cash equivalents.

37.2

Securities

The majority of the Company’s securities consists of debt
securities and are classified at fair value through OCI (see“– Note 38.2: Carrying Amounts and Fair Values of Financial
Instruments”).
The Company’s securities portfolio amounts to € 6,968 millionand € 13,368 million as of 31 December 2020 and 2019,respectively. The security portfolio contains a non-current
portion of € 5,350 million (2019: € 11,066 million), and a current
portion of € 1,618 million (2019: € 2,302 million).
Included in the securities portfolio as of 31 December 2020 and
2019, respectively, are corporate and government bonds bearing
either fixed rate coupons (€ 6,714 million nominal value; 2019:€ 12,908 million) or floating rate coupons (€ 108 million nominal
value; 2019: € 188 million), and foreign currency funds of fixedincome funds (€ 2 million fair value; 2019: € 5 million).
When the Company enters into securities lending or otherfinancing activities that involve the pledging of securities as
collateral, the securities pledged continue to be recognised on
the balance sheet. As of 31 December 2020, securities for an
amount of € 99 million were pledged as collateral for borrowings
from banks (2019: € 145 million).

62

Airbus / Annual Report – Financial Statements 2020

37.3

Financing Liabilities

Financing liabilities comprise obligations towards financial
institutions, issued corporate bonds, deposits made by customersof Airbus Bank, borrowings received from joint ventures andother parties as well as finance lease liabilities. Financing liabilities
are recorded initially at the fair value of the proceeds received, netof transaction costs incurred. Subsequently, financing liabilities
are measured at amortised cost, using the effective interest rate
method with any difference between proceeds (net of transaction
costs) and redemption amount being recognised in total financeincome (cost) over the period of the financing liability.
Financing liabilities to financial institutions may include liabilities
from securities lending transactions. In securities lendingtransactions, the Company receives cash from its counterparty
and transfers the securities subject to the lending transaction
as collateral. The counterparty typically has the right to sell or
repledge the securities pledged. The amount of cash received
is recognised as a financing liability. The securities pledged are
not derecognised, but remain on the Company’s Statement of
Financial Position.

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

31 December(In € million)

2020

2019

Bonds and commercial papers

12,032

6,491

Liabilities to financial institutions

418

244

Loans
Lease liabilities
Total long term financing liabilities

94

156

1,538

1,298

14,082

8,189

Bonds and commercial papers

1,075

0

Liabilities to financial institutions

111

106

Loans

94

127

Lease liabilities

260

262

Others (1)

1,473

1,464

Total short-term financing liabilities

3,013

1,959

17,095

10,148Total(1) Included in “others” are financing liabilities to joint ventures.

Long-term financing liabilities, mainly comprising of bonds andlease liabilities, increased by € +5,893 million to € 14,082 million(2019: € 8,189 million), mainly due to the issuance of two bonds
for a total of € 6 billion. The first bond was split into a 5 yearmaturity tranche of € 750 million with a coupon of 1.625%, an
8 year-maturity tranche of € 750 million with a coupon of 2.00%
and a 12 year-maturity tranche of € 1 billion with a coupon of
2.375%.
The second bond was split into a six year-maturity tranche of€ 1.25 billion with a coupon of 1.375%, a ten year-maturity trancheof € 1.25 billion with a coupon of 1.625% and a 20 year-maturity
tranche of € 1 billion with a coupon of 2.375%.
Short-term financing liabilities increased by € +1,054 million
to € 3,013 million (2019: € 1,959 million). The increase in shortterm financing liabilities is mainly related to the reclassification of€ 1 billion of exchangeable bonds from long-term to short-term
due to maturity in June 2021.

The Company has issued several euro-denominated bonds
under its EMTN programme and three stand-alone US dollardenominated bonds on the US institutional market under Rule
144A. It has also issued a euro-denominated exchangeablebonds into Dassault Aviation shares. Furthermore, the Company
has long-term US dollar-denominated loans outstanding with theDevelopment Bank of Japan (“DBJ”).
The Company can issue commercial paper under its Negotiable
European Commercial Paper (“NEuCP”) programme at floatingor fixed interest rates corresponding to the individual maturities
ranging from 1 day to 12 months. The programme has been set
up in 2003 with a maximum volume of € 2 billion, increased in2013 to € 3 billion and in 2020 to a maximum volume of € 11 billion.
In 2020, the Company established a Euro Commercial Paper(“ECP”) Programme with a maximum volume of € 4 billion. The
Company established in April 2015 a US$ 2 billion commercial
paper programme which has been increased to US$ 3 billion in
April 2016. As of 31 December 2020, there were no outstanding
amounts under any of its commercial paper programmes.

Airbus / Annual Report – Financial Statements 2020

263

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

The terms and repayment schedules of these bonds and loans are as follows:
Carrying amount(In € million)

Principal
amount(In million)

31 December
2020

2019

Coupon Effective
Issuance or interest interest
date
rate
rate

Maturity
date

Additional features

US$ 1,000

845

896

Apr 2013

2.70%

2.77%

Apr 2023

Interest rate swapped
into 3M Libor +0.68%

EMTN 10 years€ 1,000

1,047

1,049

Apr 2014

2.375%

2.424%

Apr 2024

Interest rate swapped
into 3M Euribor +1.40%

EMTN 15 years

€ 500

571

555

Oct 2014

2.125%

2.208%

Oct 2029

Interest rate swapped
into 3M Euribor +0.84%

EMTN 10 years

€ 600

626

617

May 2016

0.875%

0.980%

May 2026

Interest rate swapped
into 3M Euribor +0.50%

EMTN 15 years

€ 900

983

940

May 2016

1.375%

1.502%

May 2031

Interest rate swapped
into 3M Euribor +0.66%-

Mar 2020

1.625%

1.798%

April 2025

- June 2020

1.375%

1.474% June 2026

US$ Bond 10 years

EMTN 5 years

€ 750

745

EMTN 6 years€ 1,250

1,243

EMTN 8 years

€ 750

745

EMTN 10 years€ 1,250

EMTN 12 years
EMTN 20 years-

Mar 2020

2%

1,237

- June 2020

1.625%

1.737% June 2030

€ 1,000

987- June 2020

2.375%

2.494%€ 1,000988-

2.375%

2.437% June 2040

Mar 2020

2.099%

April 2028

April 2032

Exchangeable bonds
5 years€ 1,078

1,075

1,068

Jun 2016

0.00%

0.333%Jun 2021

Exchangeable into
Dassault Aviation sharesissued at 103.75%

US$ Bond 10 years

US$ 750672

687

Apr 2017

3.15%

3.20%

Apr 2027

Interest rate swapped
into 3M Libor +0.87%

US$ Bond 30 years

US$ 750667

680

Apr 2017

3.95%

4.02%

Apr 2047

Interest rate swapped
into 3M Libor +1.61%

676-

July 2020,
Dec 2020

1.982%2.544%

2.77%3.09%

July 2026
toJuly 2029

13,107

6,491

Jan 2011

3M
US-Libor+1.15%

4.84%

Jan 2021

ACLP Private
placement

US$ 830

Bonds

DBJ 10 years

US$ 300

81

89

Others448

261

Liabilities tofinancial institutions

529

350

Interest rate swapped
into 4.76% fixed

Reconciliation of liabilities arising from financing liabilities:
Non-cash movements
Cash
flows

Changesin scope

Foreignexchange
movements

Bonds and commercial papers

6,491

6,660

0

(44)

0

13,107

Liabilities to financial institutions

350

292

0

(47)

(66)

529

Loans

283

(73)

0

(22)

0

188

Finance lease liabilities

1,560

(331)

0

(36)

605

1,798

Others

1,464

109

0

(100)

0

1,473

Total

10,148

6,657

0

(249)

539

17,095(In € million)(1) Included in “other assets and liabilities” in the Statements of Cash Flows.

64

Balance at
31 December
2020

Balance at
1 January
2020

Airbus / Annual Report – Financial Statements 2020

Others(1)

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

38.

Financial Instruments

38.1

Financial Risk Management

By the nature of its activities, the Company is exposed to a variety
of financial risks: (i) market risks, in particular foreign exchangerisk, but also interest rate risk, equity price risk and commodity
price risk, (ii) liquidity risk and (iii) credit risk. The Company’s
overall financial risk management activities focus on mitigating
unpredictable financial market risks and their potential adverse
effects on the Company’s operational and financial performance.
The financial risk management of the Company is generally
carried out by the Treasury department of the Company underpolicies approved by the Board of Directors or by the Chief
Financial Officer. The identification, evaluation and hedging of thefinancial risks is in the joint responsibility of several establishedspecific committees such as the Foreign Exchange Committee
and the Asset Liability Management Committee, including theCompany business segments.
The Company uses financial derivatives solely for risk mitigating
purposes (“hedging”) and applies hedge accounting for asignificant portion of its hedging portfolio.

Market Risk
Foreign exchange risk — Foreign exchange risk arises when
future commercial transactions or firm commitments, recognised
monetary assets and liabilities and net investments in foreign
operations are denominated in a currency that is not the entity’sfunctional currency.
The Company manages a long-term hedge portfolio withmaturities of several years covering its net exposure to US
dollar sales, mainly from the commercial activities of Airbus.
This hedge portfolio covers a large portion of the Company’s
firm commitments and highly probable forecasted transactions.
For Airbus, the highly probable criteria of the underlying foreign
currency exposure of cash flow hedges is assessed based on
the IFRS15 backlog value analysis. This consists in reducing
the contractual firm backlog by all deliveries which cannot be
considered as highly probable due to the existence of either
cancellation rights, risk of bankruptcy or other risk of order
restructuring. The latter assessments is taking into accountcustomers’ situation and commercial aspects. The resulting
backlog is further adjusted to the foreign exchange management
hedging horizon. The highly probable underlying foreign currency
exposure is then caped to the production plan when applicable.
Most of the Company’s revenue is denominated in US dollars,
while a major portion of its costs is incurred in euro and to a lesser
extent in other foreign currencies. Consequently, to the extent
that the Company does not use financial instruments to hedge
its exposure resulting from this currency mismatch, its profits
will be affected by changes in the €/US$ exchange rate. As theCompany intends to generate profits primarily from its operations
rather than through speculation on exchange rate movements,
it uses hedging strategies to manage and minimise the impact
of exchange rate fluctuations on these profits.

With respect to its commercial aircraft products, as of 30 June
2018, the Company adopted a new hedge strategy to hedge its
net exposure (US dollar revenue less US dollar cost) resulting
from commercial aircraft deliveries of specific aircraft types.
The strategy more closely aligns hedge accounting with risk
management activities.
Under the new strategy the foreign exchange derivatives usedas hedging instruments are designated as a hedge of a portionof the cash flows received for each of a number of deliveries of a
specific aircraft type that are expected to occur in a given monthand hence will allow the hedge result to move along with thehedged deliveries in the event of a shift in deliveries.
If such a shift in hedged deliveries occurs, hedge ineffectivenesswill arise to the extent the maturities of the hedging instrument
and the expected timing of the hedged cash flows are no longer
perfectly aligned. In order to minimise such ineffectiveness theCompany will close the timing gap by rolling over hedges to new
maturities, using foreign exchange swap contracts.
In addition, the Company will designate the risk of changes inthe spot element as the hedged risk in order to eliminate theineffectiveness resulting from changes in forward points between
different maturities. The forward element will be accounted for
as a cost of hedging similar to the time value of options.
Until 30 June 2018 the Company typically hedged firmly
committed sales in US dollar using a “first flow approach”. Under
that approach, the foreign currency derivatives the Company
entered into were designated as a hedge of the first US dollar
inflows received from the customer at aircraft delivery in a given
month. The strategy implied that only a portion of the expected
monthly customer payments made at aircraft delivery were
hedged and that a reduction of monthly cash inflows as a resultof postponements or order cancellations had no impact on theeffectiveness of the hedge as long as the actual gross US dollar
cash inflows received at aircraft delivery in a particular monthexceeded the portion designated as being hedged in that month.
According to the prospective application requirement of IFRS 9,
the fair values of the legacy portfolio in place at inception of the
new strategy continue to be assigned to the previous first flow
hedge regime and remain in the hedge reserve in OCI, to berecognised in profit and loss only at maturity of the originallyhedged cash flows (unless those cash flows are no longer
expected to occur).

2

As a result of prospective application, the hedging instruments
designated under the new strategy had a non-zero fair value athedge inception, which might create some small ineffectiveness.
Another source of ineffectiveness is the counterparty credit risk
inherent in the hedge portfolio. As such, credit risk is absent fromthe hedged cash flows. However, since netting arrangements arein place with all the hedge counterparties and the Company hasa policy of trading with investment grade counterparties only, thecredit risk arising from its hedging instruments, and associatedchanges in credit risk, have historically been negligible and are
expected to remain so.

Airbus / Annual Report – Financial Statements 2020

65

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

The Company also hedges its expected foreign currency
exposure arising from US dollar or pound sterling cash outflows
in the commercial aircraft business on a first outflow basis,though to a much lesser extent than US dollar cash inflows.
In military aircraft and non-aircraft businesses, the Company
hedges inflows and outflows in foreign currencies from firmly
committed or highly probable forecast sales and purchase
contracts. Here, foreign currency derivatives are typicallycontracted in lower volumes; they may be accounted for using
a first flow approach or are designated as hedges of specificagreed milestone payments. The amount of the expected flows
to be hedged can cover up to 100% of the equivalent of the net
US dollar exposure at inception. The coverage ratio considers thevariability in the range of potential outcomes taking into accountmacroeconomic movements affecting spot rates and interest
rates as well as the robustness of the commercial cycle.
In situations where the payment dates for hedged firmly
committed cash flows are not fixed and subject to potentiallysignificant delays, the Company may use rollover strategies,
usually involving foreign exchange swaps.
For all foreign currency hedges of future cash flows which qualify
for hedge accounting under IFRS 9, the Company uses the cash
flow hedge model, which requires (i) recognising the effective
portion of the fair value changes of the hedging derivatives inequity (within OCI) and (ii) recognising the effect of the hedge in
profit or loss when the hedged cash flows affect profit or loss.
In addition, the Company hedges currency risk arising fromfinancial assets or liabilities denominated in currencies otherthan the euro, including foreign currency receivable andpayable accounts, as well as foreign currency denominatedfunding transactions or securities. The Company applies hedge
accounting if a mismatch in terms of profit or loss recognition of
the hedging instrument and hedged item would otherwise occur.
Frequently, however, the currency-induced gains or losses of thehedging instrument and the hedged item match in terms of profit
or loss recognition (“natural hedge”), so no hedge accounting isrequired. Sometimes such gains or losses may end up in different
sections of the income statement (such as operating profit for thehedged item and financial result for the hedging instrument). If
so, the Company may choose to present the gains or losses ofboth the hedging instrument and the hedged item in the same
income statement line item if certain formal requirements are met.
As hedging instruments, the Company primarily uses foreign
currency forwards, foreign currency options and to a minor
extent non-derivative financial instruments. A hedge ratio of 1:1
is applied by the Company.
The Company also has foreign currency derivative instruments
which are embedded in certain purchase contracts denominatedin a currency other than the functional currency of any substantial
party to the contract, principally in US dollar and pound sterling.
If such embedded derivatives are required to be accounted forseparately from the host purchase contract, related gains orlosses are generally recognised in other financial result. However,if the embedded derivatives qualify for hedge accounting,
the Company might choose to designate them as a hedging
instrument in a hedge of foreign currency risk, in which casethey are accounted for under the cash flow hedge model as
described above.

66

Airbus / Annual Report – Financial Statements 2020

Interest rate risk — The Company uses an asset-liability
management approach with the objective to limit its interest
rate risk. It undertakes to match the risk profile of its interestbearing assets with those of its interest-bearing liabilities. The
remaining net interest rate exposure is managed through several
types of interest rate derivatives, such as interest rate swaps
and interest rate futures contracts, in order to minimise risks
and financial impacts.
The vast majority of related interest rate hedges qualify for hedge
accounting, and most of them are accounted for under the fairvalue hedge model. As a result, both the fair value changes ofthese derivatives and the portion of the hedged items’ fair valuechange that is attributable to the hedged interest rate risk arerecognised in profit and loss, where they offset to the extent thehedge is effective.
A few interest rate swaps that have been entered into as a hedge
of certain of the Company variable rate debt (see “– Note 36.3:
Financing Liabilities”) are accounted for under the cash flow
hedge model. Related fair value gains are recognised in OCI andreclassified to profit or loss when the hedged interest payments
affect profit or loss.
The Company has applied the relief introduced by theamendments made to IFRS 9 in September 2019 on hedge
accounting, having the effect that the IBOR reform should notcause hedge accounting to terminate.
The Company invests in financial instruments such as overnight
deposits, certificates of deposits, commercial papers, othermoney market instruments and short-term as well as mediumterm bonds. For its financial instruments portfolio, the Company
has an Asset Liability Management Committee in place thatmeets regularly and aims to limit the interest rate risk on a fairvalue basis through a value-at-risk approach, from which resultsa hedge ratio that is however not actively steered.
Commodity price risk — The Company is exposed to risk
relating to fluctuations in the prices of commodities used in the
supply chain. It manages these risks in the procurement process
and to a certain extent uses derivative instruments in order tomitigate the risks associated with the purchase of raw materials.
To the extent that the gains or losses of the derivative and thoseof the hedged item or transaction do not match in terms of profit
or loss, the Company applies cash flow hedge accounting to thederivative instruments, with a hedge ratio of 1:1.
Equity price risk — The Company is to a small extent invested
in equity securities mainly for operational reasons. Its exposure
to equity price risk is hence limited. Furthermore, it is exposed
under its LTIP to the risk of the Company share price increases.
The Company limits these risks through the use of equity
derivatives that qualify for hedge accounting and have been
designated as hedging instruments in cash flow hedges, witha hedge ratio of 1:1.
Sensitivities of market risks — The approach used to measure
and control market risk exposure of the Company’s financial
instrument portfolio is, amongst other key indicators, the valueat-risk model (“VaR”). The VaR of a portfolio is the estimatedpotential loss that will not be exceeded over a specified periodof time (holding period) from an adverse market movement witha specified confidence level. The VaR used by the Company
is based upon a 95% confidence level and assumes a fiveday holding period. The VaR model used is mainly based on

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

the so-called “Monte-Carlo-Simulation” method. The model
generates a wide range of potential future scenarios for market
price movements by deriving the relevant statistical behaviourof markets for the portfolio of market data from the previous
two years and observed interdependencies between different
markets and prices.
The Company’s VaR computation includes the Company’s
financial debt, short-term and long-term investments, foreign
currency forwards, swaps and options, commodity contracts,finance lease receivables and liabilities, foreign currency tradeliabilities and receivables and contract assets.
Although VaR is an important tool for measuring market risk,
the assumptions on which the model is based give rise to some
limitations, including the following:–– a five-day holding period assumes that it is possible to hedge
or dispose of positions within that period. This is considered
to be a realistic assumption in almost all cases but may not be
the case in situations in which there is severe market illiquidity
for a prolonged period;–– a 95% confidence level does not reflect losses that may occur
beyond this level. Even within the model used there is a 5%
statistical probability that losses could exceed the calculated
VaR;–– the use of historical data as a basis for estimating the statisticalbehaviour of the relevant markets and finally determining
the possible range of future outcomes out of this statisticalbehaviour may not always cover all possible scenarios,
especially those of an exceptional nature.
The Company uses VaR amongst other key figures in order todetermine the riskiness of its financial instrument portfolio andin order to optimise the risk-return ratio of its financial asset
portfolio. Further, its investment policy defines a VaR limit for the
total portfolio of cash, cash equivalents and securities. The total
VaR as well as the different risk-factor specific VaR figures ofthis portfolio are measured and serve amongst other measures
as a basis for the decisions of the Company’s Asset Liability
Management Committee.

A summary of the VaR position of the Company financial instruments portfolio at 31 December 2020 and 2019 is as follows:
Total VaR

Equity price
VaR

Currency
VaR

Commodity
price VaR

Interest rate
VaR

Foreign exchange hedges for forecast transactions or firm
commitments

837

0

838

0

87

Financing liabilities, financial assets (including cash, cash
equivalents, securities and related hedges)

137

120

96

0

35

Finance lease receivables and liabilities, foreign currency
trade payables and receivables

39

0

35

0

24

Commodity contracts

3

0

0

3

0

(In € million)

31 December 2020

4

4

0

0

0

Diversification effectEquity swaps

(214)

(1)

(201)

0

(54)

All financial instruments

806

123

768

3

92

Foreign exchange hedges for forecast transactions or firm
commitments

643

0

643

0

179

Financing liabilities, financial assets (including cash, cash
equivalents, securities and related hedges)

113

34

78

0

71

Finance lease receivables and liabilities, foreign currency
trade payables and receivables

51

0

41

0

27

2

31 December 2019

Commodity contracts

3

0

0

3

0

Equity swaps

5

5

1

0

0

Diversification effect

(249)

(4)

(177)

0

(121)

All financial instruments

566

35

586

3

156

The increase of the total VaR as of 31 December 2020 is mainly attributable to a strong increase of market volatilities, in particularin €/$ and equity due to COVID-19 pandemic.
The Company uses its derivative instruments entirely for hedging purposes. As a result, the respective market risks of these hedging
instruments are – depending on the hedges’ actual effectiveness – offset by corresponding opposite market risks of the underlying
forecast transactions, assets or liabilities. Under IFRS 7, the underlying forecast transactions do not qualify as financial instruments
and are therefore not included in the tables shown above. Accordingly, the VaR of the foreign exchange hedging portfolio in theamount of € 837 million (2019: € 643 million) cannot be considered as a risk indicator for the Company in the economic sense.

Airbus / Annual Report – Financial Statements 202067

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

Liquidity Risk
The Company’s policy is to maintain sufficient cash andcash equivalents at any time to meet its present and futurecommitments as they fall due. It manages its liquidity by holding
adequate volumes of liquid assets and maintains a committed
revolving credit facility (€ 6.0 billion as of 31 December 2020) as
well as a committed supplemental liquidity line (€ 6.2 billion as of
31 December 2020) in addition to the cash inflow generated byits operating business. The Company continues to keep within
its asset portfolio the focus on low counterparty risk. In addition,
it maintains a set of other funding sources, and accordingly may

issue bonds, notes and commercial papers or enter into security
lending agreements. Adverse changes in the capital markets
could increase its funding costs and limit its financial flexibility.
Further, the management of the vast majority of the Company’s
liquidity exposure is centralised by a daily cash concentration
process. This process enables it to manage its liquidity surplus
as well as its liquidity requirements according to the actual
needs of its subsidiaries. In addition, management monitors
the Company’s liquidity reserve as well as the expected cash
flows from its operations.

The contractual maturities of the Company’s financial liabilities, based on undiscounted cash flows and including interest payments,
if applicable, are as follows:(In € million)

Carrying
amountContractual
cash flows< 1 year

1 year 2 years

2 years 3 years

3 years 4 years

4 years 5 years> 5 years(26,514)(29,007)(12,298)(774)(1,616)(1,465)(1,088)(11,766)

31 December 2020
Non-derivative financial liabilities
Derivative financial liabilities(2,817)(2,420)

(955)

(712)

(659)

(79)

(11)

(4)

(29,331)(31,427)(13,253)(1,486)(2,275)(1,544)(1,099)(11,770)

Non-derivative financial liabilities(26,828)(28,307)(17,306)(1,718)(484)(1,293)(1,310)(6,196)

Derivative financial liabilities(3,994)(6,160)(1,559)(1,540)(1,442)

(998)

(519)

(102)

(30,822)(34,467)(18,868)(3,258)(1,923)(2,291)(1,829)(6,298)Total
31 December 2019

Total

Non-derivative financial liabilities included in the table above comprise financing liabilities as presented in “– Note 38.2: Carrying
Amounts and Fair Values of Financial Instruments”. Due to their specific nature, namely their risk-sharing features and uncertainty
about the repayment dates, the European Governments’ refundable advances, which amount to € -3,912 million at 31 December
2020 (€ -4,277 million at 31 December 2019) are not included.

Lease liabilities
The maturity analysis of lease liabilities, based on contractual undiscounted cash flows is as follows:
31 December(In € million)

2020

2019

Not later than one year

(260)

(262)

Later than one year and not later than five years

(925)

(768)

Later than five years(1,004)(606)

Total undiscounted lease liabilities at 31 December(2,189)(1,636)

Lease liabilities included in the Statement of Financial Position at 31 December(1,798)(1,560)Current
Non-current

68

Airbus / Annual Report – Financial Statements 2020

(260)

(262)

(1,538)(1,298)

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

Credit Risk
The Company is exposed to credit risk to the extent of nonperformance by either its customers (e.g. airlines) or its
counterparts with regard to financial instruments or issuers offinancial instruments for gross cash investments. However, it
has policies in place to avoid concentrations of credit risk andto ensure that credit risk is limited.
As far as central treasury activities are concerned, credit risk
resulting from financial instruments is managed by the Company.
In order to ensure sufficient diversification, a credit limit system
is used.
The Company monitors the performance of the individual
financial instruments and the impact of market developments on
their performance and takes appropriate action on foreseeable
adverse development based on pre-defined procedures andescalation levels.
Sales of products and services are made to customers after
having conducted appropriate internal credit risk assessment.
In order to support sales, primarily at Airbus, Airbus Helicoptersand ATR, the Company may agree to participate in customer
financing, on a case-by-case basis either directly or throughguarantees provided to third parties. In determining the amountand terms of the financing transaction, the Company takes
into account the airline’s credit rating and economic factors
reflecting the relevant financial market conditions, together withappropriate assumptions as to the anticipated future value ofthe financed asset.
The booked amount of financial assets represents the maximum
credit exposure. The credit quality of financial assets can beassessed by reference to external credit rating (if available) orinternal assessment of customers’ creditworthiness e.g. airlines
by way of internal risk pricing methods.
For further information relating to gross credit risk and impairment
see “– Note 38.7: Impairment Losses”.

38.2

Carrying Amounts and Fair
Values of Financial Instruments

Financial instruments — The Company’s financial assets mainly
consist of cash, short to medium-term deposits and securities.
Its financial liabilities include trade liabilities, obligations towards
financial institutions, issued bonds and refundable advancesfrom European Governments. All purchases and sales of financial
assets are recognised on the settlement date according tomarket conventions.
Financial assets at amortised cost — This category comprises
assets that are held for collection of contractual cash flows where
those cash flows represent solely payments of principal andinterest. It includes trade receivables.
Financial assets at fair value through OCI — This categorycomprises:(i) equity investments that are not held for trading. With the
exception of dividends received, the associated gains andlosses (including any related foreign exchange component)
are recognised in OCI. Amounts presented in OCI are notsubsequently transferred to profit and loss on derecognitionof the equity investment nor in the event of an impairment;(ii) debt instruments where contractual cash flows are solely
payments of principal and interest, and that are held both forsales and collecting contractual cash flows. Changes in their fairvalue other than impairment losses and foreign exchange gains
and losses on monetary items are recognised directly within
AOCI. Upon disposal of such financial assets, the cumulative
gain or loss previously recognised in equity is recorded aspart of other income (other expenses) from investments in
the Consolidated Income Statement for the period. Interest
earned on the investment are presented as interest income in
the Consolidated Income Statement using the effective interest
method. Dividends earned on investment were recognised
as other income (other expenses) from investments in theConsolidated Income Statement when the right to the payment
had been established.

2

Financial assets at fair value through profit or loss — This
category comprises all other financial assets (e.g. derivative
instruments) that are to be measured at fair value (including equity
investments for which the Company did not elect to presentchanges in fair value in OCI).
The Company assigns its financial instruments into classes
based on their balance sheet category.

Airbus / Annual Report – Financial Statements 2020

69

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

The following table presents the carrying amounts and fair values of financial instruments by class and by IFRS 9 measurement
category as of 31 December 2020:
Financial
instruments
total

Financial assets
and liabilities atamortised cost

Fair value
through profit
or loss

Fair value
through OCI

Amortised
cost

Fair
value

Book
value

Fair
value

Equity investments (1)

967

1,278

0

0

2,245

2,245

Customer financing(In € million)

AssetsOther investments and other long-term
financial assets

237

0

0

0

237

237

Other loans

0

0

1,841

1,841

1,841

1,841

Trade receivables

0

0

5,132

5,132

5,132

5,132

Contract assets

0

0

1,122

1,122

1,122

1,122

Other financial assets
Derivative instruments
Non-derivative instruments
Securities
Cash and cash equivalents

Total

4,424

0

0

0

4,424

4,424

0

0

1,491

1,491

1,491

1,491

0

6,968

0

0

6,968

6,968

9,654

512

4,273

4,273

14,43914,43915,282

8,758

13,85913,85937,89937,89900(13,107)(13,997)(13,107)(13,997)

Liabilities
Financing liabilities
Bonds and commercial papers
Liabilities to financial institutions
and others

00(2,190)(2,190)(2,190)(2,190)Finance lease liabilities

00(1,798)(1,798)(1,798)(1,798)(2,817)000(2,817)(2,817)

Other financial liabilities
Derivative instruments
European Governments’ refundable
advances (2)00(3,912)(3,912)(3,912)(3,912)Others

0

0

(697)

(697)

(697)

(697)

Trade liabilities

Total

0

0

(8,722)(8,722)(8,722)(8,722)(2,817)

0(30,426)(31,316)(33,243)(34,133)(1) Other than those accounted for under the equity method.
(2) The European Governments’ refundable advances of € -3,912 million are measured at amortised cost. Fair values cannot be reliably measured because their risk sharing natureand the uncertainty of the repayment dates give rise to a broad range of reasonable fair value estimates and make it impossible to reasonably assess the probabilities of the various
estimates within the range. This may change and reliable fair value measures become available as the related programmes approach the end of production.

70

Airbus / Annual Report – Financial Statements 2020

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

The following table presents the carrying amounts and fair values of financial instruments by class and by IFRS 9 measurement
category as of 31 December 2019:

Fair value
through profit
or loss

Fair value
through OCI

Amortised
cost

Equity investments (1)

1,125

1,390

Customer financing

3500(In € million)

Financial
instruments
total

Financial assets
and liabilities atamortised cost
Fair
value

Book
value

Fair
value

0

0

2,516

2,516

0

0

350

350

AssetsOther investments and other long-term
financial assets

Other loans

0

0

2,036

2,036

2,036

2,036

Trade receivables

0

0

5,674

5,674

5,674

5,674

Contract assets

0

0

1,258

1,258

1,258

1,258

Other financial assets
Derivative instruments
Non-derivative instruments
Securities

1,440

0

0

0

1,440

1,440

0

0

1,653

1,653

1,653

1,653

0

13,3680013,36813,368Cash and cash equivalents

7,014

652

1,648

1,648

9,314

9,314

Total

9,929

15,41012,26912,26937,60937,609Bonds and commercial papers

00(6,491)(6,696)(6,491)(6,696)

Liabilities to financial institutions
and others

00(2,096)(2,098)(2,096)(2,098)Finance lease liabilities

00(1,560)(1,560)(1,560)(1,560)(3,994)00

0(3,994)(3,994)

Liabilities
Financing liabilities

Other financial liabilities
Derivative instruments
European Governments’ refundable
advances (2)00(4,277)(4,277)(4,277)(4,277)

Others0(1,014)

(859)

(859)

(1,873)(1,873)

Trade liabilities

Total

0

0

(14,808)(14,808)(14,808)(14,808)(3,994)(1,014)(30,091)(30,298)(35,099)(35,306)

2(1) Other than those accounted for under the equity method.
(2) The European Governments’ refundable advances of € -4,277 million are measured at amortised cost. Fair values cannot be reliably measured because their risk sharing natureand the uncertainty of the repayment dates give rise to a broad range of reasonable fair value estimates and make it impossible to reasonably assess the probabilities of the various
estimates within the range. This may change and reliable fair value measures become available as the related programmes approach the end of production.

Fair Value Hierarchy
Fair value of financial instruments — The fair value of quoted
investments is based on current market prices. If the market
for financial assets is not active, or in the case of unlisted
financial instruments, the Company determines fair values byusing generally accepted valuation techniques on the basisof market information available at the end of the reporting
period. Derivative instruments are generally managed on thebasis of the Company’s net exposure to the credit risk of eachparticular counterparty and fair value information is provided to
the Company’s key management personnel on that basis. For
these derivative instruments, the fair value is measured basedon the price that would be received to sell a net long position, ortransfer a net short position, for a particular credit risk exposure
as further described below.
Depending on the extent the inputs used to measure fair values
rely on observable market data, fair value measurements may behierarchised according to the following levels of input:–– Level 1: quoted prices (unadjusted) in active markets for
identical assets and liabilities;–– Level 2: inputs other than quoted prices that are observable forthe asset or liability – fair values measured based on Level 2
input typically rely on observable market data such as interest
rates, foreign exchange rates, credit spreads or volatilities;

Airbus / Annual Report – Financial Statements 2020

71

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

The fair values disclosed for financial instruments accounted forat amortised cost reflect Level 2 input. Otherwise, the Company
determines mostly fair values based on Level 1 and Level 2 inputs
and to a lesser extent on Level 3 input.

–– Level 3: inputs for the asset or liability that are not basedon observable market data – fair values measured based on
Level 3 input rely to a significant extent on estimates derived
from the Company’s own data and may require the use ofassumptions that are inherently judgemental and involve
various limitations.

The following table presents the carrying amounts of the financial instruments held for the three levels of the fair value hierarchy
as of 31 December 2020 and 2019, respectively:
2020(In € million)

2019

Level 1

Level 2

Level 3

Total

Level 1

Level 2

Level 3

Total

1,780

0

465

2,245

1,988

0

528

2,516

0

4,424

0

4,424

0

1,224

216

1,440

6,968

0

0

6,968

13,3680013,368Financial assets measured at fair value
Equity instruments
Derivative instruments
Securities
Customer financing

0

0

237

237

0

0

350

350

9,654

512

0

10,166

7,014

652

0

7,666

18,402

4,936

702

24,04022,370

1,876

1,094

25,340Derivative instruments

0(2,805)(12)(2,817)

0(3,974)(20)(3,994)

Other financial liabilities

0

0

0

0

0

0

(1,014)(1,014)0(2,805)(12)(2,817)

0(3,974)(1,034)(5,008)Cash equivalents

Total
Financial liabilities measured at fair value

Total

The development of financial instruments of Level 3 is as follows:
Commodity
swap
agreements

Total

1,164

(2,300)(26)(2,326)

Derivatives

Participations

165

489

510

Business combination

0

0

0

0

0

0

0

Profit or loss

51

0

(160)

(109)

0

(12)

(12)

Equity

0

39

0

39

1,286

0

1,286

Settlements

0

0

0

0

0

18

18

(In € million)

Balance at 1 January 2019

ReleaseBalance at 31 December 2019
Business combination

0

0

0

0

0

0

0

216

528

350

1,094

(1,014)(20)(1,034)

0

0

0

0

0

0

0

(216)

0

(113)

(329)

0

6

6

Equity

0

(63)

0

(63)

1,014

0

1,014

Settlements

0

0

0

0

0

2

2

Others

0

0

0

0

0

0

0

Balance at 31 December 2020

0

465

237

702

0

(12)

(12)

Profit or loss

As at 31 December 2020, the fair value of the written put options
on non-controlling interests (“NCI puts”) relating to ACLP is nil,mainly reflecting the latest projections on funding needs, slower
ramp-up phasing and market projections.
The fair value of these NCI puts are derived from a discounted
cash flow analysis using the latest operating plan and a projection
over the lifetime of the A220 programme.

72

Total

Written put
options on
NCI interests

Customerfinancing

Airbus / Annual Report – Financial Statements 2020

In addition, a post-tax WACC of 9.49% (2019: 7.5%) is used
to discount the forecasted cash flows taking into account the
impacts of the COVID-19 pandemic and the specificities of the
programme.

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

Financial Assets Designated at Fair Value through Profit or Loss
The following types of financial assets held at 31 December 2020 and 2019, respectively, are designated at fair value through profit
or loss:(In € million)

Nominal amount at
initial recognition at
31 December 2020

Fair value at
31 December
2020

Nominal amount at
initial recognition at
31 December 2019

Fair value at
31 December
2019

9,654

9,654

7,009

7,009

2

2

5

5

9,656

9,656

7,014

7,014

Designated at fair value through profit
or loss at recognition:
Money market funds
Foreign currency funds of fixed income funds

Total

The Company manages these assets and measures their performance on a fair value basis.

Fair Value Measurement Method
Derivatives — The fair values of derivative instruments reflect
quoted market prices, where available, but in most cases
are determined using recognised valuation techniques suchas option-pricing models (e.g. Black & Scholes model) anddiscounted cash flow models. The valuation is based on
observable market data such as currency rates, currency forward
rates, interest rates and yield curves, commodity forward prices
as well as price and rate volatilities obtained from recognised
vendors of market data. Furthermore, to the extent that these
instruments are subject to master netting arrangements andsimilar agreements and managed on the basis of net credit
exposure, their fair values reflect credit and debit value
adjustments based on the net long or net short position that
the Company has with each counterparty. Except for certain
short-term commodity contracts and derivatives presented in
the Level 3 section above, derivative fair values are measured
based on Level 2 input.

The Company uses the following methods to measure fair values:
Equity instruments — The fair values of listed equity instruments
reflect quoted market prices. For non-listed equity investments
for which quoted market prices are not available, the Company
determines the fair values using valuation methods such as net
asset values, discounted cash flow method or a comparable
valuation technique.
Customer financing assets and other loans — The carrying
amounts reflected in the annual accounts are used as a proxyfor fair value.
Contract assets, trade receivables and other receivables —The carrying amounts reflected in the annual accounts are used
as reasonable estimates of fair value because of the relatively
short period between the receivables’ origination and theirmaturity.
Securities — The fair values of securities reflect their quoted
market price at the end of the reporting period.

Financing liabilities — The fair values disclosed for financing
liabilities, other than those of issued bonds and commercial
papers, are determined based on Level 2 input by discounting
scheduled or expected cash flows using appropriate market
interest rates. The fair values disclosed for the issued EMTN
and US dollar bonds reflect public price quotations that qualify
as Level 1 input. For issued commercial papers, the carrying
amounts reflected in the annual accounts are used as reasonableestimates of fair value because of the relatively short period
between the origination of these instruments and their maturity.

Cash and cash equivalents — include cash in hand, cash inbanks, checks, fixed deposits as well as commercial papers
and money market funds. The carrying amounts reflected in theannual accounts are used as reasonable estimates of fair value
because of the relatively short period between the originationof the instrument and its maturity or due date. The fair valueof commercial papers is determined based on Level 2 input
by discounting future cash flows using appropriate interest
rates. The fair values of money market funds are determined byreference to their quoted market price.

2

Trade liabilities and current other financial liabilities — For
the same reason as trade receivables, carrying amounts areused as reasonable fair value approximations for trade liabilities
and current other financial liabilities.

The following interest rate curves are used in the determination of the fair value in respect of the derivative financial instruments asof 31 December 2020 and 2019:31 December
2020

2019

2020

€

(Rate in %)

2019

2020

US$

2019
£

6 months(0.45)(0.36)

0.22

1.93

0.15

0.90

1 year

(0.40)(0.28)

0.28

1.94

0.20

1.01

5 years(0.49)(0.20)

0.43

1.68

0.19

0.88

10 years(0.29)

0.13

0.93

1.85

0.40

1.02

Airbus / Annual Report – Financial Statements 202073

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

38.3

Potential Effect of Set-Off Rights on Recognised Financial Assets
and Liabilities

The Company reports all its financial assets and financial liabilities on a gross basis. With each derivative counterparty there are
master netting agreements in place providing for the immediate close-out of all outstanding derivative transactions and payment of
the net termination amount in the event a party to the agreement defaults or another defined termination event occurs. Furthermore,securities lending transactions are accounted for as collateralised borrowings. As a result, the securities pledged as collateral continue
to be recognised on the balance sheet and the amount of cash received at the outset of the transaction is separately recognised asa financial liability. The following tables set out, on a counterparty specific basis, the potential effect of master netting agreements
and collateralised borrowings on the Company’s Financial Position, separately for financial assets and financial liabilities that were
subject to such agreements as of 31 December 2020 and 2019, respectively:
Related amounts not
set off in Statementof Financial PositionGrossamounts
recognisedGrossamounts
recognised
set off in the
Financial
Statements

Net amounts
presented in
the Financial
Statements

Financial
instruments

Cashcollateral
received

Net amountFinancial asset

3,879

0

3,879

(1,519)

(77)

2,283

Financial liabilities

2,192

0

2,192

(1,519)0673(In € million)

31 December 2020

31 December 2019
Financial asset

831

0

831

(789)

0

42

Financial liabilities

3,560

0

3,560

(789)

0

2,771

38.4

Notional Amounts of Derivative Financial Instruments

The contract or notional amounts of derivative financial instruments shown below do not necessarily represent amounts exchangedby the parties and thus, are not necessarily a measure for the exposure of the Company through its use of derivatives.
The notional amounts of foreign exchange derivative financial instruments are as follows, specified by year of expected maturity:
Remaining period(In € million)

1 year

2 years

3 years

4 years

5 years> 5 years

Total

13,827

12,308

10,427

8,716

6,685

14,791

66,75431 December 2020
Net forward sales contracts
Foreign exchange options
Foreign exchange swap contracts

0

0

0

0

0

0

0

1,782

0

0

0

0

0

1,782

31 December 2019
Net forward sales contracts

23,543

18,108

16,95911,656

6,450

1,632

78,348Foreign exchange options

1,745

2,884

0

0

0

0

4,629

Foreign exchange swap contracts

4,054

0

0

0

0

0

4,054

The following table sets out the notional amount of foreign exchange hedges in place as of 31 December 2020 relating to thecommercial activities of Airbus, and the average euro converted rates applicable to corresponding EBIT.
2021

2022

2023

2024

2025+

Total

16,615

15,197

12,395

10,48526,27580,967

€/US$

1.21

1.23

1.26

1.26

1.30

1.26

£/US$

1.37

1.37

1.42

N/A

N/A

1.37

(In $ million)

Total hedges
Forward rates

In 2020 new hedge contracts of US$ 4.5 billion (2019: US$ 40.6 billion) were added at an average rate of 1.17 US$/€ (2019: 1.20 US$/€).

74

Airbus / Annual Report – Financial Statements 2020

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

As of 31 December 2020, the total hedge portfolio with maturities up to 2027 amounts to US$ 81.0 billion (2019: US$ 97.1 billion)
and covers a major portion of the foreign exchange exposure expected over the hedging horizon. The average US$/€ hedge rateof the US$/€ hedge portfolio until 2027 amounts to 1.26 US$/€ (2019: 1.23 US$/€) and for the US$/£ hedge portfolio until 2024
amounts to 1.37 US$/£ (2019: 1.37 US$/£).
(In £ million)

2021

2022

2023

2024

2025+

Total

Total hedges

285

327

298

155

58

1,123

0.89

0.89

0.89

0.91

0.92

0.89

Forward rates€/£

During the course of the year 2020, €/£ hedges were implemented in order to cover the GBP exposure of the Company.
The notional amounts of interest rate contracts are as follows:
Remaining period
2 years

3 years

4 years

5 years

6 years

109

0

815

1,000

0

600

1,222

1,400

5,146

0

0

0

0

0

0

0

0

0

Interest rate contracts

7

162

4

890

1,000

0

600

2,735

5,398

Interest rate future contracts

0

0

0

0

0

0

0

0

0

4 years> 4 years

Total(In € million)

1 year

7 years > 7 years

Total

31 December 2020
Interest rate contracts
Interest rate future contracts
31 December 2019

Please also refer to “– Note 37.3: Financing Liabilities”.
The notional amounts of commodity contracts are as follows:
Remaining period(In € million)

1 year

2 years

3 years

31 December 2020

25

22

11

3

0

61

31 December 2019

25

36

20

12

3

96

2

The notional amounts of equity swaps are as follows:
Remaining period(In € million)

1 year

2 years

3 years

4 years> 4 years

Total

31 December 2020

32

23

17

8

0

80

31 December 2019

37

32

23

9

0

101

Airbus / Annual Report – Financial Statements 202075

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

38.5

Derivative Financial Instruments and Hedge Accounting Disclosure

The following table presents the reconciliation of AOCI, net of tax, resulting from cash flow hedge accounting as of 31 December
2020 and 31 December 2019:31 December
2020

2019
Hedge reserve(In € million)

Opening balance
Foreign exchange contracts
OthersChanges in fair values
Foreign exchange contracts
OthersAmount reclassified to profit or loss (matured hedges)
Foreign exchange contracts
Others

2,521

1,473

(3,161)

3,527

(111)

7

(3,272)

3,534

(484)

(1,894)

6

(2)

(478)

(1,896)

55

(207)

(4)

0

Amount classified to profit or loss (inefficiency)

51

(207)

Tax impact

916

(383)

(262)

2,521

Closing balance

The following table presents the amounts relating to items designated as hedging instruments and hedge ineffectiveness for
cash-flow hedges as of 31 December 2020:
Carrying values

OCI

Hedge
Amounts
Other changes
inefficiency reclassified fromin value of therecorded inhedge reserve
hedge reserve financial result to profit and loss

Asset

Liability

Changes in valuesof the hedging
instrument

Net forward sales contracts

3,840(2,530)(6,087)

2,934

55

(483)

Foreign exchange options

11

(14)

1

(9)

0

(1)

Embedded Derivatives

5

0

(115)

0

0

0

(In € million)

Foreign currency risk

Interest rate risk

0

(1)

(2)

0

0

0

Commodity swap risk

14

(27)

6

0

(4)

6

Equity swap risk

0

(16)

0

0

0

0

3,870

(2,588)(6,197)

2,925

51

(478)

Total

The following table presents the amounts relating to items designated as hedging instruments and hedge ineffectiveness for
cash-flow hedges as of 31 December 2019:
Carrying values

OCI

Asset

Liability

Changes in valuesof the hedging
instrument

Net forward sales contracts

848(3,787)

699

2,824

(208)

Foreign exchange options

19

(58)

(1)

2

0

1

Embedded Derivatives

0

(18)

14

0

0

0

0

(3)

0

0

0

0

Commodity swap risk

9

(10)

(4)

0

0

(2)

Equity swap risk

20

0

0

0

0

0

896

(3,876)

707

2,826

(208)

(1,896)(In € million)

Other changes
in value of thehedge reserve

Hedge
Amounts
inefficiency
recorded in reclassified fromhedge reserve
financialresult (1) to profit and loss

Foreign currency risk

Interest rate risk

Total(1) It includes the financial expense of € 112 million on hedge ineffectiveness (see “– Note 12: Revenue and Gross Margin”).

76

Airbus / Annual Report – Financial Statements 2020

(1,895)

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

38.6

Net Gains or Net Losses

The Company’s net gains or net losses recognised in profit or loss in 2020 and 2019, respectively, are as follows:(In € million)

2020

2019

(117)

(212)

Financial assets or financial liabilities at fair value through profit or loss
Held for trading
Designated on initial recognition

(277)

228

Financial assets at amortised cost

(598)

(155)

Financial assets at fair value through OCI (previously financial assets at fair value)75

26

Financial liabilities measured at amortised cost266

5

Net losses of € -194 million (2019: net gains of € 403 million) are recognised directly in equity relating to financial assets at fair value.
Interest income from financial assets or financial liabilities through profit or loss is included in net gains or losses.

38.7

Impairment Losses

Loss allowances — For its portfolio of debt instruments including
bonds, term deposits and commercial papers, the Company
measures loss allowances at an amount that represents credit
losses resulting from default events that are possible within thenext 12 months, unless the credit risk on a financial instrument
has increased significantly since initial recognition. In the eventof such significant increase in credit risk the Company measuresloss allowances for that financial instrument at an amount equal
to its life-time expected losses, i.e. at an amount equal to the
expected credit losses that result from all possible default events
over the expected life of that financial instrument.
The Company applies the low credit risk exemption allowing
the Company to assume that there is no significant increasein credit risk since initial recognition of a financial instrument,

if the instrument is determined to have low credit risk at thereporting date. Similarly, the Company has determined that its
trade receivables and contract assets generally have low credit
risk. The Company applies the simplified approach permitted by
IFRS 9 of measuring expected credit losses of trade receivables
and contract assets on a lifetime basis from initial recognition.
Investment grade instruments — The Company considers
a significant increase in credit risk to have occurred, if there isa downgrade by four notches such that the instrument moves
into a high yield bucket as a direct result of the downgrade. With
respect to instruments that were high yield at initial recognition,
a downgrade by four notches is considered as a significant
increase in credit risk.

Stage 112-month ECLStage 2
Life-time ECLStage 3Credit impaired ECL

Total

4.17

0.27

0

4.44

Change in financial assets(0.29)

79.34

0

79.05

Change in risk parameters(0.25)(72)0(72.25)

At 31 December 2020

3.63

7.61

0

11.24

Stage 112-month ECLStage 2
Life-time ECLStage 3Credit impaired ECL

Total

At 1 January 2019

3.49

1.13

0

4.62

Change in financial assets

0.01(0.69)

00.37

Change in risk parameters

0.67(0.17)

00.04

At 31 December 2019

4.17

0.27

0

4.44

(In € million)

At 1 January 2020

(In € million)

Airbus / Annual Report – Financial Statements 2020

277

2. Notes to the IFRS Consolidated Financial Statements /2.7 Capital Structure and Financial Instruments

The following table breaks down the gross carrying amount of loans and receivables as of 31 December 2020 and 2019,
separately showing those that are impaired, renegotiated or past due:(In € million)

Renego­tiated/Not not past
past due/not
Gross Past due ≤due impaired impaired 3 months

Past due> 3 and ≤6 months

Past due
Past due> 6 and ≤ > 9 and ≤9 months 12 months

Past due >12 months Impairment

Total

31 December 2020
Tradereceivables

4,302

0

172

358

117

119

92

277

(305)

5,132

Contract assets

1,123

0

0

0

0

0

0

0

(1)

1,122

Others

2,396

4

431

302

130

23

10

366

(156)

3,506

Total

7,821

4

603

660

247

142

102

643

(462)

9,760

31 December 2019
Tradereceivables

4,461

113

458

231

165

100

64

478

(396)

5,674

Contract assets

1,266

0

0

0

0

0

0

0

(8)

1,258

Others

2,499

7

531

174

26

31

56

588

(231)

3,681

Total

8,226

120

989

405

191

131

120

1,066

(635)

10,613The management believes that the unimpaired amounts that are past due are still collectible in full, based on historic payment
behaviour and analysis of customer credit risk, including underlying customers’ credit ratings if they are available.
The following impairment losses on financial assets are recognised in profit or loss in 2020 and 2019, respectively:(In € million)

2020

Other loans

(143)

(33)

Trade receivables

(71)

(167)

Contract assets

Total

78

Airbus / Annual Report – Financial Statements 2020

2019

0

(6)

(214)

(206)

2. Notes to the IFRS Consolidated Financial Statements /2.8 Other Notes

2.8 Other Notes
39.

Litigation and Claims

Litigation and claims — Various legal actions, governmental
investigations, proceedings and other claims are pending or
may be instituted or asserted in the future against the Company.
Litigation is subject to many uncertainties, and the outcome ofindividual matters is not predictable with certainty. The Company
believes that it has made adequate provisions to cover current orcontemplated litigation risks. It is reasonably possible that the final
resolution of some of these matters may require the Company tomake expenditures, in excess of established reserves, over an
extended period of time and in a range of amounts that cannot
be reasonably estimated. The term “reasonably possible” is usedherein to mean that the chance of a future transaction or event
occurring is more than remote but less than likely.
The Company is involved from time to time in various legal andarbitration proceedings in the ordinary course of its business,the most significant of which are described below. Other thanas described below, the Company is not aware of any material
governmental, legal or arbitration proceedings (including any
such proceedings which are pending or threatened), during
a period covering at least the previous twelve months which
may have, or have had in the recent past significant effects on
Airbus SE’s or the Company’s Financial Position or profitability.
If the Company concludes that the disclosures relative tocontingent liabilities can be expected to prejudice seriously its
position in a dispute with other parties, the Company limits its
disclosures to the nature of the dispute.

WTO
Although the Company is not a party, the Company is supporting
the European Commission in litigation before the WTO. Following
its unilateral withdrawal from the 1992 EU-US Agreement
on Trade in Large Civil Aircraft, the US lodged a request on
6 October 2004 to initiate proceedings before the WTO. On thesame day, the EU launched a parallel WTO case against the US
in relation to its subsidies to Boeing.
Following a series of interim WTO panel decisions, in May 2018
the WTO held that the EU achieved compliance in respect ofthe majority of the subsidies at issue but considered that someremaining obligations required adjustments. The Company andthe EU took corrective actions that were reviewed by a WTO
panel. The decision of that panel is currently being appealed.
In the meantime, the WTO authorised the US to impose
US$ 7.5 billion in annual countermeasures. The United States
Trade Representative (“USTR”) imposed tariffs on a range ofimports to the US from the EU including 10% on the importationof large civil aircraft from the EU. Those tariffs went into effecton 18 October 2019. On 18 March 2020, the US increased the
additional duty rate imposed on aircraft imported from the EU to15%. On 12 January 2021, the US imposed an additional tariffof 15% on imports of aircraft manufacturing parts from certain
Member States of the EU delivered to the US.

The tariffs could have a material impact on the Financial
Statements, business and operations of the Company. Duties
on the importation of Airbus products into the US could resultin (i) increased costs for the aerospace and airline industries aswell as other industries that rely on air transport, (ii) weakening
demand for new aircraft and negatively affecting the financial
condition of air carriers and lessors, (iii) decisions to defer, rejector reschedule the delivery of new aircraft or limit the routes uponwhich new aircraft will be used, (iv) increased costs to consumers,
and/or (v) damage to the Company’s business or reputation via
negative publicity adversely affecting the Company’s prospects
in the commercial market place.
Several years of proceedings also identified significant unlawful
support to Boeing. In March 2019, the WTO found that the steps
by the US to address US subsidies to Boeing were inadequate.
In October 2020, the WTO announced its decision to authorise
the EU to impose US$ 4 billion in annual countermeasures. In
November 2020, the EU imposed tariffs on a range of imports
to the EU from the US including 15% on the importation of large
civil aircraft from the US.
The respective WTO authorisations to impose tariffs will remain
valid until the EU or the US prove to the WTO that they are in
full compliance, or until both parties agree to settle the dispute.

GPT
In August 2012, the UK Serious Fraud Office (“SFO”) announced
that it had opened a formal criminal investigation in relation to
GPT Special Project Management Ltd (“GPT”). GPT is a UK
company that operated in the Kingdom of Saudi Arabia which theCompany acquired in 2007. GPT is now an indirect subsidiary ofAirbus Defence and Space. It ceased operations in April 2020.

2

The SFO’s investigation related to contractual arrangements that
had been put in place prior to GPT’s acquisition by the Company,
but which continued thereafter.
On 29 July 2020, the SFO requisitioned (required) GPT to appear
in court, and a series of hearings have followed. The single
charge against GPT relates to alleged historic corruption in theKingdom of Saudi Arabia between 2007 and 2012. No plea has
yet been entered. For legal reasons, neither the Company nor
GPT can comment further on it.
On 31 January 2020 the Company reached a final agreement withinvestigating authorities in France, the UK and the US in relation
to all wrongdoing alleged against the Company and its controlledsubsidiaries, with the exception of the pre-existing and separate
investigation into GPT. The Deferred Prosecution Agreement of
31 January 2020 mentioned below under “Investigation by the
UK SFO, France’s PNF, US Departments of State and Justiceand Related Commercial Litigation” is not affected in any way
by the prosecution of GPT.

Airbus / Annual Report – Financial Statements 2020

79

2. Notes to the IFRS Consolidated Financial Statements /2.8 Other Notes

Eurofighter Austria
In 2017, the Austrian Federal Ministry of Defence raised criminal
allegations against Airbus Defence and Space GmbH andEurofighter Jagdflugzeug GmbH for wilful deception and fraudin the context of the sale of the Eurofighter aircraft to Austria andrespective damage claims. After the Austrian Federal Ministryof Defence raised its criminal allegations, the Austrian publicprosecutor opened investigations against Airbus Defence andSpace GmbH, Eurofighter Jagdflugzeug GmbH and former andcurrent employees of the two entities including related to thecorresponding offset obligations. The Company has filed several
submissions to the Austrian public prosecutor in response to
the allegations of deception in the procurement of Eurofighter
combat aircraft made by the Austrian Defence Minister. Since
the result of the investigations by the Austrian public prosecutor
did not confirm the allegations of wilful deception and fraud, theAustrian authorities accordingly terminated the investigations
against Airbus Defence and Space GmbH and Eurofighter
Jagdflugzeug GmbH.

Investigation by the UK SFO, France’s
PNF, US Departments of State andJustice and Related Commercial
Litigation
The Company reached final agreements (“the agreements”) with
the French Parquet National Financier (“PNF”), the UK Serious
Fraud Office (“SFO”), and the US Department of Justice (“DoJ”)
resolving the authorities’ investigations into allegations of bribery
and corruption, as well as with the US Department of State(“DoS”) and the DoJ to resolve their investigations into inaccurate
and misleading filings made with the DoS pursuant to the US
International Traffic in Arms Regulations (“ITAR”). The agreements
were approved and made public on 31 January 2020.
Under the terms of the agreements, the Company agreed to
pay penalties of € 3,597,766,766 plus interest and costs to the
French, UK and US authorities. This was recognised in the
Company’s 2019 accounts. The settlements with each authority
were as follows: PNF € 2,083,137,455, the SFO € 983,974,311,
the DoJ € 526,150,496 and the DoS € 9,009,008 of which€ 4,504,504 May be used for approved remedial compliancemeasures. All penalties have been paid, except for $ 1 million
that remains to be paid to the DoS by 28 January 2022.
Under the terms of the Convention judiciaire d’intérêt public(“CJIP”) with the PNF, the Company has an obligation to submit
its compliance programme to targeted audits carried out by
the Agence Française Anticorruption (“AFA”) over a period of
three years.
Under the terms of the Deferred Prosecution Agreement (“DPA”)
with the SFO, no independent compliance monitor will be
imposed on the Company in light of the continuing monitorshipto be conducted by the AFA.
Under the terms of the DPA with the DoJ, no independent
compliance monitor will be imposed on Airbus under theagreement with the DoJ, but the Company will periodically reporton its continuing compliance enhancement progress during
the three year term of the DPA and carry out further reviews asrequired by the DoJ.

80

Airbus / Annual Report – Financial Statements 2020

The agreements result in the suspension of prosecution fora duration of three years whereupon the prosecutions will
be extinguished if the Company complies with their terms
throughout the period.
Under the terms of the Consent Agreement with the DoS, the
DoS has agreed to settle all civil violations of the ITAR outlinedin the Company’s voluntary disclosures identified in theConsent Agreement, and the Company has agreed to retain an
independent export control compliance officer, who will monitor
the effectiveness of the Company’s export control systems andits compliance with the ITAR for a duration of three years.
Any breach of the terms of the agreements by the Company
could lead to rescission by the authorities of the terms of theagreements and reopening of the prosecutions. Prosecution
could result in the imposition of further monetary penalties orother sanctions including additional tax liability and could havea material impact on the Financial Statements, business andoperations of the Company.
In addition to any pending investigation in other jurisdictions,the factual disclosures made in the course of reaching theagreements may result in the commencement of additional
investigations in other jurisdictions. Such investigations could
also result in (i) civil claims or claims by shareholders against theCompany, (ii) adverse consequences on the Company’s ability
to obtain or continue financing for current or future projects,(iii) limitations on the eligibility of group companies for certain
public sector contracts, and/or (iv) damage to the Company’sbusiness or reputation via negative publicity adversely affecting
the Company’s prospects in the commercial market place.
Airbus will continue to cooperate with the authorities in the future,
pursuant to the agreements and to enhance its strong Ethics &Compliance culture within the Company.
Several consultants and other third parties have initiatedcommercial litigation and arbitration against the Company
seeking relief. The agreements reached with authorities maylead to additional commercial litigation and arbitration against
the Company and tax liability in the future, which could havea material impact on the Financial Statements, business andoperations of the Company.

Securities Litigation
In August 2020, a putative class action lawsuit was filed in US
federal court in the state of New Jersey against Airbus SE andmembers of its current and former management. The lawsuit
was brought on behalf of alleged shareholders that purchased
or otherwise acquired Airbus SE securities in the US between
24 February 2016 and 30 July 2020, and asserts violationsof US securities laws. The complaint alleges that defendants
made false and misleading statements or omissions concerning,among other things, the Company’s agreements approvedon 31 January 2020 with the French PNF, the UK SFO, theUS DoJ and the US DoS as well as the Company’s historic
practices regarding the use of third party business partners
and anti-corruption compliance. The lawsuit seeks unquantified
damages. The Company believes it has solid grounds to defend
itself against the allegations. The consequences of such litigationand the outcome of the proceedings cannot be fully assessedat this stage, but any judgement or decision unfavourable to theCompany could have a material adverse impact on the Financial
Statements, business and operations of the Company.

2. Notes to the IFRS Consolidated Financial Statements /2.8 Other Notes

Other Investigations
The Company is cooperating fully with the authorities in a
judicial investigation in France related to Kazakhstan. In thisspirit, the Company asked to be interviewed by the investigating
magistrates and has been granted the status of “assisted
witness” in the investigation.
In 2019, the Company self-reported to German authorities
potentially improper advance receipt and communicationof confidential customer information by employees of Airbus
Defence and Space GmbH. The information concerned relates
to two future German government procurement projects in the
programme line Connected Intelligence. The self-disclosure by
the Company follows an ongoing internal review with the supportof an external law firm. Both the German Ministry of Defence
and the Munich public prosecutor opened an investigation into
the matter. The Company will continue to fully cooperate with40.

relevant authorities. The investigation could have an impact on
Airbus Defence and Space GmbH’s and Airbus Secure Land
Communications GmbH’s ability to participate in future public
procurement projects in Germany and may have other legal
consequences.

Other Disputes
In the course of a commercial dispute, the Company received
a statement of claim by the Republic of China (Taiwan) alleging
liability for refunding part of the purchase price of a large contract
for the supply of missiles by subsidiary Matra Défense S.A.S.,
which the customer claims it was not obliged to pay. An arbitralaward was rendered on 12 January 2018 with a principal
amount of € 104 million plus interest and costs against Matra
Défense S.A.S. Post-award proceedings are currently underway.

Auditor Fees

With reference to Section 2:382a (1) and (2) of the Netherlands Civil Code, the following fees for the financial year 2020 have been
charged by EY to the Company, its subsidiaries and other consolidated entities:(In € thousand)

2020

2019

Audit of the Financial Statements

11,386

11,618Other audit engagements

308

220

Tax services

445

1,037

Other non-audit services

Total

447

1,726

12,586

14,601Other audit firms have audit fees related to audit process, certification and examination of individual and consolidated accountsof € 5 million in 2020 (2019: € 6 million).

41.

2

Events after the Reporting Date

In response to the market environment, the Company is updating its production rate planning.
For its A320 Family aircraft, the new average production rates will now lead to a gradual increase in production from the current
rate of 40 per month to 43 and 45, respectively in the third and fourth quarter of 2021. The A220 monthly production rate will
increase from four to five aircraft per month from the end of the first quarter of 2021. Widebody production is expected to remain
stable at current levels.

Airbus / Annual Report – Financial Statements 2020

81

82

Airbus / Annual Report – Financial Statements 2020

95.96%

99.99%

50%*

Airbus Helicopters

11.29%ATR GIE(France)50%*

Computadoras,Redese Ingenieria, S.A.
(Spain)Airbus Defence
and Space, S.A.
(Spain)For further information, please refer to the Company’s website.

Subsidiaries held with no indication of ownership percentage are 100% owned.
* Indirectly
Legal forms are indicated for information purposes and are not always part of the legal name.

MBDA(France)

37.5%*

Airbus Defence
and Space SAS(France)

Airbus DS Holding
SAS
4.04%
(France)

ArianeGroup

MBDA Group

45%

Elbe
FlugzeugwerkeGmbH(Germany)

Airbus Defence
and Space Holding
France SAS(France)

Ariane Group

88.71%

Airbus Defence
and Space GmbH
(Germany)

Airbus Defence and Space

Airbus Defence
and Space
Limited(UK)

Airbus Helicopters
DeutschlandGmbH(Germany)

Airbus Helicopters(France)

Airbus Helicopters
España, S.A.
(Spain)Airbus Group
Inc.
(USA)

Airbus Americas,
Inc.
(USA)

Premium Aerotec
GmbH(Germany)

Airbus Operations
GmbH(Germany)

Stelia Aerospace(France)

Airbus SAS(France)

Airbus Helicopters
UK Limited(UK)

Airbus Canada
LimitedPartnership(Canada)75,03%*

4.22%

95.78%

Airbus Operations
Limited(UK)

AirbusOperations, S.L.
(Spain)Airbus Operations
SAS(France)(The Netherlands)

AIRBUS SE

2. Notes to the IFRS Consolidated Financial Statements /2.9 Appendix “Simplified Airbus Structure”

2.9 Appendix “Simplified Airbus Structure”

2. Notes to the IFRS Consolidated Financial Statements /2

Airbus / Annual Report – Financial Statements 202083

Chapter

3
84

Airbus / Annual Report – Financial Statements 2020

3.

Airbus SE
IFRS Company
Financial Statements
IFRS Company Income Statement
for the years ended 31 December 2020 and 2019

86

IFRS Company Statement of Comprehensive Income
for the years ended 31 December 2020 and 2019

86

IFRS Company Statement of Financial Position
for the years ended 31 December 2020 and 2019

87

IFRS Company Statement of Cash Flowsfor the years ended 31 December 2020 and 2019

88

IFRS Company Statement of Changes in Equity
for the years ended 31 December 2020 and 2019

89

Airbus / Annual Report – Financial Statements 2020

85

3. Airbus SE – IFRS Company Financial Statements /IFRS Company Income Statement
for the years ended 31 December 2020 and 2019(In € million)

Note

2020

2019

Operating income

3,757

159

Operating expenses(159)(3,845)

Income from investments

42

34

Impairment of investments

10

(187)

1

Total operating result

7

3,453

(3,650)142

202

Interest expense

(190)

(176)

Other financial result

(248)

(36)

Interest income

Total financial result

8

Profit (loss) before income taxes
Tax income (expense)

9

Profit (loss) for the period

(296)

(10)

3,157

(3,660)

(3)

(5)

3,154

(3,665)IFRS Company Statement of Comprehensive Income
for the years ended 31 December 2020 and 2019(In € million)

2020

2019

Profit (loss) for the period

3,154(3,665)

143

Other comprehensive income
Items that will be reclassified to profit or loss:
Change in fair value of financial assets(52)

Change in fair value of cash flow hedges

00Other comprehensive income, net of tax

(52)

143

3,102

(3,522)

Total comprehensive income of the period

86

Airbus / Annual Report – Financial Statements 2020

3. Airbus SE – IFRS Company Financial Statements /IFRS Company Statement of Financial Position
for the years ended 31 December 2020 and 2019
Note

2020

2019

Investments in subsidiaries and associates

10

16,69016,960Long-term financial assets

11

1,345

1,794

Non-current other financial assets

11

2,424

3,066

44

0

(In € million)

AssetsNon-current assets

Non-current other assets
Deferred tax assets

9

0

0

Non-current securities

15

5,021

10,811

25,524

32,631

492

32

Current assets
Trade receivables
Short-term financial assets

11

122

44

Current other financial assets

11

1,136

1,777

Current accounts Airbus companies

11

11,167

8,574

66

85

Current other assets
Current securities

15

1,592

2,255

Cash and cash equivalents

15

10,671

8,129

Total assets

25,246

20,89650,77053,527

Equity and liabilities
Stockholders’ equity

14

Capital Stock

785

784

Share premium

3,599

3,555

Retained earnings

1,581

5,204

Legal reserves

122

174

Treasury shares

(42)

(82)

Result of the year

3,154

(3,665)

9,199

5,970

3

Non-current liabilities
Long-term financing liabilities

15

11,356

6,580

Non-current other financial liabilities

11

2,023

2,898

Deferred tax liabilities

9

27

34

13,406

9,512

Current liabilities
Short-term financing liabilities

15

1,156

0

Current accounts Airbus companies

11

25,52732,510Current other financial liabilities

11

1,143

1,793

339

3,742

Current other liabilities

Total equity and liabilities

28,16538,04550,77053,527

Airbus / Annual Report – Financial Statements 2020

87

3. Airbus SE – IFRS Company Financial Statements /IFRS Company Statement of Cash Flowsfor the years ended 31 December 2020 and 2019
2020

2019

3,154

(3,665)Interest income

(142)

(202)

Interest expense

190

236

Interest received

231

176

Interest paid

(In € million)

Note

Operating Activities
Profit (loss) for the period (Net income)
Adjustments to reconcile profit for the period to cash provided by operating activities

(172)

(175)

Tax (income) expense

3

5

Results on disposals of assets

0(1)

Depreciation and amortisation

00Valuation adjustments

903

(72)

Dividends received

(42)

(34)

0

(1)

(4,063)

3,813

(469)

185

Change in current and non-current provisions
Change in other operating assets and liabilities
Trade receivables
Trade liabilities
Other assets and liabilities and others
Cash provided by operating activities

45

35(3,639)

3,593

62

80

Investing activities
Acquisitions of subsidiaries, joint ventures, businesses and non-controlling interests (net of cash)

(56)

(164)

Payments for long-term financial assets

10

(294)

(449)

Proceeds from long-term financial assets

383

306

7

-

Proceeds of subsidiaries, joint ventures, businesses and non-controlling interests (net of cash)
Dividends received

42

34

Payments for investments in securities(157)(2,687)

Proceeds from disposals of securities

6,508

2,361

Cash provided by (used for) investing activities

6,433

(599)

5,940

0

0

0

Financing activities
Increase in financing liabilities
Repayment of financing liabilities
Change in current accounts Airbus companies(9,672)

1,901

Cash distribution to Airbus SE shareholders

0(1,280)Change in capital

89

138

Change in treasury shares

(4)

(31)

(3,647)728

Effect of foreign exchange rate changes on cash and cash equivalents

Cash provide by (used for) financing activities

(306)

34

Net increase in cash and cash equivalents

2,542

243

Cash and cash equivalents at beginning of period

8,129

7,886

10,671

8,129

Cash and cash equivalents at end of period

88

Airbus / Annual Report – Financial Statements 2020

15

3. Airbus SE – IFRS Company Financial Statements /IFRS Company Statement of Changes in Equity
for the years ended 31 December 2020 and 2019
Legal reserves (1)(In € million)

Note

Balance at 1 January 2019

Capital
stock

Share
premium

Retainedearnings

Financialassets atfair value

Cashflow Treasury
hedgessharesTotalequity

777

2,941

6,408

31

0

(51)

10,106

Profit for the period

00(3,665)000(3,665)

Other comprehensive income

0

0

0

143

0

0

143

Total comprehensive income for the period

00(3,665)143

00(3,522)

Capital increase

7

614

0

0

0

0

621

Share-based payment (IFRS 2)

0

0

76

0

0

0

76

Cash distribution to Airbus SE shareholders

00(1,280)000(1,280)Change in treasury shares

0

0

0

0

0

(31)

(31)

Balance at 31 December 2019

784

3,555

1,539

174

0

(82)

5,970

Profit for the period

0

0

3,154

0

0

0

3,154

Other comprehensive income

0

0

0

(52)

0

0

(52)

Total comprehensive income for the period

0

0

3,154

(52)

0

0

3,102

1

44

0

0

0

0

45

0

0

42

0

0

0

42

Capital increase

14

Share-based payment (IFRS 2)
Cash distribution to Airbus SE shareholders

14

0

0

0

0

0

0

0

Change in treasury shares

14

0

0

0

0

0

40

40

785

3,599

4,735

122

0

(42)

9,199

Balance at 31 December 2020
(1) The distribution of legal reserves is restricted by Dutch law.

3

Airbus / Annual Report – Financial Statements 202089

Chapter

4
90

Airbus / Annual Report – Financial Statements 2020

4.

Notes to the
IFRS Company
Financial Statements
4.1

Basis of Presentation

93

4.2

Company Performance

96

4.3

Operational Assets and Liabilities

99

4.4

Employees

102

4.5

Capital Structure and Financial Instruments

102

4.6

Other Notes

113

Airbus / Annual Report – Financial Statements 2020

91

4. Notes to the IFRS Company Financial Statements /Contents /4.1

Basis of Presentation

93

4.4

Employees

102

1.
2.
3.
4.
5.
6.

The Company
Impact of the COVID-19 pandemic
Significant Accounting PoliciesKey Estimates and Judgements
BrexitRelated Party Transactions

93
93
93
94
94
95

13.

Number of Employees

102

4.5

Capital Structure
and Financial Instruments

102

14.
15.
16.

Total EquityCash, Securities and Financing Liabilities
Information about Financial Instruments

102
104
107

4.2

Company Performance

96

7.
8.
9.

Total Operating Result
Total Financial Result
Income Tax

96
96
97

4.6

Other Notes

113

17.
18.

Auditor Fees
Events after the Reporting Date

113
113

4.3

Operational Assets and Liabilities

99

10.

Investments in Subsidiaries, Associates
and Participations99
Financial Assets and Financial Liabilities
101
Commitments and Contingencies
101

11.
12.

92

Airbus / Annual Report – Financial Statements 2020

4. Notes to the IFRS Company Financial Statements /4.1 Basis of Presentation
1.

The Company

The Company’s principal activity is acting as a holding andmanagement company for the subsidiaries of Airbus SE, the“Company”, a listed company in the form of a European public
limited-liability company (Societas Europaea), legally seated in
Amsterdam (current registered office at Mendelweg 30, 2333
CS Leiden, The Netherlands) and registered at the Dutch

2.

Commercial Register (Handelsregister) in The Hague under
number 24288945. The Company is listed on the European
stock exchanges in Paris, Frankfurt am Main, Madrid, Barcelona,
Valencia and Bilbao. The IFRS Financial Statements wereauthorised for issue by the Company’s Board of Directors on
17 February 2021.

Impact of the COVID-19 pandemic

Regarding the impact of the COVID-19 pandemic, please refer to “– Note 2: Impact of the COVID-19 pandemic” of the Consolidated
Financial Statements.

3.

Significant Accounting Policies

Basis of preparation — The Company’s Financial Statements
are prepared in accordance with International Financial ReportingStandards (“IFRS”), issued by the International AccountingStandards Board (“IASB”) as endorsed by the European Union(“EU”) and with Part 9 of Book 2 of the Netherlands Civil Code.
They are prepared and reported in euro (“€”) and all values arerounded to the nearest million appropriately. Due to rounding,numbers presented may not add up precisely to the totals
provided and percentages may not precisely reflect the absolute
figures.
In the Company Financial Statements of Airbus SE, unlessotherwise disclosed, the same accounting principles have been
applied as set out in the Notes to the Consolidated Financial
Statements, except for the valuation of the investments aspresented under investments in subsidiaries and associates in
the Company Financial Statements. These policies have been
consistently applied to all years presented.
In the Company Financial Statements, the investments in
subsidiaries and associates are recorded at acquisition cost.
In the Company Income Statement, dividends received frominvestments are recorded as dividend income.

Due to this application, the Company equity and net result are notequal to the consolidated equity and net result. A reconciliationof the total shareholders’ equity and profit for the period ispresented in “– Note 14: Total Equity” to the Company Financial
Statements.
The Company Financial Statements have been prepared on ahistorical cost basis, except for the equity instruments, securities
and derivative instruments that have been measured at fair value.
Regarding the application of new, revised or amended IFRS
issued and applying from 1 January 2020 and issued but not yet
applied please refer to “– Note 5: Change in Accounting Policies
and Disclosures” of the Consolidated Financial Statements.
In addition, no material changes are expected in the Company
Financial Statements of Airbus SE from the implementationof the new standards not yet applied. Further information
about Share‑based payment and Employee Stock Ownership
Plans (ESOP) is presented in Note 33 and information about
Remuneration is presented in Note 34 of the Consolidated
Financial Statements.

4

Airbus / Annual Report – Financial Statements 202093

4. Notes to the IFRS Company Financial Statements /A number of new or revised standards, amendments and improvements to standards as well as interpretations are not yet effective
for the year ended 31 December 2020 and have not been applied in preparing these Financial Statements and early adoption is
not planned:Standards and amendments
Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16 “Interest Rate
Benchmark Reform – Phase 2”

Endorsement
status

1 January 2021

Endorsed

Amendments to IFRS 4 “Extension of the Temporary Exemption
from Applying IFRS 9”

1 January 2021

Not yet endorsed

Amendments to IFRS 3 “Reference to the Conceptual Framework”

1 January 2022

Not yet endorsed

Amendments to IAS 16 “Property, Plant and Equipment – Proceeds before
Intended Use”

1 January 2022

Not yet endorsed

Amendments to IAS 37 “Onerous Contracts – Cost of Fulfilling a Contract”

1 January 2022

Not yet endorsed

Annual Improvements to IFRS Standards 2018–2020

1 January 2022

Not yet endorsed

IFRS 17 “Insurance Contracts”

1 January 2023

Not yet endorsed

Amendments to IAS 1 “Classification of Liabilities as Current or Non-current”

1 January 2023

Not yet endorsed

Amendments to IAS 8 “Definition of Accounting Estimates”

1 January 2023

Not yet endorsed

Amendments to IAS 1 “Disclosure of Accounting Policies”

1 January 2023

Not yet endorsed

The information with regard to Capital Management is disclosed
in Note 36, further information about Litigation and Claims refers
to Note 39 and Events after the Reporting Date are disclosed in
Note 41 of the Consolidated Financial Statements.

4.

5.

Unless reference is made to the accounting policies describedin the Consolidated Financial Statements, the main accounting
policies applied in the preparation of these Company Financial
Statements are described in each accounting area. These
accounting policies have been consistently applied to all financial
years presented, unless otherwise stated.

Key Estimates and Judgements

The preparation of the Company Financial Statements requires
the use of estimates and assumptions. In preparing these
Financial Statements, management exercises its best judgement
based upon its experience and the circumstances prevailing atthat time. The estimates and assumptions are based on available
information and conditions at the end of the financial period
presented and are reviewed on an ongoing basis.

The details regarding the use of estimates and judgements aredescribed in “– Note 4: Key Estimates and Judgements” of theConsolidated Financial Statements.
Key accounting estimates and judgements affecting theassessment and measurement of impairment are included
in “– Note 10: Investments in Subsidiaries, Associates andParticipations” of the Company Financial Statements.

BrexitOn 29 March 2017, the UK triggered Article 50 of the Lisbon
Treaty, the mechanism to leave the European Union (“Brexit”).
In June 2018, the Company published its Brexit Risk
Assessment outlining its expectations regarding the material
consequences and risks for the Company arising from the UK
leaving the European Union without a deal. In September 2018,
the Company launched a project to mitigate the risks andanticipate possible consequences associated with Brexit andits impact on the Company’s business and production activities.
Significant progress was made in mitigating the identified risks
through for example the modification of the Company’s customs
and IT systems, and the stockpiling of parts associated withtransportation and logistics.

94

IASB effective date forannual reporting periods
beginning on or after

Airbus / Annual Report – Financial Statements 2020

The UK left the European Union in an orderly manner on
31 January 2020 under the terms of the Withdrawal Agreement,
opening a transition period until 31 December 2020.
On 30 December 2020, the UK Parliament ratified the EU-UK
Trade and Cooperation Agreement (“TCA”) but it still awaits
ratification by the European Parliament and the Council of theEuropean Union before final conclusion and entry into force.
The TCA is expected to prevent the disruption a no-deal scenario
would have created. Preliminary analysis confirms that although
Brexit will result in a requirement for increased areas of vigilance,
additional administrative work and reduced industrial flexibility,
the continuity of the Company’s business operations and supply
chain in particular are not materially threatened.

4. Notes to the IFRS Company Financial Statements /6.

Related Party Transactions

Key Management PersonnelIntercompany Transactions

The details regarding the compensation of key management
personnel are described in “– Note 10: Related Party Transactions”
of the Consolidated Financial Statements.

A comprehensive exchange of internal services between thesubsidiaries of a multinational corporation like Airbus SE iscommon practice. In its responsibility as holding company tomanage its subsidiaries and to assist the business activities
conducted by Airbus companies and its subsidiaries, Airbus SE
applies transfer prices for its business activities in conformity withmarket levels and in accordance with national and internationaltax requirements (arm’s length principle).

The following table discloses the related party intercompany transactions in 2020 and 2019:(In € million)

Sales of Purchases
Loans
Loans
goods of goods
granted /received /
Hedge
and
and
Other
Other relationships
Hedge
services
services
receivables
liabilities
receivables relationships
and other and other Receivables at Liabilities atdue atdue atat of payables as aincome expenses 31 December 31 December 31 December 31 December 31 December 31 December

2020
Total transactions
with subsidiaries

3,825

(479)

11,617(24,426)

1,366(3,793)945(2,185)

Total transactions
with associates

68

(1)

42

0

101

(1,144)00

Total transactions
with subsidiaries

232

(185)

8,586

(31,520)

1,743(3,866)

3,761

(793)

Total transactions
with associates

39

(2)

21

0

96

(1,011)

0

0

2019

For further information about granted guarantees to subsidiaries please refer to “– Note 12: Commitments and Contingencies” of
the Company Financial Statements.
For further information about the impairment and the expected credit losses on receivables, please refer to “– Note 16.7: Impairment
Losses” of the Company Financial Statements.

4

Airbus / Annual Report – Financial Statements 2020

95

4. Notes to the IFRS Company Financial Statements /4.2 Company Performance
7.

Total Operating Result(In € million)

2020

2019

Operating income

3,757

159

Corporate services rendered to Airbus companies

3,757

159

Operating expenses(159)(3,844)Service fees charged by Airbus companies

(50)

(45)

Administrative expenses(109)(3,799)

Income from investments

(145)

34

42

34

(187)

0

0

0

Dividends received from Airbus companies
Impairment
Expense from investments
Gain (loss) on disposal of investments

Total operating result

0

1

3,454

(3,650)Administrative expenses decreased by € -3,690 million to € 109 million (2019: € 3,799 million), mainly due to the final agreements
reached with the French Parquet National Financier (PNF), the U.K. Serious Fraud Office (SFO) and the US Department of State (DoS).
Corporate services rendered to Airbus companies increased by € 3,598 million to € 3,757 million (2019: € 159 million), mainly due
to the agreement with Airbus companies regarding the Fine recharge.

8.

Total Financial Result
2020

2019

Interest result

(48)

26

Interest income from securities measured at fair value through OCI

53

87(In € million)

Interest income from securities measured at fair value through P&L

3

26

Interest income on financial assets measured at amortised cost

86

89

Interest expense on financial liabilities measured at amortised cost

(190)

(176)

Other financial result

(249)

(36)

Option liability exchangeable bond

77

31

Change in fair value measurement of financial assets

(174)

(79)

Impairment and Expected Credit Loss

(224)

(2)

72

14

(297)

(10)

Other

Total financial result

The Company is acting as a financial market agent on behalf of its subsidiaries, therefore the fair value changes of derivatives arereported on a net basis.

96

Airbus / Annual Report – Financial Statements 2020

4. Notes to the IFRS Company Financial Statements /9.

Income Tax

The Company is tax registered in the Netherlands. The Company
is heading a fiscal unity, which also includes Airbus Finance B.V.
and Airbus Defence and Space Netherlands B.V. and therefore
the Company is severally and jointly liable for income tax liabilitiesof the fiscal unity as a whole.
Income taxes — The tax expense for the year comprises
deferred tax. Tax is recognised in the Income Statement, except
to the extent that it relates to items recognised directly in Other
Comprehensive Income.

The amount of income tax included in the Income Statement isdetermined in accordance with the rules established by the tax
authorities in the Netherlands, based on which income taxes
are payable or recoverable.
Deferred tax assets and/or liabilities, arising from temporary
differences between the carrying amounts of assets and liabilities
and the tax base of assets and liabilities, are calculated using
the substantively enacted tax rates expected to apply when they
are realised or settled. Deferred tax assets are recognised if it isprobable that they will be realised.

The expense for income taxes is comprised of the following:(In € million)

Current tax expense

2020

2019

0

0

Deferred tax expense

(3)

(5)

Total

(3)

(5)

The following table shows reconciliation from the theoretical tax income (expense) using the Dutch corporate tax rate to the reported
tax income (expense):
2020

2019

Profit before income taxes

3,157(3,660)

Corporate income tax rate

25.0%

25.0%

Expected income (expense) for income taxes

(789)

915

0

(899)

(In € million)

Non-deductible final agreements reahed with PNF, SFO and DoS
Non-taxable agreements reached with Airbus companies

901

0

Non-taxable income from investment and associates

(33)

(10)

Option liability exchangeable bond

19

7

Income from other companies within the fiscal unity

0(1)

Impairment on investment and associates

(79)

0

Other non-deductable expenses and tax-free income

(22)

(17)

Reported tax income (expense)

(3)

(5)

Deferred income taxes as of 31 December 2020 are related to the following assets and liabilities:
Movement
throughincomestatement

Othermovements

1 January 2020
Deferredtax assets

Deferredtax
liabilities

OCI

Securities

0

(50)

Financial instruments0

Net operating loss and tax loss carryforwards

31 December 2020

OthersDeferredtax benefit(expense)

Deferredtax assets

Deferredtax
liabilities

9

0

0

0

(41)

(6)

0

0

10

4

0

22

0

0

0

(12)

10

0

Deferred tax assets (liabilities)
before offsetting

22

(56)

9

0

(2)

14

(41)

Set-off

(22)

22

0

0

0

(14)

14

0

(34)

9

0

(2)

0

(27)

(In € million)

Net deferred tax assets (liabilities)

Airbus / Annual Report – Financial Statements 2020

497

4. Notes to the IFRS Company Financial Statements /Deferred income taxes as of 31 December 2019 are related to the following assets and liabilities:
Movement
throughincomestatement

Othermovements

1 January 2019
Deferredtax assets

Deferredtax
liabilities

OCI

Securities

0(8)

Financial instruments0

Net operating loss and tax loss carryforwards

31 December 2019

OthersDeferredtax benefit(expense)

Deferredtax assets

Deferredtax
liabilities

(42)

0

0

0

(50)

(1)

0

0

(5)

0

(6)

21

0

0

0

11

22

0

Deferred tax assets (liabilities) before
offsetting

21

(9)

(42)

0

5

22

(56)

Set-off

(9)

9

0

0

0

(22)

22

Net deferred tax assets (liabilities)

12

0

(42)

0

5

0

(34)

(In € million)

Details of deferred tax recognised cumulatively in equity are as follows:
31 December(In € million)

2020

2019

Financial instrument at fair value through OCI

(41)

(50)

Total

(41)

(50)

Deferred tax on net operating losses (“NOLs”), trade tax loss carry forwards and tax credit carry forwards are:
31 December(In € million)

NOL

2019

38

97

Tax credit carry forwards

00

Tax effect10

22

Valuation allowances

00Deferred tax assets on NOLs and tax credit carry forwards

10

22

The first tranche of tax loss carry forwards (€ 38 million) will expire by the end of 2027.

98

2020

Airbus / Annual Report – Financial Statements 2020

4. Notes to the IFRS Company Financial Statements /4.3 Operational Assets and Liabilities
10.

Investments in Subsidiaries, Associates and Participations
Subsidiaries

Associates

Participations

Total

15,60521

1,171

16,797

Additions

164

0

2

166

Share-based payment (IFRS 2)

76

0

0

76

(In € million)

Balance at 1 January 2019

Fair value changes through profit or loss

0

0

(79)

(79)

15,84521

1,094

16,960Additions

28

28

0

56

Disposals

(7)

0

0

(7)

Impairment

(187)

0

0

(187)

42

0

0

42

0

0

(174)

(174)

15,72149

920

16,690

Balance at 31 December 2019

Share-based payment (IFRS 2)
Fair value changes through profit or loss

Balance at 31 December 2020

Investments in Subsidiaries, Associated Companies and Participations
Investments in subsidiaries and associated companies are statedat cost, less impairment. Dividend income from the Company’s
subsidiaries and associated companies is recognised when theright to receive payment is established.
The participations are stated at fair value with changes in fairvalue recognised in Profit and Loss.
For the purpose of impairment testing all consolidated
subsidiaries are allocated to cash generating units (“CGU”) in a
way they are monitored for internal management purposes. At
each balance sheet date, the Company reviews whether there isan indication that a CGU to which its investments in subsidiaries
and associated companies belong to are impaired.
An indication for impairment of the investments in subsidiaries andassociated companies may include, respectively, management’s
downward adjustment of the strategic plan, a significant decreasein the share price of a publicly listed company or a significant
decrease in future sales. Further indications for impairment of
its investments may include other areas where observable data
indicates that there is a measurable decrease in the estimatedfuture cash flows. These determinations require significant
judgement. In making this judgement, management evaluates,
among other factors, the financial performance of and businessoutlook for its investments, including factors such as industry
and sector performance, changes in technology and operationaland financing cash flow.
If any indication for impairment exists, the recoverable amount of
the investments is estimated in order to determine the amount,
if any, of the impairment loss. An investment is impaired if
its recoverable amount is lower than its carrying value. The
recoverable amount is defined as the higher of an investment’s
fair value less costs of disposal and its value in use.
The determination of the investment’s value in use is basedon calculations using pre-tax cash flow projections based on
financial budgets approved by management covering a five-year

period. Cash flows beyond the five-year period are extrapolatedusing estimated growth rates. The discounted cash flow method
is used to determine the recoverable amount of a CGU to which
its investments in subsidiaries and associated companies
belong. The discounted cash flow method is particularly
sensitive to the selected discount rates and estimates of
future cash flows by management. Key assumptions used todetermine the recoverable value of the CGU are the expected
future labour expenses, future interest rates, future exchange
rates to translate into euro the portion of future US dollar andpound sterling which are not hedged and the estimated growthrate of terminal values.
If the recoverable amount of an investment is estimated to be lessthan its carrying amount, the carrying amount of the investment
is reduced to its recoverable amount. Any impairment loss isrecognised immediately in the Income Statement.
Impairment losses recognised in prior periods shall be reversed
only if there has been a change in the estimates or external market
information used to determine the investment’s recoverable
amount since the last impairment loss was recognised. The
recoverable amount shall not exceed the carrying amount thatwould have been determined had no impairment loss beenrecognised in prior years.

4

The annual impairment test performed in 2020 led to an
impairment charge of € 187 million (2019: € 0 million).
In November 2019, Airbus SE made further capital contribution
and loan into Proj BV. Based on the latest developments, a reassessment of the Proj BV financial assets was performed in
December 2020 leading to a decrease in the fair value of theequity investment by € 187 million recorded through Profit and
Loss, and a depreciation of a loan by € 127 million recorded
through financial result. The Company will continue to assess
the recoverability of the investment.

Airbus / Annual Report – Financial Statements 2020

99

4. Notes to the IFRS Company Financial Statements /Change of Investments in Subsidiaries
In November 2020, Cobham plc / Advent International sold its
part in Air Tanker consortium to the other inverstors who jointly
exercice their pre-emption right on a pro-rata basis (€ 28 million).
Consequently, Airbus SE now holds 46% in Air Tanker Holdings
and 29% in Air Tanker Services.
During the year 2020, Airbus SE made further capital contributions
into Airbus Ventures Fund II for a total amount of € 15 million(2019: € 26 million).
During the year 2020, Airbus SE made further capital contributions
into Airbus Ventures Fund III for a total amount of € 13 million(2019: € 23 million). During the year 2020, new partner had
invested into Airbus Venture Fund III for a total commitmentsof US$ 50 million. Consequently, Airbus SE now holds 66% of
Airbus Venture Fund III (€ 7 million).

On 15 July 2019, Airbus SE entered into a partnership agreement
to establish a corporate venture capital fund, dubbed Airbus
Venture Fund III. The capital contribution of Airbus SE is€ 26 million.
On 13 December 2019, Airbus SE contributes its 100% subsidiary
DADC Luft-und Raumfahrt Beteiligung GmbH to its subsidiary
Airbus Defence and Space GmbH. In return for this contribution,
Airbus SE received additional shares in Airbus Defence andSpace GmbH for an equivalent amount.
On 29 November 2019, Airbus SE made a further capital
contribution of € 35 million into Airbus Proj BV.
During the year 2019, Airbus SE made further capital contributions
into Airbus Ventures Fund II for a total amount of € 23 million(2018: € 35 million).

On 1 March 2019, Airbus SE acquired 100% of the shares in
LaLux SE, a société anonyme de réassurance for a total amountof € 81 million. On 29 July 2019, LaLux SE has been merged
into Aero Ré SA.
Information on principal investments of the Company:
2020%

100.002019(1)

100.00

Head office
Bertrange (Luxembourg)
Taufkirchen (Germany)

88.71

88.71

Airbus Defence and Space GmbH

100.00100.00Airbus Defence and Space Limited

Stevenage (UK)100.00100.00Airbus Defence and Space Netherlands B.V.

Leiden (Netherlands)

100.00100.00Airbus Defence and Space S.A.

Madrid (Spain)

100.00100.00Airbus Bank GmbH

Munich (Germany)

100.00100.00Airbus Finance B.V.

Leiden (Netherlands)

100.00100.00Airbus Group Limited.

London (UK)100.00100.00Airbus Group Proj B.V.

Leiden (Netherlands)

95.78

95.78

Airbus S.A.S.

Toulouse (France)

9.90

9.90

Dassault Aviation S.A.

Paris (France)

100.00100.00Premium Aerotec GmbH

Augsburg (Germany)(1) Percentages represent share held directly by Airbus SE.

100

Company
Aero Ré S.A.

Airbus / Annual Report – Financial Statements 2020

4. Notes to the IFRS Company Financial Statements /11.

Financial Assets and Financial Liabilities

Financial assets at 31 December 2020 and 2019 are as follows:
31 December(In € million)

2020

2019

Long-term loans Airbus companies

1,345

1,794

0

0

Positive fair values of derivative financial instruments

Long-term loans external

2,424

3,066

Non-current financial assets

3,769

4,860

Positive fair values of derivative financial instruments

1,136

1,777

Current portion long-term loans Airbus companies

122

44

Current accounts Airbus companies

11,167

8,574

Current financial assets

12,425

10,395

Total

16,194

15,255(1)(1) The receivables from subsidiaries include mainly transactions in connection with the cash pooling in Airbus SE. Terms and conditions are in agreement with the prevailing market
environment.

Financial liabilities at 31 December 2020 and 2019 are as follows:
31 December
2020(In € million)

2019

Negative fair values of derivative financial instruments

2,023

2,898

Non-current financial liabilities

2,023

2,898

Negative fair values of derivative financial instruments

1,143

1,793

Current accounts Airbus companies (1)25,52732,510Current financial liabilities

26,67034,303

Total

28,69337,201(1) The liabilities to subsidiaries include mainly transactions in connection with the cash pooling in Airbus SE. Terms and conditions are in agreement with the prevailing market
environment.

12.

Commitments and Contingencies

Off-Balance Sheet Commitments
Airbus SE issued guarantees on behalf of Airbus companies
in the amount of € 8,181 million (2019: € 7,040 million). The
commitments of these companies to third parties mainly relate
to their operating business as described in “– Note 21: Property,
Plant and Equipment”, “– Note 28: Sales Financing Transactions”
and “– Note 38: Financial Instruments” of the Consolidated
Financial Statements.
On 8 December 2015, Airbus SE entered into a partnershipagreement to establish a corporate venture capital fund, dubbed
Airbus Group Ventures, as well as a technology and business
innovation center in Silicon Valley with a total commitment amountof US$ 150 million. On 25 November 2015, a first investment of
US$ 5 million has been made into this fund. During the year
2020, Airbus SE made further capital contributions into Airbus
Ventures Fund II for a total amount of US$ 15 million (total capital
contribution 31 December 2019: € 28 million).

On 1 April 2019, Airbus SE entered into a partnership agreementwith effective date 1 July 2019 to establish a venture capitalfund, dubbed Airbus Ventures Fund III, with a total commitment
amount of US$ 100 million. On 28 August 2019, a first investment
of US$ 5 million has been made into this fund. During the year
2020, Airbus SE made further capital contributions into Airbus
Ventures Fund III for a total amount of US$ 6 million (total capital
contribution 31 December 2019: € 23 million).

4

In addition, the Company has two guarantees to cover its
obligation towards the Scheme and the BAE Systems pension
schemes. To mitigate its exposure, the first guarantee covers anamount up to £ 400 million for an unlimited period of time while
the second one covers an uncapped amount terminating in
2046, respectively for the Scheme and the BAE Systems Pension
Schemes.

Airbus / Annual Report – Financial Statements 2020

101

4. Notes to the IFRS Company Financial Statements /4.4 Employees
13.

Number of Employees

The average number of persons employed by the Company in 2020 was 1 (2019: 1). The employees are situated in the Netherlands.

4.5 Capital Structure and Financial Instruments
14.

Total Equity

Airbus SE’s shares are exclusively ordinary shares with a par value of € 1.00. The following table shows the development of thenumber of shares issued and fully paid:(In number of shares)

Issued as at 1 January
Issued for ESOP

2020

2019

783,173,115

776,367,881

976,155

1,784,292

Issued for convertible bond

05,020,942

Issued as at 31 December

784,149,270

783,173,115(432,875)(862,610)

Treasury shares

Outstanding as at 31 December

783,716,395

782,310,505

Authorised shares

3,000,000,000

3,000,000,000

Holders of ordinary shares are entitled to dividends and are entitled to one vote per share at general meetings of the Company.
Capital stock comprises the nominal amount of shares
outstanding. The addition to capital stock represents thecontribution for exercised options by employees of € 976,155(in 2019: € 1.784.292) in compliance with the implemented
Stock Option Plans and the Employee Stock Ownership Plans(“ESOP”).

Legal reserves includes:–– change from financial assets at fair value (see “– Note 16.2:
Carrying Amounts and Fair Values of Financial Instruments”);–– change in fair value of derivatives designated as cash flow
hedges (see “– Note 16.2: Carrying Amounts and Fair Values”
of Financial Instruments).

Share premium mainly results from contributions in kind in thecourse of the creation of the Company, cash contributions fromthe Initial Public Offering, capital increases and reductions dueto the issuance and cancellation of shares.

According to Dutch law, the OCI is considered to be a Legal
Reserve and therefore distribution is restricted.

Retained earnings include mainly the profit of the period andcash dividend payments to Airbus SE shareholders.
On 23 March 2020, the Company has decided the withdrawalof 2019 dividend proposal with cash value of € 1.4 billion in
response to the COVID-19 pandemic (see “– Note 2: Impact of the
COVID-19 pandemic” of the Consolidated Financial Statements).
Given the ongoing volatility, there will be no dividend proposal
for 2020.

102

Airbus / Annual Report – Financial Statements 2020

Treasury shares represent the amount paid or payable for own
shares held in treasury. During 2020, the number of treasury
stock held by the Company decrease to 432,875 comparedto 862,610 as of 31 December 2019, mainly due to the vested
shares in 2020 under the LTIP 2016 (see “– Note 33: Sharebased Payment” of the Consolidated Financial Statements). No
shares were sold back to the market nor cancelled in 2020(2019: 0 shares).

4. Notes to the IFRS Company Financial Statements /Authorisations Granted by the Annual General Meetingof Airbus SE Held on 16 April 2020
On 16 April 2020, the Annual General Meeting (“AGM”) of theCompany authorised the Board of Directors, for a period expiring
at the AGM to be held in 2021, to issue shares and to grantrights to subscribe for shares in the Company’s share capitalfor the purpose of:–– ESOPs and share-related LTIPs, provided that such powers
shall be limited to an aggregate of 0.14% of the Company’s
authorised share capital (see “– Note 33: Share-Based
Payment”);–– funding the Company and its subsidiaries, provided thatsuch powers shall be limited to an aggregate of 0.3% of
the Company’s authorised share capital (see “– Note 37.3:
Financing Liabilities”).

For each operation, such powers shall not extend to issuingshares or granting rights to subscribe for shares if there is nopreferential subscription right and for an aggregate issue pricein excess of € 500 million per share issuance.
Also on 16 April 2020, the AGM authorised the Board of
Directors for an 18 months period to repurchase up to 10% of
the Company’s issued share capital at a price per share notless than the nominal value and not more than the higher ofthe price of the last independent trade and the highest current
independent bid on the trading venues of the regulated marketof the country in which the purchase is carried out.
Furthermore, the AGM authorised both the Board of Directors
and the CEO, with powers of substitution, to establish the exact
number of the relevant shares to be cancelled.

Reconciliation Consolidated to Company Equity and Net Income
The difference between the total shareholders’ equity according to the Consolidated Financial Statements and Company’s Financial
Statements as at 31 December 2020 and 2019 is as follows:(In € million)

2020

2019

Consolidated equity

6,445

5,975

OCI – Restatement of investments from Consolidated to Company Financial Statements(1,731)

697

Retained Earnings – Restatement of investments from Consolidated to Company Financial Statements

4,683

(916)

Retained Earnings – Valuation investments at historical cost

1,487

1,487

Retained Earnings – Impairment of financial assets(1,685)(1,273)Company’s equity

9,199

5,970

The difference between the net income according to the Consolidated Financial Statements and Company’s Financial Statements
for the year ended 31 December 2020 and 2019 is as follows:
2020

2019

(1,133)(1,362)

4,668(2,303)42

34

Loss on / Impairment of financial assets

(412)

(31)

Other valuation differences

(22)

7

3,143

(3,665)(In € million)

Consolidated net income
Income from investments according to Consolidated Financial Statements
Income from investments according to Company Financial Statements

Company’s net income (Profit or loss for the period)

4

Airbus / Annual Report – Financial Statements 2020

103

4. Notes to the IFRS Company Financial Statements /15.

Cash, Securities and Financing Liabilities

15.1

Net Cash
31 December(In € million)

2020

Cash and cash equivalents

10,671

8,129

Current securities

1,592

2,255

2019

Non-current securitries

5,021

10,811Gross cash position

17,284

21,195

Short-term financing liabilities(1,156)0Long-term financing liabilities(11,356)(6,580)

Total

4,772

14,615The net cash position on 31 December 2020 amounted to € 4,772 (2019: € 14,615 million), with a gross cash position of € 17,284 million(2019: € 21,195 million).

15.2

Cash and Cash Equivalents

Cash and cash equivalents are composed of the following elements:
31 December
2020(In € million)

Bank accounts and petty cash

2019

405

463

9,654

7,014

Short-term securities (at fair value through OCI)

512

652

Short-term investment (at amortised cost)100

0

10,671

8,129

Short-term securities (at fair value through profit or loss)

Total cash and cash equivalents

Only securities with a maturity of three months or less from the date of the acquisition, that are readily convertible to known amountsof cash and which are subject to an insignificant risk of changes in value are recognised in cash equivalents.

15.3

Securities
31 December(In € million)

2020

2019

Current securities at fair value through OCI

1,592

2,255

Non-current securities at fair value through OCI

5,021

10,811

Total securities

6,613

13,066The majority of the Company’s securities consists of debt
securities and are classified at fair value through OCI(see “– Note 38.2: Carrying Amounts and Fair Values of Financial
Instruments” of the Consolidated Financial Statements).
Included in the securities portfolio as of 31 December 2020 and
2019, respectively, are corporate and government bonds bearing
either fixed rate coupons (€ 6,357 million nominal value; 2019:€ 12,586 million) or floating rate coupons (€ 50 million nominal
value; 2019: € 121 million).

104

Airbus / Annual Report – Financial Statements 2020

When the Company enters into securities lending or otherfinancing activities that involve the pledging of securities as
collateral, the securities pledged continue to be recognised on
the balance sheet. As of 31 December 2020, securities for an
amount of € 99 million were pledged as collateral for borrowings
from banks (2019: € 145 million).

4. Notes to the IFRS Company Financial Statements /15.4

Financing Liabilities

Current and non-current classification — A financial asset or liability is classified as current if it is settled within 12 months after
the reporting date, and as non-current otherwise.
Financing liabilities comprise obligations towards financial institutions, issued corporate bonds, and borrowing received fromjoint ventures and other parties.
The Company has received several euro-denominated loans and one US dollar-denominated loan from Airbus Finance B.V.
(“AFBV”). It has also issued a convertible bond in euro and euro-denominated exchangeable bonds into Dassault Aviation sharesand two stand-alone US dollar-denominated bonds on the US institutional market under Rule 144A. Furthermore, the Company
has long-term US dollar-denominated loans outstanding with the Development Bank of Japan (“DBJ”). The terms and repayment
schedules of these bonds and loans are as follows:
Carrying amountPrincipal
amount(in million)

31 December
2020

2019

Coupon orinterest rate

Effective
interest
rate

Maturity

Additional features

Loans from Airbus Finance B.V.
AFBV 10 years (EMTN)€ 1,000€ 1,047€ 1,048

2.40%

2.45%

Apr. 2024

Interest rate swapped into
3M Euribor +1.40%

AFBV 15 years (EMTN)

€ 500

€ 571

€ 555

2.15%

2.24%

Oct. 2029

Interest rate swapped into
3M Euribor +0.84%

AFBV 10 years (EMTN)

€ 600

€ 626

€ 617

0.91%

1.01%

May 2026

Interest rate swapped into
3M Euribor +0.50%

AFBV 15 years (EMTN)

€ 900

€ 983

€ 940

1.41%

1.53%

May 2031

Interest rate swapped into
3M Euribor +0.66%

US$ 1,000

€ 845

€ 896

2.72%

2.80%

Apr. 2023

Interest rate swapped into
3M US-Libor +0.68%

US$ 100

€ 81

€ 89

3M US-Libor+1.15%

4.84%

Jan. 2021

Interest rate swapped
into 4.76% fixed

EMTN 5 years

€ 750

€ 745

€0

1.63%

1,80%

Apr. 2025

EMTN 6 years€ 1,250€ 1,243

€0

1,38%

1,47%

Jun. 2026

EMTN 8 years

€ 750

€ 745

€0

2.00%

2.10%

Apr. 2028

EMTN 10 years€ 1,250€ 1,237

€0

1.63%

1,74%

Jun. 2030

AFBV US$ Loan 10 years

Loans from financial institutions
DBJ 10 years

Bond

EMTN 12 years€ 1,000

€ 987

€0

2,38%

2.49%

Apr. 2032

EMTN 20 years€ 1,000

€ 988

€0

2.38%

2,44%

Jun. 2040

Exchangeable bond
5 years€ 1,078€ 1,075€ 1,068

0.00%

0.33%

June 2021

Exchangeable into Dassault
Aviation SA shares at€ 1,306.25 per share

US$ Bond 10 years

US$ 750

€ 672

€ 687

3.15%

3.20%

Apr 2027

Interest rate swapped
into 3M Libor +0.87%

US$ Bond 30 years

US$ 750

€ 667

€ 680

3.95%

4.02%

Apr 2047

Interest rate swapped
into 3M Libor +1.61%€ 12,512€ 6,580

Thereof non-current
financing liabilities€ 11,356€ 6,580

Thereof current
financing liabilities€ 1,156

€0

Total

4

Long-term financing liabilities, mainly comprising bonds and liabilities to financial institutions, increased by € 4,776 million to€ 11,356 million (2019: € 6,580 million), mainly due to the issuance of two bonds for a total of € 6 billion.
The first bond was split into a five year-maturity tranche of € 750 million with a coupon of 1.625%, an eight year-maturity trancheof € 750 million with a coupon of 2.00% and a 12 year-maturity tranche of € 1 billion with a coupon of 2.375%. The second bondwas split into a six year-maturity tranche of € 1.25 billion with a coupon of 1.375%, a ten year-maturity tranche of € 1.25 billion witha coupon of 1.625% and a 20 year-maturity tranche of € 1 billion with a coupon of 2.375%.

Airbus / Annual Report – Financial Statements 2020

105

4. Notes to the IFRS Company Financial Statements /Short-term financing liabilities increased by € 1,156 million to € 1,156 million (2019: € 0 million). The increase in short-term financing
liabilities is mainly related to the issuance of commercial papers and the reclassification of € 1 billion of exchangeable bonds fromlong-term to short-term due to maturity in June 2021.
The Company can issue commercial paper under its Negotiable European Commercial Paper (“NEuCP”) programme at floatingor fixed interest rates corresponding to the individual maturities ranging from 1 day to 12 months. The programme has been set
up in 2003 with a maximum volume of € 2 billion, increased in 2013 to € 3bn and in 2020 to a maximum volume of € 11 billion. Asof 31 December 2020, there were no outstanding amounts under any of its commercial paper programmes.
On 21 October 2020, the Company signed a new € 6 billion Revolving Syndicated Credit Facility partially terming out the € 15 billion
credit facility by € 3 billion in order to refinance its existing € 3 billion Revolving Syndicated Facility.
Reconciliation of liabilities arising from financing liabilities is as follows:
Non-cash movements(In € million)

Balance at
1 January
2020

Bonds and commercial papers

Fair value
Foreignthrough profit
exchange
Cash flows
or loss movements
83

(113)

OthersBalance at
31 December
2020

13

8,358

2,435

5,940

Liabilities to financial institutions

89

0

0

(8)

0

81

Loans from Airbus Finance B.V.

4,056

0

89

(75)

3

4,073

Total

6,580

5,940

172

(196)

16

12,512OthersBalance at
31 December
2019

25

(469)

2,435

Non-cash movements(In € million)

Balance at
1 January
2019

Bonds and commercial papers

106

Fair value
Foreignthrough profit
exchange
Cash flows
or loss movements

2,791

0

Liabilities to financial institutions

87

0

0

2

0

89

Loans from Airbus Finance B.V.

3,868

0

168

17

3

4,056

Total

6,746

0

256

44

(466)

6,580

Airbus / Annual Report – Financial Statements 2020

88

4. Notes to the IFRS Company Financial Statements /16.

Information about Financial Instruments

16.1

Financial Risk Management

The Company acts as an intermediary for its subsidiaries when
they wish to enter into derivative contracts to hedge against
foreign exchange risk or other market risks such as interest raterisk, commodity price risk or equity price risk. The Company’s
practice is to set up a derivative contract with a subsidiary andat the same time enter into a back-to-back derivative transaction
with a bank. Contracts with subsidiaries being thus mirrored (ona one-to-one basis) by contracts with banks, the Company’s net
exposure is virtually zero. There are, however, a few derivative
contracts the Company holds in order to hedge its own market
risk exposure.
As the Company’s back-to-back hedge contracts are enteredinto with different counterparties, their fair values are reflected
separately in the statement of Financial Position and recognised
as other financial assets and financial liabilities as disclosed
in “– Note 11: Financial assets and liabilities” of the Company
Financial Statements.
In the Income Statement, the results of the back-to-back hedgetransactions, both realised and unrealised, are presented on a
net basis as the Company acts as an agent for its subsidiaries.
The Company’s overall financial risk management activities andtheir objectives are described in detail in “– Note 38.1: Financial
Risk Management” of the Consolidated Financial Statements.

Market Risk
Foreign exchange risk — The Company manages a longterm hedge portfolio with maturities of several years for its
subsidiaries, mainly Airbus, and to a small extent for its joint
ventures or associates. This hedge portfolio covers a large
portion of Airbus’ firm commitments and highly probable forecast
transactions. As explained above, owing to the Company’s backto-back approach, its own exposure to foreign exchange risk
is very limited.
Interest rate risk — The Company uses an asset-liability
management approach with the objective to limit its interest
rate risk. It undertakes to match the risk profile of its interestbearing assets with those of its interest-bearing liabilities. The
remaining net interest rate exposure is managed through several
types of interest rate derivatives, such as interest rate swaps
and interest rate futures contracts, in order to minimise risks
and financial impacts.
The vast majority of related interest rate hedges qualify for hedge
accounting, and most of them are accounted for under the fairvalue hedge model. As a result, both the fair value changes ofthese derivatives and the portion of the hedged items’ fair valuechange that is attributable to the hedged interest rate risk arerecognised in profit and loss, where they offset to the extent thehedge is effective.
A few interest rate swaps that have been entered into as a hedge
of certain of the Company variable rate debt (see “– Note 37.3:
Financing Liabilities”) are accounted for under the cash flow
hedge model. Related fair value gains are recognised in OCI andreclassified to profit or loss when the hedged interest payments
affect profit or loss.
The Company invests in financial instruments such as overnight
deposits, certificates of deposits, commercial papers, othermoney market instruments and short-term as well as mediumterm bonds. For its financial instruments portfolio, the Company
has an Asset Liability Management Committee in place thatmeets regularly and aims to limit the interest rate risk on a fairvalue basis through a value-at-risk approach, from which resultsa hedge ratio that is however not actively steered.
Commodity price risk — The Company is exposed to risk
relating to fluctuations in the prices of commodities used in the
supply chain. It manages these risks in the procurement process
and to a certain extent uses derivative instruments in order tomitigate the risks associated with the purchase of raw materials.
To the extent that the gains or losses of the derivative and thoseof the hedged item or transaction do not match in terms of profit
or loss, the Company applies cash flow hedge accounting to thederivative instruments, with a hedge ratio of 1:1.
Equity price risk — The Company is to a small extent invested
in equity securities mainly for operational reasons. Its exposure
to equity price risk is hence limited. Furthermore, it is exposed
under its LTIP to the risk of the Company share price increases.
The Company limits these risks through the use of equity
derivatives that qualify for hedge accounting and have been
designated as hedging instruments in cash flow hedges, witha hedge ratio of 1:1.
Sensitivities of market risks —The approach used to measure
and control market risk exposure within the Group’s financial
instrument portfolio is amongst other key indicators the value-atrisk (“VaR”). For information about VaR and the approach usedby the Company to assess and monitor sensitivities of market
risks please refer to “– Note 38.1: Financial Risk Management”
of the Consolidated Financial Statements.
The Company is part of the Group risk management process,which is more fully described in “– Note 38.1: Financial Risk
Management” of the Consolidated Financial Statements.

Airbus / Annual Report – Financial Statements 2020

4107

4. Notes to the IFRS Company Financial Statements /A summary of the VaR position of the Company’s financial instruments portfolio at 31 December 2020 and 31 December 2019 is
as follows:
Total VaR

Equityprice VaR

Currency
VaR

Interest
rate VaR

Foreign exchange hedges

20

0

20

0

Financing liabilities, financial assets (incl. cash, cash equivalents, securities
and related hedges)

88

63

17

43

(In € million)

31 December 2020

4

4

0

0

Diversification effectEquity swaps

(25)

0

(35)

0

All financial instruments

87

67

2

43

Foreign exchange hedges

41

0

41

1

Financing liabilities, financial assets (incl. cash, cash equivalents, securities
and related hedges)

51

34

42

36

31 December 2019

3

3

0

0

Diversification effectEquity swaps

(48)

(2)

(76)

(1)

All financial instruments

47

35

7

36

The increase in the total VaR compared to 31 December 2019 is mainly attribuable to the increase in Equity price VaR (€ 67 million in
2020; € 35 million in 2019) due to high equity volatility in 2020. Regarding the Currency Var, the volatility of €/US$ was compensatedby the fall in nominal value of foreign exchange hedges portfolio. The derivative instruments entered into with external counterparties
are passed on a 1:1 basis to Airbus entities. As a result, the respective market risks of the external derivative instruments are offset
by corresponding opposite market risks of intragroup transactions.

Liquidity Risk
The Company’s policy is to maintain sufficient cash and cash equivalents at any time to meet its own and the Group’s present
and future commitments as they fall due. For information on how the Group monitors and manages liquidity risk, please refer to“– Note 37.1: Financial Risk Management” of the Consolidated Financial Statements.
The contractual maturities of the Company financial liabilities, based on undiscounted cash flows and including interest payments,
if applicable, are as follows:
Carrying
amountContractual
cash flows< 1 year

1 year2 years

2 years3 years

3 years4 years

Non-derivative financial liabilities(12,512)(14,656)(1,390)(230)(1,045)(1,208)(934)(9,847)

Derivative financial liabilities(3,166)(1,869)

(638)

(537)

(605)

(75)

(10)

(4)

(15,678)(16,525)(2,028)(767)(1,650)(1,283)(944)(9,851)(In € million)

4 years- More than
5 years
5 years

31 December 2020

Total
31 December 2019Non-derivative financial liabilities(6,580)(7,773)(125)(1,291)(124)(1,015)(1,100)(4,118)Derivative financial liabilities(4,691)(6,188)(1,741)(1,804)(1,421)

(862)

(298)

(62)

(11,271)(13,961)(1,866)(3,095)(1,545)(1,877)(1,398)(4,180)

Total

108

Airbus / Annual Report – Financial Statements 2020

4. Notes to the IFRS Company Financial Statements /Credit Risk
The Company is exposed to credit risk to the extent of
non‑performance by its counterparts with regard to financial
instru­ments or issuers of financial instruments for gross cash
investments. However, it has policies in place to avoid concen­
trations of credit risk and to ensure that credit risk is limited.
As far as central treasury activities are concerned, credit risk
resulting from financial instruments is managed by the Company.
In order to ensure sufficient diversification, a credit limit system
is used.
The Company monitors the performance of the individual
financial instruments and the impact of market developments on
their performance and takes appropriate action on foreseeable
adverse development based on pre-defined procedures andescalation levels.
Sales of products and services are made to customers after
having conducted appropriate internal credit risk assessment.
The booked amount of financial assets represents the maximum
credit exposure. The credit quality of financial assets can beassessed by reference to external credit rating (if available) orinternal assessment of customers’ creditworthiness by way ofinternal risk pricing methods.
In 2020, the trade receivables, neither past due nor impaired
amount to € 492 million (in 2019: € 32 million).
The Company measures loss allowances at an amount that
represents credit losses resulting from default events that are
possible within the next 12 months, unless the credit risk ona financial instrument has increased significantly since initialrecognition, as described in “– Note 37.7: Impairment losses”
of the Consolidated Financial Statements. In 2020, an amountof € 224 million of impairment losses on financial assets is
recognised in profit and loss (2019: € 31 million).
For further information relating to gross credit risk and impairment
see “– Note 16.7: Impairment Losses”.

16.2

Carrying Amounts and Fair
Values of Financial Instruments

Financial instruments — The Company’s financial assets mainly
consist of cash, short to medium-term deposits and securities.
The Company’s financial liabilities include intragroup liabilities,
obligations towards financial institutions and issued bonds.
The Company has the same classification and accounting
policies as the Group. Please refer to “– Note 38.1: Financial
Risk Management” of the Consolidated Financial Statements
for more information.
The Company classifies its financial assets in one of the following
categories: (i) at fair value through OCI, (ii) at fair value throughprofit and loss and (iii) at amortised cost. Classification depends
on the Company’s business model for managing the financial
assets and the contractual terms of the cash flows.
The Company assigns its financial instruments (excluding its
at-cost investments, which are outside the scope of IFRS 9“Financial Instruments”) into classes based on their category in
the Statement of Financial Position.

The following table presents the carrying amounts and fair values of financial instruments by class and by IFRS 9 measurement
category as of 31 December 2020:(In € million)

Fair value
through profit
or loss

Financial
instrument
total

Financial assets
and liabilities
at amortised cost
Fair value
through OCI

Amortised
cost

Fair
value

Book
value

Fair
value

AssetsOther investments and long-term financial assets
Equity investments
Loans
Trade receivables

920

0

0

0

920

920

0

0

1,467

1,568

1,467

1,568

0

0

492

492

492

492

3,560

0

0

0

3,560

3,560

0

0

11,167

11,167

11,167

11,167

Other financial assets
Derivative instruments
Current account Group companies
Securities
Cash and cash equivalents

Total

0

6,613

0

0

6,613

6,613

9,654

512

494

494

10,660

10,66014,134

7,125

13,62013,721

34,87934,980(9,185)

4Liabilities
Financing liabilities
Bonds and commercial papers

00(8,358)(9,185)(8,358)

Liabilities to financial institutions and others

0

0

(81)

(82)

(81)

(82)

Internal loans payable00(4,073)(4,106)(4,073)(4,106)

Other financial liabilities
Derivative instruments
Current accounts Group companies

Total(3,166)000(3,166)(3,166)00(25,527)(25,527)(25,527)(25,527)(3,166)0(38,039) (38,900)(41,205)(42,066)

Airbus / Annual Report – Financial Statements 2020

109

4. Notes to the IFRS Company Financial Statements /The following table presents the carrying amounts and fair values of financial instruments by class and by IFRS 9 measurement
category as of 31 December 2019:(In € million)

Financial assets
and liabilities
at amortised cost

Financial
instrument
total

Fair value
through profit
or loss

Fair value
through OCI

Amortised cost

1,094

0

0

0

1,094

1,094

0

0

1,838

1,895

1,838

1,895

0

0

32

32

32

32

4,843

0

0

0

4,843

4,843

0

0

8,574

8,574

8,574

8,574

0

13,06600

13,066

13,066

Fair value Book value

Fair value

AssetsOther investments and long-term financial assets
Equity investments
Loans
Trade receivables
Other financial assets
Derivative instruments
Current account Group companies
Securities
Cash and cash equivalents

7,014

652

463

463

8,129

8,129

12,951

13,718

10,907

10,96437,576

37,63300(2,435)(2,517)(2,435)(2,517)

Liabilities to financial institutions and others

0

0

(89)

(90)

(89)

(90)

Internal loans payable00(4,056)(4,180)(4,056)(4,180)(4,691)00

0(4,691)(4,691)00(32,510)(32,510)(32,510)(32,510)(4,691)0(39,090) (39,297)(43,781)(43,988)

Total
Liabilities
Financing liabilities
Bonds and commercial papers

Other financial liabilities
Derivative instruments
Current accounts Group companies

Total

Fair Value Hierarchy
For further details please refer to “– Note 37.2: Carrying Amounts and Fair Values of Financial Instruments” of the Consolidated
Financial Statements.
The fair values disclosed for financial instruments accounted for at amortised cost reflect Level 2 input.
The following table presents the carrying amounts of the financial instruments held at fair value across the three levels of the fairvalue hierarchy as of 31 December 2020 and 2019, respectively:
31 December 2020
(In € million)

31 December 2019

Level 1

Level 2

Total

Level 1

Level 2

Total

920

0

920

1,094

0

1,094

Financial assets measured at fair value
Equity instruments

0

3,560

3,560

0

4,843

4,843

Securities

Derivative instruments

6,613

0

6,613

13,0660

13,066

Cash equivalents

9,654

512

10,166

7,014

652

7,666

17,187

4,072

21,25921,174

5,494

26,669Derivative instruments

0(3,166)(3,166)

0(4,691)(4,691)Other financial liabilities

0

0

0

0

0

0

0

(3,166)(3,166)

0(4,691)(4,691)

Total
Financial liabilities measured at fair value

Total

110

Airbus / Annual Report – Financial Statements 2020

4. Notes to the IFRS Company Financial Statements /Financial Assets Designated at Fair Value through Profit or Loss
The following types of financial assets held at 31 December 2020 and 2019, respectively, are designated at fair value through profit
or loss:
Nominal amountat initial recognition at
31 December 2020

(In € million)

31 December 2019

Designated at fair value through profit or loss at recognition
Money market funds (accumulating)

9,654

7,014

Total

9,654

7,014

The Company manages these assets and measures their performance on a fair value basis.

16.3

Potential Effect of Set-Off Rights on Recognised Financial Assets and Liabilities

The Company reports all its financial assets and financial liabilities on a gross basis. With each derivative counterparty there are
master netting agreements in place providing for the immediate close-out of all outstanding derivative transactions and payment of
the net termination amount in the event a party to the agreement defaults or another defined termination event occurs. The following
tables set out, on a counterparty specific basis, the potential effect of master netting agreements on the Company’s f﻿inancial
position, separately for financial assets and financial liabilities that were subject to such agreements as of 31 December 2020
and 2019, respectively:

Derivative instruments(In € million)

Gross amounts
recognised
set off in theGrossamounts
FinancialrecognisedStatements

Related amounts not
set off in the Statementof Financial Position

Net amounts
presented in
the Financial
Statements

Financial
instruments

Cashcollateral
received

Net amount

31 December 2020
Financial assets

3,895

0

3,895

(1,520)(77)(2,298)Financial liabilities

2,305

0

2,305

(1,520)0785

31 December 2019
Financial assets

4,538

0

4,538

(1,480)0

3,058

Financial liabilities

4,295

0

4,295

(1,480)

0

2,815

16.4

Notional Amounts of Derivative Financial Instruments

The notional amount of interest rate contracts are as follows, specified by year of expected maturity:
Remaining period(In € million)

1 year

2 years

3 years

4 years

5 years

6 years

7 years> 7 years

Total

31 December 2020
Interest rate contracts

0

0

815

1,000

0

600

1,222

1,400

5,037

Interest rate future contracts

0

0

0

0

0

0

0

0

0

Interest rate contracts

0

0

0

890

1,000

0

600

2,735

5,225

Interest rate future contracts

0

0

0

0

0

0

0

0

0

4

31 December 2019

The notional amounts of equity swaps are as follows:
Remaining period(In € million)

1 year

2 years

3 years

4 years> 4 years

Total

31 December 2020

32

23

17

8

0

80

31 December 2019

37

32

23

9

0

101

Airbus / Annual Report – Financial Statements 2020

111

4. Notes to the IFRS Company Financial Statements /16.5

Derivative Financial Instruments and Hedge Accounting Disclosure

The following table presents the amounts relating to items designated as hedging instruments and hedge ineffectiveness as of
31 December 2020 under IFRS 9:
31 December
2020

2019

Carrying values

Carrying values

Asset

Liability

Asset

Liability

Net forward sales contracts

0

0

0

0

Foreign exchange options

0

0

0

0

412

0

236

0

0

0

0

0

(In € million)

Foreign currency risk

Interest rate risk
Commodity swap risk
Equity swap risk

Total

16.6

0

0

0

0

412

0

236

0

Net Gains or Net Losses

The Company’s net gains or net losses recognised in profit or loss in 2020 and 2019, respectively are as follows:
31 December(In € million)

2020

2019

Financial assets or financial liabilities at fair value through profit or loss
Held for trading
Designated on initial recognition
Financial assets at amortised cost

(1)

Financial assets at fair value through OCI

94

(144)

(306)

(18)

(330)

69

75

26

Financial assets at fair value through profit or loss

(174)

(81)

Financial liabilities measured at amortised cost

423

7

Total

(218)

(141)

(1) Including impairment and Expected Credit Losses on Financial assets at amortised cost

16.7

Impairment Losses

Loss allowances — For its portfolio of debt instruments including
bonds, term deposits and commercial papers, the Company
measures loss allowances at an amount that represents credit
losses resulting from default events that are possible within thenext 12 months, unless the credit risk on a financial instrument
has increased significantly since initial recognition. In the eventof such significant increase in credit risk the Company measuresloss allowances for that financial instrument at an amount equal
to its life-time expected losses, i.e. at an amount equal to the
expected credit losses that result from all possible default events
over the expected life of that financial instrument.
The Company applies the low credit risk exemption allowing
the Company to assume that there is no significant increasein credit risk since initial recognition of a financial instrument,

112

Airbus / Annual Report – Financial Statements 2020

if the instrument is determined to have low credit risk at thereporting date. Similarly, the Company has determined that its
trade receivables and contract assets generally have low credit
risk. The Company applies the simplified approach permitted by
IFRS 9 of measuring expected credit losses of trade receivables
and contract assets on a lifetime basis from initial recognition.
Investment grade instruments — The Company considers
a significant increase in credit risk to have occurred, if there isa downgrade by four notches such that the instrument moves
into a high yield bucket as a direct result of the downgrade. With
respect to instruments that were high yield at initial recognition,
a downgrade by four notches is considered as a significant
increase in credit risk.

4. Notes to the IFRS Company Financial Statements /Stage 112-month ECL(In € million)

Stage 2
Life-time ECLStage 3Credit impaired ECL

Total

At 1 January 2020

4.4

0.3

0

4.7

Change in financial assets and risk parameters

(0.8)

93.6

0

92.8

At 31 December 2020

3.6

93.9

0

97.5

Stage 2
Life-time ECLStage 3Credit impaired ECL

Total

3.5

1.1

0

4.6

Change in financial assets and risk parameters

0.9

(0.8)

0

0.1

At 31 December 2019

4.4

0.3

0

4.7

Stage 112-month ECL(In € million)

At 1 January 2019

The following impairment losses on financial assets are recognised in profit or loss in 2020 and 2019, respectively:(In € million)

2020

2019

Loans

(158)

(31)

0

0

(158)

(31)

Trade Receivables

Total

For further information about the impairment on financial assets, please refer to “– Note 10: Investments in Subsidiaries, Associates
and Participations” of the Company Financial Statements.

4.6 Other Notes
17.

Auditor Fees

Fees related to professional services rendered by the Company’s auditor, Ernst & Young Accountants LLP, for the fiscal year 2020
were € 2,198 thousand (in 2019: € 2,046 thousand). These fees relate to audit services only.

18.

Events after the Reporting Date

No events after Reporting Date.

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Chapter

5
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5.

Other Supplementary
Information Including
the Independent
Auditor’s Report

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5. Other Supplementary Information Including the Independent Auditor’s Report /Other Supplementary Information
1.

Appropriation of Result

Articles 30 and 31 of the Articles of Association provide that the Board of Directors shall determine which part of the result shallbe attributed to the reserves. The General Meeting of Shareholders may dispose of a reserve only upon a proposal of the Board of
Directors and to the extent it is permitted by law and the Articles of Association. Dividends may only be paid after adoption of theannual accounts from which it appears that the shareholders’ equity of the Company is more than the amount of the issued andpaid-in part of the capital increased by the reserves that must be maintained by law.
It will be proposed at the Annual General Meeting of Shareholders that the Profit for the period of € 3,143 million as shown in theincome statements for the financial year 2020 is to be added to retained earnings and given the ongoing volatility, there will be no
dividend proposal for 2020.

2.

Independent Auditor’s Report

To: the General Meeting of Shareholders of Airbus SE
To: the shareholders and Board of Directors of Airbus SE

Report on the audit of the Financial Statements 2020 included in the annual report
Our opinion
We have audited the Financial Statements 2020 of Airbus SE (the Company), based in Amsterdam.
In our opinion the accompanying Financial Statements give a true and fair view of the Financial Position of Airbus SE as at 31 December
2020, and of its result and its cash flows for 2020 in accordance with International Financial Reporting Standards as adopted by
the European Union (EU-IFRS) and with Part 9 of Book 2 of the Dutch Civil Code.
The Financial Statements comprise:–– the Consolidated and Company Statement of Financial Position as at 31 December 2020;–– the following statements for 2020: the consolidated and company income statement;–– the Consolidated and Company Statements of Comprehensive Income, Changes in Equity and Cash Flows;–– the notes comprising a summary of the significant accounting policies and other explanatory information.

Basis for our opinion
We conducted our audit in accordance with Dutch law, including the Dutch Standards on Auditing. Our responsibilities underthose standards are further described in the “Our responsibilities for the audit of the Financial Statements” section of our report.
We are independent of Airbus SE in accordance with the EU Regulation on specific requirements regarding statutory audit ofpublic-interest entities, the “Wet toezicht accountantsorganisaties” (Wta, Audit firms supervision act), the “Verordening inzake deonafhankelijkheid van accountants bij assurance-opdrachten” (ViO, Code of Ethics for Professional Accountants, a regulation withrespect to independence) and other relevant independence regulations in the Netherlands. Furthermore we have complied withthe “Verordening gedrags- en beroepsregels accountants” (VGBA, Dutch Code of Ethics).
We believe the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Our audit approach
Our understanding of the business
The Company is a global leader in aeronautics, aerospace and related services. The Company is structured in segments and wetailored our group audit approach accordingly. We paid specific attention in our audit to a number of areas driven by the operationsof the Group and our risk assessment. We refer to the key audit matters for those areas.
We start by determining materiality and by identifying and assessing the risks of material misstatement of the Financial Statements,
whether due to fraud, non-compliance with laws and regulations or error in order to design audit procedures responsive to thoserisks, and in order to obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of notdetecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion,forgery, intentional omissions, misrepresentations, or the override of internal control.

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5. Other Supplementary Information Including the Independent Auditor’s Report /Materiality
Materiality€ 250 million (2019: € 347 million)

Benchmarkapplied5% of “normalized” EBIT Adjusted. (2019: 5% of EBIT Adjusted).

Explanation

We consider normalized EBIT Adjusted as the most appropriate benchmark as it best aligns with the expectations of
those charged with governance at Airbus and of users of the Company’s Financial Statements.
In determining this year’s materiality, we have considered the unique combination of macro-economic factors that led
to disruption in demand. We believe that in order to set materiality in the current uncertain economic times, we should
account for what is expected to be a relatively temporary phenomenon. Whilst we considered alternative benchmarks
to normalized EBIT Adjusted including revenue and total assets, we believe that a normalized EBIT Adjusted approachto materiality remains appropriate. This addresses the analysts’ consensus that the Company’s industry economics
including demand will return to previous levels over time. The normalized EBIT Adjusted is based on an historic ratio
comparing EBIT Adjusted to revenue.
We confirmed with the Audit Committee that they were satisfied that the level of materiality was appropriate. We kept
our assessment of materiality under review throughout our audit.

We have also taken into account misstatements and/or possible misstatements that in our opinion are material for the users of the
Financial Statements for qualitative reasons.
We agreed with the Audit Committee of the Board of Directors (the Audit Committee) that misstatements in excess of € 12 million
that are identified during the audit would be reported to them, as well as smaller misstatements that in our view must be reported
on qualitative grounds.

Scope of the Group audit
Airbus SE is at the head of a group of entities. The financial information of this group is included in the Consolidated Financial
Statements of Airbus SE.
The entities are grouped into three business segments: Airbus, Airbus Helicopters and Airbus Defence and Space. The audit of
the three segments is performed jointly by EY and KPMG. The audit of the entities in scope is performed by either EY or KPMG
network firms.
Because we are ultimately responsible for the opinion, we are also responsible for directing, supervising and performing the Groupaudit. In this respect we have determined the nature and extent of the audit procedures to be carried out for group entities. Decisivewere the size and/or the risk profile of the Group entities or operations. On this basis, we selected group entities for which an audit
or review had to be carried out on the complete set of financial information or specific items.
Our group audit focused mainly on significant group entities that are of significant size, have significant risks to the Company
associated with them or are considered for other reasons.
Because of the (international) travel restrictions and social distancing due to the COVID-19 pandemic, we needed to restrict or havebeen unable to visit management and component auditors to discuss, among others, the business activities and the identified
significant risks or to review and evaluate relevant parts of the component auditor’s audit documentation and to discuss significant
matters arising from that evaluation on site. Furthermore we were forced to perform our procedures to a greater extent remotely
due to the COVID-19 measures. In order to compensate for the limitations related to the absence of physical meetings and direct
observation, we used predominantly communication technology and written information exchange, attended calls and videoconferences with (local) management and local auditors throughout the audit and closing meetings, intensified communication withcomponent teams, required more granular reporting from component audit teams, and reviewed remotely the component teams’
working papers in order to obtain sufficient and appropriate audit evidence to provide a basis for our opinion.
In total our audit procedures represent 92% of total consolidated revenue, 89% of total consolidated assets and 85% of total
consolidated EBIT and all adjustments to EBIT. The remaining 8% of revenues, 11% of total assets and 15% of total EBIT result
from entities, none of which individually represents more than 1% of revenues or EBIT. For those entities, we performed, amongst
others, analytical procedures to corroborate our assessment that the Financial Statements are free from material misstatements.
We executed an audit plan that includes participation in risk assessment and planning discussions, setting the direction of theGroup audit work (including instructions to the divisional and entity auditors), reviewing and discussing the planned audit approach,obtaining an understanding of the financial reporting process and performing procedures on the Group consolidation, participatingin the evaluation of key accounting topics, reviewing the Financial Statements and participating in meetings with the managementof the Company and its divisions. In our audit instructions, we also included targeted audit procedures that address the A220,
A350, A380, A400M programmes as well as the risk of non-compliance with laws and regulations. We ensured that the audit teams
both at group and at component levels included the appropriate skills and competences which are needed for the audit of a listedclient in the aerospace industry. We furthermore executed file reviews at EY network teams and KPMG. We involved several EY
specialists to assist the audit team, including specialists from our tax, actuarial, treasury, valuation and compliance departments.

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5. Other Supplementary Information Including the Independent Auditor’s Report /By performing the procedures mentioned above at group entities, together with additional procedures at group level, we have beenable to obtain sufficient and appropriate audit evidence about the Company’s financial information to provide an opinion about
the Consolidated Financial Statements.

Our focus on fraud and non-compliance with laws and regulations
Our responsibility
Although we are not responsible for preventing fraud or non-compliance and cannot be expected to detect non-compliance withall laws and regulations, it is our responsibility to obtain reasonable assurance that the Financial Statements, taken as a whole, arefree from material misstatement, whether caused by fraud or error. Non-compliance with laws and regulations may result in fines,
litigation or other consequences for the Company that may have a material effect on the Financial Statements.

Our audit response related to fraud risks
In order to identify and assess the risks of material misstatements of the Financial Statements due to fraud, we obtained anunderstanding of the entity and its environment, including the entity’s internal control relevant to the audit and in order to design
audit procedures that are appropriate in the circumstances. As in all of our audits, we addressed the risk of management overrideof internal control. We do not audit internal control per se for the purpose of expressing an opinion on the effectiveness of theCompany’s internal control.
We considered available information and made enquiries of relevant executives, directors (including internal audit, legal, compliance,
human resources and regional directors) and the Ethics and Compliance Committee. As part of our process of identifying fraud risks,
we evaluated fraud risk factors with respect to financial reporting fraud, misappropriation of assets and bribery and corruption inclose co-operation with our forensic and legal specialists. As the Company is a global company, operating in multiple jurisdictions,
we considered the risk of bribery and corruption. We refer to our Key Audit Matter “Litigation and claims and risk of non-compliancewith laws and regulations” for more details.
In our process of identifying fraud risks, we considered whether the COVID-19 pandemic gives rise to specific fraud risk factors
resulting from a decrease in the effectiveness of controls as a result of the general disruption associated with remote working,illness and workforce reductions, supply chain disruptions, or workarounds.
We evaluated the design and the implementation and, where considered appropriate, tested the operating effectiveness of internal
controls that mitigate fraud risks. In addition, we performed procedures to evaluate key accounting estimates for management
bias in particular relating to important judgement areas and significant accounting estimates as disclosed in Note 4 to the Financial
Statements. We have also used data analysis to identify and address high-risk journal entries.
We incorporated elements of unpredictability in our audit. We considered the outcome of our other audit procedures and evaluatedwhether any findings were indicative of fraud or non-compliance. If so, we re-evaluate our assessment of fraud risk and its resulting
impact on our audit procedures.

Our audit response related to risks of non-compliance with laws and regulations
We assessed factors related to the risks of non-compliance with laws and regulations that could reasonably be expected to havea material effect on the Financial Statements from our general industry experience, through discussions with the management
board, reading minutes, inspection of internal audit and compliance reports and performing substantive tests of details of classesof transactions, account balances or disclosures.
We also inspected lawyers’ letters and correspondence with regulatory authorities and remained alert to any indication of (suspected)
non-compliance throughout the audit. Finally we obtained written representations that all known instances of non-compliance withlaws and regulations have been disclosed to us. We refer to our Key Audit Matter “Litigation and claims and risk of non-compliancewith laws and regulations” for more details.

Going concern
We performed the following procedures in order to identify and assess the risks of going concern and to conclude on theappropriateness of management’s use of the going concern basis of accounting. Management made a specific assessment of
the Company’s ability to continue as a going concern and to continue its operations for at least the next 12 months from when the
Financial Statements are authorized for issue. We discussed and evaluated the assessment including scenarios with management.
We exercised professional judgment and applied professional scepticism, and focused specifically on the process followed bymanagement to make the assessment, on instances of management bias that could represent a risk, on the impact that current
events and conditions have on the Company’s operations and forecasted cash flows, in order to challenge management’s assertion
whether or not the Company will have sufficient liquidity to continue to meet its obligations as they fall due. We involved specialists
to review the prospective financial information and underlying assumptions.

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5. Other Supplementary Information Including the Independent Auditor’s Report /We consider based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may
cast significant doubt on the Company’s ability to continue as a going concern. Should we have concluded that a material uncertainty
exists, we would be required to draw attention in our auditor’s report to the related disclosures in the Financial Statements or,if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to thedate of our auditor’s report. However, future events or conditions may cause a company to cease to continue as a going concern.

General audit procedures
Our audit further included among others:–– performing audit procedures responsive to the risks identified, and obtaining audit evidence that is sufficient and appropriate toprovide a basis for our opinion;–– evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures
made by management;–– evaluating the overall presentation, structure and content of the Financial Statements, including the disclosures;–– evaluating whether the Financial Statements represent the underlying transactions and events in a manner that achieves fairpresentation.

Our key audit matters
Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the Financial
Statements. We have communicated the key audit matters to the Audit Committee. The key audit matters are not a comprehensive
reflection of all matters discussed.
The key audit matter ‘Settlement agreements reached with the French Parquet National Financier (PNF), the UK Serious Fraud Office(SFO) and the US Department of Justice (DoJ) and US Department of State (DoS)’ which was included in our last year’s auditor’sreport, is no longer considered a key audit matter for this year as this was related to a one-off transaction.
These matters were addressed in the context of our audit of the Financial Statements as a whole and in forming our opinion thereon,
and we do not provide a separate opinion on these matters.
Revenue recognition(Reference is made to the disclosures on “– Note 3: Significant Accounting Policies”, “– Note 4: Key estimates and judgements”,“– Note 11: Segment Information” and “– Note 12: Revenues and gross margin” of the Financial Statements)

Risk

The Group revenue recognition is complex due to its wide range of activities (including the sale of commercial aircraft
and helicopters, sale of military aircraft and helicopters, sale of space systems and services), its various types ofcontracts including non-standard clauses and the duration of some contracts including long-term development
activities.
Recognition of revenue includes significant judgements and estimates including whether or not the contracts containmultiple performance obligations which should be accounted for separately and including the determination of themost appropriate method for revenue recognition of these performance obligations. This comprises the identificationof potential variable considerations reducing the consideration received, allocation of this consideration to the different
performance obligations and assessing if the performance obligations are satisfied over time or at a point in time. In
particular the amount of revenue and profit recognized in a year for performance obligations satisfied at a point intime is dependent on the transfer of control. For performance obligations satisfied over time this is dependent on theassessment of the stage of completion of performance obligations as well as estimated total revenues and estimatedtotal costs. The Company uses costs incurred as the method for determining stage of completion. Recognition ofrevenue for some activities may include the assessment of the ability to collect the customer consideration. In thecontext of COVID-19 pandemic, the deterioration of customer’s ability to pay can impact the measurement of revenues.

Our audit
approach

Our audit procedures included, amongst others, assessing the appropriateness of the Company’s accounting
policies related to revenue recognition according to IFRS15 “Revenue from contracts with customers”. In addition, we
evaluated the design and implementation and, where considered appropriate, tested the operating effectiveness ofinternal controls related to the completeness, accuracy and timing of the revenue recognized. We selected individual
revenue transactions to assess proper identification of the performance obligations in the contracts and allocationof the consideration amongst the performance obligation (such as the A400M contract and space contracts), thecompleteness and valuation of the variable considerations (including constraints applied, if applicable) included in thetransaction price (notably for A400M contract and residual value guarantee in the sale of some commercial aircrafts)
and the timing of transfer of control.
In order to evaluate the significant judgements and estimates made by management, we read supporting contractual
agreements, met with sales representatives and programme teams to understand the nature of the various obligations
to be rendered under the contract and discuss specific clauses that could prevent transfer of control (mostly for thesales of commercial aircrafts), obtained evidence of transfer of control such as proof of delivery, tested the costs
incurred, examined computation of costs progression and assessed the reasonableness of the estimated cost tocomplete included in the cost-to-cost method for performance obligation recognized over time (notably for A400M
development, Tiger and Eurofighter contracts and some border security and space contracts).

5

Finally we determined that the appropriate disclosures were made in the Financial Statements.

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5. Other Supplementary Information Including the Independent Auditor’s Report /Estimations related to contract margin for the accounting of onerous contracts(Reference is made to the disclosure on “– Note 3: Significant Accounting Policies”, “– Note 4: Key estimates and judgements”,“– Note 12: Revenues and gross margin” and “– Note 25: Provisions, contingent assets and contingent liabilities” of the Financial Statements)

Risk

The Group owns a large portfolio of long-term contracts for which it needs to assess the contract margin in order torecognise a provision for onerous contract.
Provisions for onerous contracts such as for the A400M contract are recognized when it becomes probable thatthe present value of unavoidable costs of fulfilling the obligations under the contract exceeds the present value of
economic benefits expected to be received under the contract.
The determination of these contract margins and provisions for onerous contracts requires management’s significant
judgement and assumptions associated with estimated revenue and costs at completion of the programme, theachievement of technical milestones, production plan, performance guarantees as well as key risks such as expected
outcome from ongoing negotiations with customers, penalties for delay or non-compliance.

Our audit
approach

We evaluated the design and implementation and where considered appropriate tested the operating effectivenessof internal controls for accounting for onerous contracts and for the assessment of the contract margin.
We also performed substantive procedures on individually significant programmes. We evaluated management’s
assumptions in the determination of amongst others the stage of completion of a project and estimates to complete
for both revenue and costs. We tested the costs incurred to date and the accuracy and completeness of the data
used in developing these key estimates.
We also evaluated management’s assessment of key contract risks and opportunities to determine whether or notthese are appropriately reflected in the cost to complete forecasts, paid specific attention to technical and market
developments and ongoing negotiations with customers. We performed inquiries with the programme team and theHead of Programme in order to confirm our understanding on the programme status and associated risks which
may affect total estimated costs to complete.
We challenged management’s assumptions by discussing and reviewing correspondence with customers,
considered the accuracy and consistency of similar estimates made in previous years and corroborated theassumptions with the latest contractual information.
Finally we determined that the appropriate disclosures were made in the Financial Statements.

Recoverability of key programme assets - long-lived assets and inventory(Reference is made to the disclosures on “– Note 3: Significant Accounting Policies”, “– Note 19: Intangible Assets” and “– Note 21: Property,
Plant and Equipment” of the Financial Statements)

Risk

Finished aircraft and work in progress inventory, capitalized development costs, other intangible assets and jigs
and tools relating to the key programmes, such as the A220, A330, A350, A380, H160 and H175, were tested for
impairment in the context of COVID-19 and reduction of aircraft deliveries. The main estimates to determine if an
impairment of long-lived assets such as capitalized development costs, other intangible assets and jigs and tools has
to be recognized are the future cash flows (including the projected number of deliveries and the associated margin
per aircraft) and the appropriate discount rates. With the reduction of deliveries, some work in progress and finishedaircraft may no longer be fully recoverable due to cancellation of orders and resulting remarketing costs. Associateddepreciations depend on the estimate of the selling price, remarketing costs and other costs.
Owing to the inherent uncertainty involved in forecasting future costs and interpreting contractual and commercial
positions in determining impairments, especially in the COVID-19 context, this is a key audit area.

Our audit
approach

We evaluated the design and implementation and where considered appropriate tested the operating effectivenessof internal controls for identifying and recording impairments of long-lived assets and depreciations of Work inprogress and finished aircrafts.
We evaluated the impairment tests performed by testing the integrity of the management’s impairment model. We
assessed management’s assumptions for the discount rate and the determination of the forecasted revenue to berealized (including the timing of expected deliveries and estimated selling price), cost to be incurred (including any
contractual penalties) and the expected gross margin, including performing sensitivity to evaluate the impact ofchanging some assumptions such as the discount rate or key business parameters (price, growth rate for instance).
We also performed inquiry of the programme controller and Head of Programmes to confirm our understanding of
the status of the programme.
We tested the provision for depreciation of work in progress and finished goods by evaluating management’s
assumptions in the determination of likelihood of cancellation, future selling price, remarketing and other costs.
We challenged management’s assumptions by discussing and reviewing correspondence with customers andcomparing them with historical data, appraisers’ market value and agreements with customers.
Finally we determined that the appropriate disclosures were made in the Financial Statements.

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5. Other Supplementary Information Including the Independent Auditor’s Report /Valuation of derivative financial instruments and hedge accounting(Reference is made to “– Note 38: Financial instruments” of the Financial Statements)

Risk

The Company operates in a business environment that is exposed to currency volatility. A significant portion of theCompany’s revenue is denominated in US dollars, while a major part of its costs is incurred in Euro and, to a lesser
extent, in Pounds Sterling. In response to these risks the Company uses financial instruments (mainly currency
forwards) to mitigate the exposure to changes in market rates.
The Company applies cash flow hedge accounting. The accounting policy allows the Company to re-position theforeign currency hedges and avoid hedge disqualification when a hedged aircraft is postponed. This is conditioned by
the Company’s ability to demonstrate the absence of a reduction in the number of hedged aircrafts over the Foreign
Exchange management hedging horizon.
The magnitude of the Company’s hedge portfolio entails a significant “mark to market” valuation risk. Furthermore,in the COVID-19 context, potential changes in the delivery assumptions related to aircraft cancelations, customer
defaults and aircraft postponement beyond the Foreign exchange management hedging horizon could lead todisqualification of the associated cash-flow hedges.

Our audit
approach

For the audit of the foreign currency hedge portfolio, we used specialists who tested the controls around theCompany’s central treasury system, independently calculated the valuation of the treasury portfolio (by sample) andevaluated the application of the cash-flow hedge accounting rules.
We obtained counterparty confirmation of the outstanding financial instruments to verify the existence andownership of the hedge portfolio.
Based on a sample of financial derivative instruments we assessed that the fair value of the financial instruments
was correctly determined and no material exceptions were noted.
We verified the documentation of the hedged items supported by both the recoverable backlog and production
rate over the Foreign Exchange management hedging horizon. We tested the highly probable assessment of future
aircraft delivery performed by the Company and challenged key management assumptions pertaining to ordercancellation, airline default and aircraft rescheduling risks.
Finally we determined that the appropriate disclosures were made in the Financial Statements.

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5. Other Supplementary Information Including the Independent Auditor’s Report /Litigation and claims and risk of non-compliance with laws and regulations(Reference is made to the disclosures on “– Note 4: Key estimates and judgements”, “– Note 25: Provisions, contingent assets
and contingent liabilities” and “– Note 39: Litigations and claims” of the Financial Statements)

Risk

Litigation and claims involve amounts that are potentially significant and the estimate of the amount to be provided as
a liability, if any, is inherently subjective. The outcome of these matters may have a material effect on the Company’s
results and its Financial Position.
A part of the Company’s business is characterized by competition for individually significant contracts with customers
which are often directly or indirectly associated with governments. The process associated with these activities issusceptible to the risk of non-compliance with laws and regulations. In addition, the Company operates in a number ofterritories where the use of commercial intermediaries is normal practice. Certain entities of the Group remain underinvestigation by various law enforcement agencies for amongst others alleged irregularities concerning commercial
intermediaries. Breaches of laws and regulations in these areas can lead to fines, penalties, criminal prosecution,commercial litigation and restrictions on future business.

Our audit
approach

We planned and designed our audit approach to this area in conjunction with our in-house forensic specialists.
We evaluated the tone set by management and the Board of Directors and the Company’s approach to managing
this risk.
We assessed the overall control environment and evaluated and tested the Company’s policies, procedures andcontrols to identify and assess possible non-compliance.
Furthermore we tested the selection process of intermediaries, related contractual arrangements, payments tointermediaries and the Company’s responses to suspected breaches of policy and non-compliance with laws andregulations.
We made inquiries of the Board of Directors and the Audit Committee, as well as the Company’s internal andexternal legal advisors as to the areas of potential or suspected breaches of law and regulations relating to bribery,
including the status of ongoing investigations. To corroborate the results of those inquiries we vouched information
received with objective evidence, third parties and we reviewed related documentation.
We maintained a high level of vigilance to possible indications of significant non-compliance with laws andregulations relating to bribery and corruption whilst carrying out our other audit procedures. Accompanied by ourown legal advisors we met on several occasions with the Company’s external counsel to obtain their views about thestatus of ongoing investigations as well as their potential impact on the Financial Statements. We furthermore tested
journals entries and other transactions with unusual characteristics using amongst other data-analytics tools.
For (threatened) litigation cases and claims, we gained additional assurance by comparing management’s position
to the assessment from external parties such as external lawyers in those cases where a high amount of judgement
is involved.
We assessed that the disclosures in the Financial Statements reflect the current status of the investigations
regarding suspected breaches of law or regulations in accordance with accounting standards. We also assessed
the appropriateness of the contingent liability disclosure in the Financial Statements.

Report on other information included in the annual report
In addition to the Financial Statements and our auditor’s report thereon, the annual report contains other information that consists of:–– the report of the Board of Directors including the remuneration report (we refer to www.airbus.com for the board report);–– other information as required by Part 9 of Book 2 of the Dutch Civil Code.
Based on the following procedures performed, we conclude that the other information:–– is consistent with the Financial Statements and does not contain material misstatements;–– contains the information as required by Part 9 of Book 2 of the Dutch Civil Code and Section 2:135b and 2:145 sub‑section 2of the Dutch Civil Code.
We have read the other information. Based on our knowledge and understanding obtained through our audit of the Financial
Statements or otherwise, we have considered whether the other information contains material misstatements. By performing theseprocedures, we comply with the requirements of Part 9 of Book 2 of the Dutch Civil Code and Section 2:135b sub-Section 7 of
the Dutch Civil Code and the Dutch Standard 720. The scope of the procedures performed is substantially less than the scope of
those performed in our audit of the Financial Statements.
The Board of Directors is responsible for the preparation of the other information, including the report of the Board of Directors inaccordance with Part 9 of Book 2 of the Dutch Civil Code, other information as required by Part 9 of Book 2 of the Dutch Civil Codeand the remuneration report in accordance with Sections 2:135b and 2:145 sub‑section 2 of the Dutch Civil Code.

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5. Other Supplementary Information Including the Independent Auditor’s Report /Report on other legal and regulatory requirements
Engagement
We were appointed by the Annual General Meeting of as auditor of Airbus SE on 28 April 2016, as of the audit for the year 2016and have operated as statutory auditor since that date.

No prohibited non-audit services
We have not provided prohibited non-audit services as referred to in Article 5(1) of the EU Regulation on specific requirements
regarding statutory audit of public-interest entities.

Description of responsibilities for the Financial Statements
Responsibilities of the Board of Directors and the Audit Committee for the Financial Statements
The Board of Directors is responsible for the preparation and fair presentation of the Financial Statements in accordance with EUIFRS and Part 9 of Book 2 of the Dutch Civil Code. Furthermore, the Board of Directors is responsible for such internal control as
management determines is necessary to enable the preparation of the Financial Statements that are free from material misstatement,
whether due to fraud or error.
As part of the preparation of the Financial Statements, the Board of Directors is responsible for assessing the Company’s ability
to continue as a going concern. Based on the financial reporting frameworks mentioned, the Board of Directors should prepare
the Financial Statements using the going concern basis of accounting unless the Board of Directors either intends to liquidate theCompany or to cease operations, or has no realistic alternative but to do so. The Board of Directors should disclose events andcircumstances that may cast significant doubt on the Company’s ability to continue as a going concern in the Financial Statements.
The Audit Committee is responsible for overseeing the Company’s financial reporting process.

Our responsibilities for the audit of the Financial Statements
Our objective is to plan and perform the audit engagement in a manner that allows us to obtain sufficient and appropriate audit
evidence for our opinion.
Our audit has been performed with a high, but not absolute, level of assurance, which means we may not detect all material errors
and fraud during our audit.
Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably
be expected to influence the economic decisions of users taken on the basis of these Financial Statements. The materiality affects
the nature, timing and extent of our audit procedures and the evaluation of the effect of identified misstatements on our opinion.
We have exercised professional judgement and have maintained professional skepticism throughout the audit, in accordancewith Dutch Standards on Auditing, ethical requirements and independence requirements. The Our audit approach section above
includes an informative summary of our responsibilities and the work performed as the basis for our opinion.

Communication
We communicate with the Audit Committee regarding, amongst other matters, the planned scope and timing of the audit andsignificant audit findings, including any significant findings in internal control that we identify during our audit. In this respect we also
submit an additional report to the Audit Committee in accordance with Article 11 of the EU Regulation on specific requirements
regarding statutory audit of public-interest entities. The information included in this additional report is consistent with our audit
opinion in this auditor’s report.
We provide the Audit Committee with a statement that we have complied with relevant ethical requirements regarding independence,and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence,
and where applicable, related safeguards.
From the matters communicated with the Audit Committee, we determine the key audit matters: those matters that were of mostsignificance in the audit of the Financial Statements. We describe these matters in our auditor’s report unless law or regulationprecludes public disclosure about the matter or when, in extremely rare circumstances, not communicating the matter is in the
public interest.

5

Amsterdam, 17 February 2021
Ernst & Young Accountants LLP
signed by A.A. van Eimeren

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Pecchi, © AIRBUS 2020 – All rights reserved –IIVS, © AIRBUS 2020 – All rights reserved – IIVS
p. 5 © Airbus

p. 6 René Obermann, Victor Chu, Jean-Pierre
Clamadieu, Ralph D. Crosby Jr, Lord Paul
Drayson, Carlos Tavares © AIRBUS 2019 –photo by A.DOUMENJOU / master films,
Guillaume Faury – © AIRBUS 2018 – photo by
C. GUIBBAUD
p. 7 © AIRBUS 2019 – photo by H.GOUSSÉ /master films
p. 8 © AIRBUS 2020 – photo by L. BORREL,(Exec Com) © AIRBUS 2019 – photo by H.
GOUSSÉ / master films
p. 9 © Pablo Cabellos
p. 10 © Airbus
p.11 © Airbus Helicopters – Christian D. Keller
p. 12 © Airbus Helicopters – Eric Raz

p. 13 © AIRBUS 2020 – All rights reserved – IIVS
p. 14 © AIRBUS 2020 © AIRBUS 2020 – photoby P.PIGEYRE / master films
p. 15 © AIRBUS 2021 – photo by L.BORREL,© AIRBUS 2020 – photo by H.GOUSSÉ /master films
p. 16 © AIRBUS 2019 – photo by H.GOUSSÉ /master films
p. 17 © Ned Dawson
p. 18 © AIRBUS 2020 – Pablo Cabellos
p. 19 © AIRBUS 2019 – photo by teamfoto
MARQUARDTAll rights reserved.

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