Airbus Annual Report
Overview 2021

Connecting
andprotecting

Overview / Introduction

22021 was a year for recovery, a year for preparing
the future. Airbus is emerging from the pandemic
in a strong position, more resilient than ever.
Airbus is reconnecting the world. Reuniting people
and organisations with its aircraft and providing
connectivity solutions. It’s helping nations protect
their citizens, values and vital infrastructure.
The world is a beautiful place. Keeping it that way
is at the centre of all we do.

We pioneer
sustainable aerospace
Contents
3 Key events of 2021
5 2021 at a glance
6 Chairman’s message
8 CEO interview
10 Strategy
13 Sustainability

15 Airbus SE at a glance:
15 Airbus
16 Airbus Helicopters
Airbus Defence17	and Space
18 CFO interview
20 Share information

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

for a safeand united world
Airbus / Annual Report – Overview 2021

Overview / Key events of 2021

3

The Company achieved a great deal in 2021 as the focus
shifted from navigating the pandemic towards recovery
and growth. This included contract signings through tomajor programme milestones and sustainability initiatives.

The decarbonisation of air
travel is a key pillar of Airbus’sustainability strategy.”
Guillaume Faury
Airbus CEO
Making flying more efficient
Research and testing continued into new technologies, alternative energy
sources and operational procedures that will help make flying even more
efficient and decarbonise the industry over time. Among the key initiatives
were fixed-wing aircraft and helicopter flights to test Sustainable Aviation
Fuel and formation flights to reduce fuel consumption and CO2 emissions.
Summit for sustainable aerospace
The Airbus Summit brought together experts from the aerospace
and airline industries, energy sector as well as policy makers andinfluencers, to assess progress and address challenges in sustainability
and decarbonisation. The aim was to drive deeper cooperation andcollaboration as the industry works to make sustainable aerospacea reality.
www.airbus.com/en/newsroom/events/airbus-summit-2021

Key eventsof 2021

Export success for A400M
The A400M found success on the export market,
with two new customers. The airlifter was heavily
used in the Kabul evacuation, showing the critical rolethat Airbus assets play in protecting people’s lives
and providing humanitarian relief.

A350 freighter well received
Providing greater efficiency andperformance in a strategic market
sector, the first orders andcommitments were secured for the
A350F freighter after receiving formal
approval from the Board of Directors.
The aircraft offers at least a 20%
lower fuel burn than the competition
with the ability to carry 109 tonnesof cargo.

Airbus / Annual Report – Overview 2021

Overview / Key events of 2021

4

H160 passes key milestone
The first ever delivery of the multi-role twin engined
H160 helicopter took place, to a Japanese customer.
With 68 patents, the H160 integrates Airbus’ latest
technological innovations and is one of the mostenvironmentally friendly helicopters. The H160 also sets
new standards in terms of maintenance and support.

Pléiades Neo enters service
The first two satellites of the Pléiades Neo earth
observation constellation were successfully delivered
into orbit and began operating, enhancing Airbus’
position in the very high-resolution image market.
Eventually comprising four satellites, the constellation
is manufactured, owned and operated by Airbus.

A321XLR takes shape
Good progress was made on the single-aisle
A321XLR programme, with the structure of the firstflight test aircraft completed. The flight testing and typecertification programme is due to start in 2022, paving
the way for entry-into-service. The A321XLR will offer
extra-long range capability of up to 4,700 nautical miles.

Major presence at Dubai Airshow
Airbus showcased its cutting-edge products, services
and innovations at the Dubai Airshow, where the industry
reconvened for its largest event since the pandemic
began. Orders were announced and a new market
forecast was released, predicting a progressive shift
from fleet growth to the accelerated replacement ofolder, less fuel-efficient commercial aircraft.

Airbus / Annual Report – Overview 2021

Overview / 2021 at a glance

5

A global leader in aeronautics,
space and related services

Financial

Non-Financial2

Revenues (€ million)

Energy consumption(GWh)52,149(2020: 49,912)

EBIT Adjusted (€ million)

4,865(2020: 1,706)

EBIT Reported (€ million)

5,342(2020: -510)

Reported earnings
per share1 (€)

5.36(2020 loss per share: -1.45)

Order intake (€ million)

62,007(2020: 33,290)

Ethics and Compliancee-learning sessions

2,728

284,774

CO 2 e Scope 1 & 2
emissions (ktons)

Number of employees(Total consumption fromstationary sources)

827(October 2020 to
September 2021)

126,495(2020: 131,349)(Scope 2: location basedwith purchased guarantees
of origin deduced)

Health and Safety
training hours(to 28,144 employees)

128,795(October 2020 to
September 2021)

1 FY2021 average number of shares:
785,326,074 compared to783,178,191 in FY2020.
2 For further information see theNon-Financial Information sectionof the Universal Registration
Document 2021.

2021 ata glance
Airbus SE
External revenue split

Order book in value by region
Airbus19%

Airbus Helicopters12%€ 52.1bn

5%
8%

69%

26%

€ 398bn

Airbus Defence
and Space(2020: € 49.9bn)

5%

24%

(2020: € 373bn)

Asia Pacific
EuropeNorth America
Middle East
Latin America

33%

Other

Airbus / Annual Report – Overview 2021

Overview / Chairman’s message

6

Yet, as events on Europe’s eastern borders haveshown in early 2022, global peace remains fragile
in these uncertain times. We cannot take peace
for granted, even in Europe. This military action
underlines the crucial role that the Company’s
defence and security products can play fornations to protect their people, assets andstrategic interests. Defence matters – not only
for Airbus but for Europe as a whole.

René Obermann
Chairman of the Board

A year ofrecoveryDear Shareholders, dear Stakeholders
2021 proved to be a year of gradual recovery.
The COVID vaccine rollout that began in late
2020 continued across much of the globe,
thawing the economy from its deep freeze.
However, access to vaccines was unequal,with much of the developing world lagging
behind while multiple COVID variants touched
many people and created new challenges.

René Obermann outlines the Company’s
performance and industry trends in 2021.
He also highlights the Board’s activities
and key agenda items at the 2022 AGM.

As the world’s major economies recuperated,so the aviation industry moved past the depths
of its worst ever crisis. Passenger traffic
recovered to a large extent compared to 2020,
even though volatility remained due tochanging travel restrictions, while cargo traffic
was above pre-COVID levels.

2021 Dividend (€ per share)

1.50

To be proposed to
the 2022 AGM

Aside from the pandemic, global geopolitics
were increasingly complex. We welcomed
progress between the European Union andthe United States towards resolving thelong-running World Trade Organization dispute
over repayable launch investment for aircraft.

In my first full year as Chairman, the Board turned
its attention on how to address the future
landscape and associated trends and demandfor each of the Company’s four pillars of its
strategic ambition. Airbus is transforming its
industrial activities to increase competitivenessand innovation capabilities, investing in the latest
digital technologies such as analytics, cloudcomputing, virtualisation, DDMS, cyber security,
enhanced collaboration as well as in automation.

The continuing pandemic and geo-politicaltensions impacted Airbus both in its civil anddefence activities, yet your Company achieved amuch improved operational and financial
performance in 2021, with strong positive
contributions group-wide, from the commercial
aircraft, helicopters and defence and spacebusinesses. This was the result of the successful
implementation of measures to contain costs andenhance competitiveness during the COVID crisisby the Airbus teams. Furthermore, Airbus
secured its place in the DAX 40 index in
September, allowing it to show the significance of
the Company, its product and services portfolio
and its people in Germany.

The Company is also preparing its workforce forthese challenges while actively recruiting thespecific competencies needed for the future.
Attracting and retaining talented and motivatedpeople is becoming increasingly demanding, thus
we reviewed the HR strategy with management,
preparing for key future competencies. These
include, but are not limited to, engineering anddigital skills in increasingly complex
administrative, product-related or customer facing
functions of the organisation. Airbus’ biggest
asset is its great people and it therefore strives tobe the most attractive place for them to workand grow.

Airbus’ first commercial priority in 2021 was tomanage the aircraft backlog and deliveries andsecure the A320 Family production ramp-up. In
the Board we discussed with management themeasures to ensure a robust industrial set-up andsupply chain, equipped for the challenges tocome. We approved the launch of an A350
freighter, responding to market demand byoffering a more efficient and capable aircraft in asector that’s vital for global trade. And we
discussed the status and the challenges as wellas promising perspectives for the A220
programme. As part of a regular strategic review
the Board considered the market outlook forcommercial aircraft and upcoming prospects in
the helicopter, defence and space markets.

The Board receives regular updates on the
Company’s sustainability priorities anddecarbonisation road-map. And we discuss these
intensely with management as we all share theconviction that Airbus must be leading the way insustainable aerospace within its ecosystem. All of
us are committed to further reducing theemissions of products and the industrial
environmental footprint. A key prerequisite toachieving this goal is the provision of increasedtransparency. After approving the disclosure of
Airbus commercial aircraft Scope 3 in-use
emissions for the 2020 non-financial reporting, for2021 the Board endorsed a new target for theCompany’s Scope 1 and 2 emissions within a
1.5 degree objective and “Net Zero 2030”.

Airbus / Annual Report – Overview 2021

Overview / Chairman’s message

Turning to the Board’s activities with physical or
virtual presence, the Annual General Meeting forshareholders took place in April 2021, in a hybrid
configuration with a small physical presence inAmsterdam to respect the COVID precautions.
Nonetheless, shareholders were provided with alivestream link to follow the event remotely anddelivered a high proxy vote. We thank you for yourcontinued strong commitment.

7

opportunity to sincerely thank Carlos for his very
valuable contributions to Airbus over the past six
years. Subject to the AGM’s approval, he would
be replaced as a non-executive director by Irene
Rummelhoff, a member of the Corporate
Executive Committee of an energy company,
Equinor. Her extensive expertise in the energy
sector, including in the field of energy transition
and renewables, would help the Company toachieve its long-term sustainability goals.

Physical Board meetings were possible in 2021,
including our regular strategy meeting in
September, this time at the Airbus Helicopterssite in Donauwoerth, Germany. In addition, anumber of virtual meetings or calls on specificmatters took place. The Audit Committee also
had an active year: among its many tasks it was
kept closely in the loop about changes to thefinancial outlook as the year progressed.

The COVID crisis and the absolute priority tomaintain liquidity and financial strength meant a
dividend wasn’t paid for the past two years. We
thank you for your understanding and continued
commitment. To reflect the progress made in
2021, we will propose to this year’s AGM thepayment of a gross dividend of € 1.50 per share.

The Remuneration, Nomination and GovernanceCommittee was actively involved in succession
planning and changes to the Executive
Committee that took effect in mid-year andprepared the Board for its respective decisions.
Airbus’ Chief Operating Officer (COO) Michael
Schoellhorn replaced Dirk Hoke as Chief
Executive Officer of Airbus Defence and Space,
while Alberto Gutiérrez became COO. Catherine
Jestin joined the Committee in a new role as
Executive Vice President Digital and Information
Management, in recognition of the rising strategic
importance of digital activities. Sabine Klauke
also joined the Committee, after being appointed
Chief Technical Officer.

It remains for me to express my gratitude to my
Board colleagues for their commitment and goodwork on the oversight and Governance of yourCompany. Furthermore, I would like to express a
big thank you to our great Airbus teams aroundthe world for their continued dedication and hardand successful work to deliver on the Company’s
objectives. On behalf of the Board, I would like toexpress our support and appreciation for the
management team that worked relentlessly andtook such effective action to manage the COVID
crisis and is now actively preparing for thechallenges ahead. With your support, dearshareholders and stakeholders, we will continue
to pursue our mission and deliver our targeted
results. Thank you again for your commitment
to Airbus.

In 2022, the Board mandates for Guillaume Faury,
Catherine Guillouard and Claudia Nemat comeup for renewal at the AGM, following the end of
their three-year terms. In one key change, Carlos
Tavares will step down to concentrate on his roleas Chief Executive Officer of the automotive
group Stellantis. I would like to take thisBoard of Directors
As of 31 December 2021

René Obermann
Chairman of theBoard of 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* Board mandate expires at end of 2022
AGM and is not seeking re-election.

Airbus / Annual Report – Overview 2021

Overview / CEO interview

8transport sector began its recovery, driven byincreasing demand for narrow-body aircraft. Our
Helicopters and Defence and Space activities
delivered really well, bolstering the company-wide
performance. Some exceptional order bookings
were achieved as well as major programme
launches that will be vital in the coming years.
All in all, the year was a real success, both interms of our own performance and also in ourjourney to prepare the future of aerospace,transforming our industrial capabilities andimplementing the roadmap for decarbonisation.
As a company we again showed our resilienceby adapting and performing in a complex andfast-changing environment. We also kept our
guiding principles of safety, quality, integrity,
compliance and security at the foundation of
our activities.

Guillaume Faury
Chief Executive Officer

Preparing our future
Dear Shareholders,
As we publish this review of 2021, the war
in Ukraine is a stark reminder that peace,democracy and freedom have been hardearned and need to be defended. Sanctions
not only hit Russia but also citizens andsociety in the countries applying them.
We are defending something priceless –our values. Prosperity and sustainability
can only thrive in a peaceful and stableworld and we need to foster the sovereign
capabilities that keep it that way. We, atAirbus, are contributing to these objectives
with our products and services and areworking with our customers, partners andsuppliers to manage the potential impactsof this crisis.
Yours, GuillaumeQ. How would you sum up the year
for Airbus?
I’d describe 2021 as a year of transition andrecovery and one where we made pivotal
progress in preparing our future. After an
extraordinary 2020, we focused on moving
beyond the pandemic as much as possible withlong-term competitiveness in mind. Thanks to the
exceptional efforts of the Airbus teams, wedelivered on our key operational and financial
targets and in some cases even overachieved,
while advancing with our strategic priorities.
We took profound actions to navigate the impactof the COVID-19 pandemic, always ensuring wewere well positioned to move forward again
quickly as the operating environment improved in
2021. In commercial aircraft, we secured neworders and increased deliveries as the air

Q. What were the operational andcommercial highlights?
I would first like to acknowledge the continued
close cooperation with our customers, suppliers
and partners that enabled us to perform as wellas we did. Together as an industry we learned toadapt to the changing COVID protocols over the
past two years while ensuring business
continuity. Again in 2021, our ‘e-delivery’ process
helped many customers to accept their aircraft.

from fleet growth towards the accelerated
retirement of older, less efficient aircraft. This iswhere our competitive product line already offers
operators significant efficiency gains.
We delivered 611 commercial aircraft, eightpercent more than the previous year andachieved our target. Included was the last everA380 which pioneered technologies that we stilluse on newer aircraft and we’ll continue tosupport the aircraft for many years to come.
Order intake included the first contracts for thefreighter version of the A350 that was launchedduring the year, providing a new and competitive
offer in this important segment to customers.
In Helicopters, we delivered a strong year interms of both orders and deliveries. Net orderintake increased by 54 percent year-on-year to
414 units, with France signing the importantdevelopment contract to launch the key‘Guépard’ programme based on the H160M
military version. Deliveries increased by
13 percent compared to 2020 and included
the first of the next-generation H160s.

In commercial aircraft, we started the ‘ramp-up’
again of our single-aisle production and provided
visibility for our suppliers on our plans for the
coming years. We also began the important
process of reorganising and streamlining ouraerostructures activities for increased futurecompetitiveness, setting us up for the next
generation of aircraft.
Even though passenger traffic will take some time
to return to pre-COVID levels, our latest market
forecast underpins the good fundamentals forcommercial aircraft demand over the next two
decades. Notably, we expect a progressive shift

Guillaume Faury pictured at theAirbus Summit 2021

Airbus / Annual Report – Overview 2021

Overview / CEO interview

Defence and Space had a successful year witha book-to-bill by value above one and somestand-out military aircraft orders such as export
business for the A400M and a large C295
contract from India. In Space, the first two
Airbus-built and operated Pléiades Neo satellites
were launched, offering improved Earthimaging capability.
The year highlighted how our defence activities,
be it in Defence, Space or Helicopters, are key tomany countries’ security and therefore to thestability and prosperity needed to tackle thechallenges of this century. Our space business isa key enabler of the connectivity of humankind,and allows us to monitor the health of our planet.
Every day, our helicopters save lives and connect
remote places.
Q. How were the financials and what’s theoutlook for 2022?
The overall earnings reflected the strong
operational performance as well as thestrict control of costs and our focus oncompetitiveness.
I’m pleased that our three main business lines all
contributed positively to the Company’s overall
growth in underlying profitability, or EBIT
Adjusted. We ended the year with EBIT Adjustedof € 4.9 billion, up sharply from 2020 while ourfree cash flow before M&A and customer
financing improved significantly to € 3.5 billion.
As we enter 2022, the pandemic is still with us
but we have largely learnt to live with it. We aim to
make further progress and will focus on deliveringon our operational objectives for the year. We
plan to accelerate the A320 production ramp-up
and secure milestones on key programmes suchas the Future Combat Air System and Eurodronethat will be critical for Europe’s future strategic
autonomy, while driving competitiveness andtransformation throughout our businesses.

9

Q. How is the Company adapting
for the longer-term?
We are facing real disruptions in thefields of automation, digitalisation anddecarbonisation and are transforming thebusiness, pioneering in our current activities
and learning and exploring new ones.
This also means ensuring that we havethe necessary skills among our present
and future employees.
The decarbonisation of aviation will require
technological and societal change at a scaleand speed probably never seen before. As
we highlighted at the Airbus Summit in 2021,
it will need large-scale investment andinnovation across the entire ecosystem,
unprecedented partnership, collaborationand decisive action. We support the airtransport industry’s climate goal of achieving
net-zero carbon emissions by 2050 and are
now committed to a bolder 2030 target to
reduce our industrial, or Scope 1 and
2, emissions.
Even though Airbus’ product range alreadyoffers significant efficiency improvements,
we’re striving to further reduce the overall
environmental impact of our aircraft,including with the greater use of Sustainable
Aviation Fuel. We have also defined clear
goals to launch the next generation ofcommercial aircraft that will be significantly
different from those of today. They will bedecarbonised, but also digitally enabled,
connected, and cyber-protected.
Our strategy, which we detail in this year’s
annual report, is driven by the Airbus
purpose of pioneering sustainableaerospace for a safe and united world. We
will ensure our aircraft, helicopters, systems
and satellites continue connecting andprotecting people while bringing prosperity
to tackle wide-scale societal challenges.

6
2

4

9

7

12

11

3

1

10

8

5

Executive Committee
As of 31 December 2021

1.	Guillaume Faury
Chief Executive Officer

6.	John Harrison
	General Counsel

2.	Dominik Asam
Chief Financial Officer

7.	Catherine Jestin	Executive Vice President
Digital and Information
Management

3.	Thierry Baril	Chief Human Resources Officer

10.	Philippe Mhun	Executive Vice President
Programmes and Services

4.	Bruno Even	Chief Executive Officer
Airbus Helicopters

8.	Julie Kitcher	Executive Vice President
Communications andCorporate Affairs

5.	Alberto Gutiérrez
	Chief Operating Officer

9.	Sabine Klauke	Chief Technical Officer

11.	Christian Scherer	Chief Commercial Officer
and Head of Airbus
International
12.	Michael Schoellhorn
	Chief Executive Officer
Airbus Defence and SpaceThe overall earnings reflected thestrong operational performance as wellas the strict control of costs and our
focus on competitiveness.”
Guillaume Faury

Airbus / Annual Report – Overview 2021

Overview / Strategy

10

The Airbus Strategy is based on four strategic
priorities that will enable the Company to deliveron its purpose. These strategic priorities focus on
geopolitics, sovereignty, resilience and sustainability.
Priority 1:

Priority 2:

Grow Airbus as an aerospaceand defence leader

Leverage European roots topursue global reach

The Company’s ability to grow in the future will be earned
through continuous innovation, both in and around its current
portfolio as well as when preparing the future generation of
products and related services.

Over 50 years, the Company has grown from its Europeanroots to become the most diverse and international aerospaceand defence company. This is a key strength when addressing
global markets.

Priority 3:

Priority 4:

Increase capacity to invest for
the future

Lead the transformation of theaerospace industry

The COVID-19 pandemic was the deepest crisis in the
Company’s history, forcing it to focus on cash containment
in the short term. The right combination of growth, profitability
and resilience will be vital to its long-term competitiveness.

Meaningful reductions in carbon emissions are within reach.
Airbus SE will lead the decarbonisation of the aerospace sector
while meeting emerging international Environmental, Socialand Governance standards.

A strategy to deliver
our purpose
Airbus / Annual Report – Overview 2021

Overview / Strategy

11

Priority 2:

Leverage European roots to pursue
global reachGlobal reach through local actions – Over 50 years, Airbus
SE has grown from being a cooperation of national aerospacecompanies, in four European countries, to a global leader incommercial aerospace with a strong foothold in helicopters,
defence, space and security. No aerospace and defence
company is more culturally and humanly diverse. The diversityof employees and customer base are a key strength inaddressing global markets.
Aerospace and defence is a sovereign industry – All nations
need a certain level of strategic autonomy and Airbus SE products
and services help nations protect freedom, peace and security.
Strongly rooted in all key national markets in Europe, the Company
will continue to deliver on national needs while acting as a catalyst
for broader European sovereignty requirements.

The Company has built a
global industrial presence

Priority 1:

Grow Airbus as an aerospace and defence leader
Keep current portfolio young and competitive – The Company’s success isstrongly linked to capitalising on the current commercial aircraft portfolio throughincremental improvements and new products. Similarly, the helicopter portfolio is
expanding through military versions of commercial products while Eurofighter
continues to benefit from intelligent upgrades.

Incremental
improvements
have kept theportfolio
competitive

Pioneering for the next generation – The Company aims to set the standards
by maturing the technologies and new energy sources needed for sustainableaviation. This will benefit the environment and society at large, while delivering
products that are attractive and efficient for customers as well as remaining
viable and feasible for Airbus SE.
Build advantages through a broad span within aerospace and defence– The COVID-19 crisis and geopolitical uncertainties demonstrate the importanceof building leadership based on commercial aircraft, helicopters, defence, space,and related services.
Expand as a leader towards new territories – Major growth drivers will
include the provision of zero-emission solutions in commercial aviation; capturing
growth in new VTOL and UAM markets for helicopters; and integrating aircraft,
unmanned systems and space assets within the cloud for defence markets.

Airbus / Annual Report – Overview 2021

Overview / Strategy

12

Priority 3:

Increase capacity to invest for the future
Right combination of growth, profitability and resilience – The
Company is committed to ensuring that its key sectors continue todeliver consistently by building resilience through having sufficient
funds available to withstand shocks; through close cooperation
with stakeholders to ensure the overall travel value chain survives;
through seamless coordination along the supply chain to rapidly
detect potential issues; through reinforcement of the balance sheet
to continue investing in future competitiveness; and through astrong portfolio both in commercial and defence.
Protecting investments important for the longer-term – Beingat the forefront of innovation and a leader in the global market is a
key way to remain attractive to employees, customers, partners,
investors, and society at large. Having successfully increased
revenues and profit in the years before the COVID-19 crisis,continuous improvement is essential to further support theCompany’s resilience and prepare for future investments. The
Company is uniquely positioned to pioneer the industry, deepen
relations with its customers, expand its role in defence, spaceand helicopters, while delivering shareholder value in line withmarket expectations.

Protecting the ability toinvest for the future is vital

Priority 4:

Lead the transformation of theaerospace industry

Airbus aims to develop
zero-emission commercial
aircraftLead the journey towards clean aerospace – Decarbonising air
travel is the most crucial challenge for commercial aviation. Airbus
will optimise the environmental performance of its current fleet while
exploring the technology and energy pathways necessary forzero-emission aviation. Airbus will shift its legacy R&D power to thenext generation – faster, more industrial, more digital – ultimately
allowing the Company’s ambition to develop a climate-neutral aircraft
to enter into commercial service by 2035. At the same time, Airbus SE
will reduce its industrial environmental footprint at sites worldwide
and throughout its supply chain, minimising energy and CO2 usage,
limiting water consumption and emissions, and reducing waste.
Meet emerging global Environmental, Social andGovernance expectations – Social sustainability and good
governance are integral elements in managing the Company’s
vision for a sustainable future. Airbus SE’s business is deeply
connected with ESG objectives through various international
standards, frameworks and initiatives. The Company iscommitted to sustainable, responsible and ethical businesspractices, and maintaining the strictest legal standards.

 or further information onFstrategy see the Universal
Registration Document.

Airbus / Annual Report – Overview 2021

Overview / Sustainability

13

Prioritisingsustainability
Sustainability is at the core of Airbus SE’s
strategy and operations, as stated in its
purpose: “We pioneer sustainableaerospace for a safe and united world”.
The Company aims to lead the way in the
decarbonisation of aerospace, to uniteand safeguard the citizens of the world,and continually expand human knowledgeof the universe, from Earth observation to
space exploration.

The highlights of progress made in 2021 acrossthe priority commitments follow:
1 – Lead the journey towards
clean aerospace

Above all, Airbus SE has four priority sustainability
commitments that are in line with the United
Nations’ Sustainable Development Goals (SDGs)
and guide its businesses when contributing tosociety. They are in the areas of clean aerospace;safety and quality; human rights and inclusion;and business integrity.
Over the past few years, these commitments
have become central to the Company’s strategy
and top priorities. 2021’s activities showed how
they are increasingly important both within
ongoing activities and research and development.
This was illustrated by the Airbus Summit inToulouse, focusing on sustainable aerospace,which brought together people from across theindustry and others with a specific goal: to foster
deeper cooperation and collaboration.

Commitment to the UN SDGs
The Company continues to support the United Nations’ Sustainable Development Goals (SDGs)
by acting responsibly, leading sustainable innovation and partnering with stakeholders to set thestandards in aerospace and defence.
Quality education
Ensure inclusive and equitable quality
education and promote lifelong learning
opportunities for all.

Responsible consumption and production
Ensure sustainable consumption andproduction patterns.

Gender equality
Achieve gender equality and empower
all women and girls.

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

Decent work and economic growth
Promote sustained, inclusive and sustainableeconomic growth, full and productive
employment and decent work for all.

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.

Industry, innovation, and infrastructure
Build resilient infrastructure, promote inclusive
and sustainable industrialisation andfoster innovation.

Partnerships for the goals
Strengthen the means of implementation
and revitalise the global partnership forsustainable development.

The Company has set key environmental
ambitions to support the journey to clean
aerospace. These involve: leading thedecarbonisation of the aerospace sector with an
aim to bring the first zero-emission commercial
aircraft to market by 2035; reducing theenvironmental impact at its sites worldwide andin the supply chain; developing a more circularmodel from design to end of life, leveraging
eco-design and digitalisation; and enhancing
the current product and services portfolio tocontribute positively to climate change mitigation
and adaptation.
Specifically, the roadmap to reducing emissions
includes renewing current fleets with the bestin class aircraft, investing in technologies forzero-emission aircraft and smart Air Traffic
Management (ATM) solutions, and developing
and deploying Sustainable Aviation Fuel (SAF).
In 2021, the Company continued to evaluate andmature hydrogen technologies that could powera zero-emission aircraft by 2035. DedicatedZero-Emission Development Centres were
established in Germany, France and Spain, andpartnerships were announced to promote the useof hydrogen at airports. Turning to SAF, all Airbus
commercial aircraft and helicopters are alreadycertified to fly with a blend of up to 50% SAF. The
Company’s ambition is to certify 100% SAF use
for its commercial aircraft and helicopters by
2030 and thereby significantly reduce lifecycle
CO2 emissions. In 2021, an A350, an A319neo
and an H225 helicopter each flew with 100% SAF
in one of their respective engines.

To provide greater transparency, in its 2020
non-financing reporting the Company began
disclosing Scope 3 ‘in-use’ emissions generated
by its commercial aircraft and this was extended
to civil helicopters and to upstream emissions of
its supply chain as part of the 2021 non-financial
reporting. Bolder targets have now been set for
the Company’s industrial emissions with a new
objective to reduce direct (Scope 1) and indirect(Scope 2) emissions by 63% by 2030 compared
to a 2015 base line and within a 1.5°C pathway andto neutralise residual emissions using permanent
carbon removal solutions. Also targeted is a 20%
reduction in energy consumption, a 20% reduction
in waste produced and a zero percent increase involatile organic compound air emissions.
The Company’s defined top 2021 objectives fora 3% year-on-year reduction in industrial CO2
emissions and a 5% cut in purchased water were
surpassed. For 2022, a 5% reduction in CO2
compared to 2021 is targeted, in line with its
2030 roadmap.
2 – Build our business on the foundationof safety and quality

Safety and quality are guiding principles for theCompany and central to its activities. Within this,the health and safety of employees is a top priority
and there is a continued focus on ensuring astrong safety culture. Importantly, the Company
acts to promote safety through initiatives such as
the ‘PeopleSafety@Work’ project in the Airbus
commercial aircraft business and the ‘WECare’campaign at Airbus Defence and Space. In
addition there is the ‘Safe Together’ initiative at
Airbus Helicopters. Virtual classes are usedwidely for health and safety training and were
further developed in 2021 to cover statutory
training in areas such as first aid. Despite thechallenging environment of the pandemic, morethan 128,795 hours of health and safety training
were delivered to 28,144 employees between
October 2020 and September 2021.

Airbus / Annual Report – Overview 2021

Overview / Sustainability

14

3 – Respect human rights and foster inclusion

The Company is committed to upholding humanrights principles and standards, and makes efforts
to continually improve inclusion in its various forms.
During 2021, the Company worked to consolidate
commitments to human rights standards andprinciples as well as expectations in this respect intoa specific internal human rights policy. During theyear a number of employees undertook dedicatedtraining sessions to raise their awareness of humanrights. Turning to inclusion and diversity, Airbus SE
has long been a champion of diversity. For instance,
it has a target to increase the percentage of external
female hires and also promotes unconscious bias
training for employees.

Active year for Airbus Foundation
The Airbus Foundation continued to support partners in COVID-19 anddisaster response by coordinating humanitarian aid flights to Ivory Coast,
Uganda and Nepal. Helicopter flight hours were chartered in Chile andPapua New Guinea to support communities impacted by COVID-19 and in
Haiti to conduct aerial assessment following an earthquake. The Foundation
also responded to satellite imagery requests from partners for disaster
assessment and response plans. The Airbus Foundation Discovery Space
digital platform was enriched with new educational videos and activities.

The Airbus Summit: pioneering sustainable aerospace
Airbus SE brought together leading figures from across aerospace andbeyond to debate the industry’s sustainability challenges. They discussed
the unparalleled cooperation that will be required across industry,
government, airlines, airports, energy companies and civil society. Key
players from the energy and airport industries discussed how theirecosystems must develop to allow greater use of SAF and deploy hydrogen
infrastructure. The increasing role of space-based systems in detecting
climatic and environmental change was acknowledged.

New technologies for Flightlab, CityAirbus NextGen
Airbus Helicopters started test flights aboard Flightlab, a platform-agnostic
flying laboratory designed to mature new technologies. These include hybrid
and electric propulsion, as well as technologies for autonomous flight, soundreduction, improvements to maintenance and flight safety. These
technologies could later equip the current helicopter range and even future
fixed-wing or eVTOL platforms. At the Airbus Summit, plans for the
CityAirbus NextGen all-electric flying vehicle designed for the Urban Air
Mobility market were revealed.

Sharing skies to cut CO 2 emissions
Airbus performed the first long-haul demonstration of more efficient
formation flight in general air traffic regulated transatlantic airspace, with two
test A350 aircraft flying three kilometres apart from Toulouse to Montreal.
Over 6 tonnes of CO2 emissions were saved, confirming the potential for
more than a 5% fuel saving on long-haul flights as part of the fello’fly
demonstrator project. Flight control systems developed by Airbus position
the follower aircraft safely in the wake updraft of the lead aircraft, allowing it
to reduce engine thrust and fuel consumption.

4 – Exemplify business integrity

As in previous years, Ethics and Compliance (E&C)
was a top priority in 2021. A dedicated E&C
programme seeks to ensure business practices
conform to applicable laws, regulations and ethicalbusiness principles while reinforcing a culture of
integrity and ‘speaking up’. To adapt to thecontinually evolving regulations and promote thisculture, there is a sharp focus on awareness training.
All employees are required to undergo a minimum
amount of compliance training via e-learning.
Between 1 October 2020 and 30 September 2021,
employees followed 284,774 E&C e-learning
sessions, including on bribery, corruption and export
control. Furthermore, 5,050 employees attended live
classroom training on different E&C topics, most ofwhich was delivered virtually due to the pandemic.
More details on the Company’s approach to sustainability
can be found in the Non-Financial Information sectionof the Universal Registration Document.

Airbus / Annual Report – Overview 2021

Overview / Airbus SE at a glance

Airbus
Key achievements 2021
• Deliveries rise 8% to 611 aircraft• Strong increase in order intake• A350F launched, orders received• Decarbonisation initiatives progress

15

Commercial aircraft deliveries andorder intake increased, with earnings
improving significantly. The year
included numerous operational,
product and sustainability milestones.
Gross orders increased to 771 commercial
aircraft (2020: 383 aircraft) with net orders
rising to 507 aircraft (2020: 268 aircraft). At
year-end, the total order backlog stood at
7,082 commercial aircraft across all productranges compared to 7,184 at the end of 2020.
A total of 611 commercial aircraft weredelivered (2020: 566 aircraft) to 88 customers.
By aircraft type, deliveries comprised 50 A220
Family, 483 A320 Family, 18 A3301 Family,
55 A350 Family and 5 A380s.

Revenues increased by 6% to € 36,164 million(2020: € 34,250 million), mainly reflecting thehigher deliveries compared to 2020. EBIT
Adjusted increased significantly to € 3,570 million(2020: € 618 million), mainly driven by the delivery
performance and efforts on cost containmentand competitiveness. The 2020 EBIT Adjusted
included significant charges due to impairment
and write-offs triggered by COVID-19.
Operational developments
After production rates were reduced significantly
in 2020 due to the COVID-19 crisis, the A320
Family ramp-up resumed in 2021 as the industry
began its recovery. Around a quarter ofcommercial aircraft in 2021 were delivered using
the ‘e-delivery’ process, which allows customers
to receive their aircraft with minimal need for theirteams to travel.
As the A321 started to dominate the A320 Familyorder book, Airbus announced its plan to enable
all of its Final Assembly Line (FAL) locations todeliver A321 aircraft in the future. This entails the
upgrading of the FAL in Tianjin, China, as well as

Deliveries (units)

the transformation of the former A380 FAL in
Toulouse into a digitally enabled A320/A321 FAL,
replacing a current A320-only line. The widebody
aircraft completion and delivery centre in Tianjin,
China delivered its first A350 while the final
double-decker A380 was delivered from
Hamburg. The new A350F freighter was launchedand secured its first orders and commitments.
With a maximum payload of 109 tonnes, theaircraft is the only new generation large freighter,ready for upcoming enhanced ICAO emissions
standards. Further progress was made on
the single-aisle A321XLR programme, withthe first development aircraft undergoing
final assembly.
Various initiatives were performed as part of theCompany’s ambition to lead the decarbonisationof the aerospace sector. These included test
flights using Sustainable Aviation Fuel (SAF) anda transatlantic demonstration flight featuring
two A350s flying in formation to reduce fuelconsumption and emissions.
1 Two A330s delivered on operating lease.

Net order intake (units)

611

507

Revenues (€ million)

EBIT Adjusted (€ million)(2020: 566)

36,164(2020: 34,250)

External revenues by activity
6%(2020: 268)

3,570
(2020: 618)

94%
Platforms
Services

Airbus / Annual Report – Overview 2021

Overview / Airbus SE at a glance

AirbusHelicopters
Key achievements 2021
• Deliveries rise 13% to 338 units• First H160 delivered• Book-to-bill ratio well above 1• Progress on decarbonisation roadmap

16

The Division reported higher deliveries
and an improvement in both revenues
and earnings. It also made progresswith new programmes, new services,
product improvements anddecarbonisation projects.
Airbus Helicopters recorded 414 net orders in
2021 (2020: 268 units) with a book-to-bill ratio
well above 1 both in units and in value. Orders
in 2021 included 10 helicopters of the Super
Puma Family and 52 H160s. The latterincluded the first batch of military H160M
versions for the French armed forces following
the launch of the innovative Joint Light
Helicopter programme. In the fourth quarter,an order was recorded for 36 H135s from the
Spanish Ministries of Defence and Interior.

Total deliveries increased to 338 units (2020:
300 units) with the Division retaining its leading
position in the civil and parapublic market. The
first ever H160 was delivered to a customer inJapan with other notable deliveries including thefirst H225M for Singapore, the first H225M in anaval combat configuration for Brazil and thefirst retrofit five-bladed H145.
Revenues increased by 4% to € 6,509 (2020:€ 6,251 million), reflecting growth in services
and higher deliveries. EBIT Adjusted increasedto € 535 million (2020: € 471 million), mainly
driven by support and services and programme
execution. The EBIT Adjusted margin increased
to 8.2% from 7.5% in 2020.
Innovation and product improvement
2021 saw continued progress in innovation andproduct improvement. The H125 performanceincrease was certified by European and US
authorities, offering operators a 10% power
upgrade by making full use of the available powerof the existing engine. The VSR700 unmanned

aerial system began its flight envelope
expansion ahead of sea trials in 2022.
Steps were taken as part of the Company’s
decarbonisation roadmap. The helicopter
Flightlab started flight testing newtechnologies, including an engine back-up
system which not only aims to deliver safety
improvements but is also a first step on theroad to hybridisation. In order to drive thedeployment of biofuels, a Sustainable Aviation
Fuel (SAF) User Group was launched
dedicated to the rotary-wing community. SAF
started to be used for training and test flights
at French and German sites while an H225
flew with one engine powered by 100% SAF
at the end of the year.
In the frame of its Urban Air Mobility initiative,
the Company unveiled CityAirbus NextGen at
the Airbus Summit. The fully electric Vertical
Take-off and Landing vehicle (eVTOL) is
designed to deliver zero‑emission flight inurban environments.

External revenues by activity

44%

Deliveries (units)

56%
Platforms
Services

338(2020: 300)

Revenues (€ million)

6,509(2020: 6,251)

Net order intake (units)414(2020: 268)

EBIT Adjusted (€ million)

535(2020: 471)

Airbus / Annual Report – Overview 2021

Overview / Airbus SE at a glance

AirbusDefenceand Space

17

Order book (€ million)

36,131(2020: 33,505)

Revenues (€ million)

10,186(2020: 10,446)

Net order intake (€ million)

13,656(2020: 11,862)

EBIT Adjusted (€ million)

696(2020: 660)

Key achievements 2021
• Book-to-bill ratio by value of 1.3• A400M finds export success• Pléiades Neo enters service• Important Eurofighter and C295 contracts

The Division contributed positively to
the Company’s overall performance,
reporting higher earnings and stronger
order intake. The year included a numberof important contract wins andprogramme milestones.

Revenues declined 2% to € 10,186 million (2020:€ 10,446 million), mainly driven by Military Aircraft
and partially offset by Space Systems. Underlying
profitability, or EBIT Adjusted, increased to€ 696 million (2020: € 660 million), reflecting
continued cost containment.

Airbus Defence and Space’s net order intakerose by 15% to € 13,656 million (2020: € 11,862
million), corresponding to a book-to-bill ratio ofaround 1.3. The performance included keyorders in the Military Aircraft business such as:
in-service support contracts for the German
and Spanish Eurofighter fleets; an order for 56
C295s to replace the Indian Air Force’s legacy
fleet; A330 MRTT orders from the United ArabEmirates and Spain; and an export contractfrom Kazakhstan for two A400Ms. In Space
Systems, contracts included the design andmanufacture of six Galileo second generation
navigation satellites along with the constructionof three more European Service Modules for
the Orion spacecraft.

A total of eight A400M military airlifters weredelivered during the year. Ten spacecraft werelaunched, including the first two Pléiades Neo
high-resolution earth observation satellites thatform part of a constellation built and operated by
Airbus Defence and Space. The OneWeb
telecommunication satellite constellation
deployment reached 394 satellites, while in late
2021 the James Webb space telescope waslaunched with the Airbus-built NIRSpec
instrument onboard.
Sustainability & new programmes
Airbus Defence and Space continued its focus on
future programmes and new technologies while
addressing the Company’s sustainability priorities.

Trials took place with the Zephyr Solar High Altitude
Platform System to show how the solar-powered
aircraft can fill a capability gap complementary
to satellites, unmanned and manned aircraft toprovide persistent local satellite-like services.
Work continued on reducing the emissions ofdefence products and solutions, including using a
C295 platform to develop and demonstrate newsustainable technologies as part of the European
Clean Sky 2 programme. Showing the importanceof the space business in protecting the Earth, 20of the Company’s satellites are currently involvedin climate change monitoring with an additional 20
in development. The Division’s European defence
customers played a vital role in rescuing people
and providing humanitarian relief in response tonatural disasters like hurricanes, storms, floods
and earthquakes. They relied on Airbus Defence
and Space’s wide range of advanced equipment
including satellite technology and militarytransport aircraft such as the A400M.
The Division also focused on taking forward new
defence programmes that will be crucial for
Europe’s strategic autonomy in coming
decades such as the Future Combat Air System
and Eurodrone.

External revenues by activity
35%

65%

Platforms
Services

Airbus / Annual Report – Overview 2021

Overview / CFO interview

18

Q. What were the main drivers of thefinancial performance?
If we look firstly at group-wide revenues, theseincreased by 4% year-on-year to € 52.1 billion
largely due to the increased commercial aircraft
deliveries, but this positive effect was partially
offset by a weaker USD exchange rate. Our
underlying profitability, or EBIT Adjusted, rose to€ 4.9 billion from € 1.7 billion a year earlier withthe 2020 figure including significant charges
due to impairments and write-offs triggered by
COVID-19. The strong year-on-year improvement
was mainly driven by the commercial aircraft
delivery performance as well as our efforts on
cost containment and competitiveness. It also
reflects a reduction of risk exposure whichallowed us to release some provisions, inparticular after reviewing the COVID-19 related
charges. This had a positive impact on EBIT
Adjusted, mainly in the second half of the year.
The Helicopters and Defence and Space Divisions
made an important positive contribution to theCompany’s overall performance. Helicoptersregistered a 14% increase in EBIT Adjusted,mainly driven by support and services,
programme execution as well as the focus on
costs. As a result, the Division’s EBIT Adjusted
profit margin increased to 8.2% from 7.5% in
2020. Turning to Defence and Space, its EBIT
Adjusted rose about 5% reflecting the continuationof cost containment while revenues declined
slightly, mainly driven by its Military Aircraft
unit and partially offset by Space Systems.

Dominik Asam
Chief Financial Officer

Deliveringonobjectives
Dominik Asam explains the key drivers
behind the much improved financial
performance in 2021, including profitability
and free cash flow.

Q. As CFO, what were your key
takeaways from 2021?
We delivered a vastly improved set of full-year
results thanks largely to the strong group-wide
operational performance. In the commercial
aircraft business, this included restarting theA320 Family ramp-up as planned in close
coordination with our partners in the supply
chain. In 2021, we had to ensure the Company
was capable of managing the switch back torecovery and growth mode.

In 2021, we had to ensure
the Company was capableof managing the switch
back to recovery andgrowth mode.”

Overall, the 2021 financials reflected thehigher level of commercial aircraft deliveries,
the good performance of the Helicopters andDefence and Space Divisions and last but notleast our cost containment and efforts oncompetitiveness. Importantly, we deliveredon our 2021 guidance for earnings, cash
and aircraft deliveries.

The single-aisle production
ramp-up resumed in 2021

Airbus / Annual Report – Overview 2021

Overview / CFO interview

Revenues (€ million)

19

Reported earnings per share1 (€)

52,149

5.36

EBIT Adjusted (€ million)

Free cash flow before M&A andcustomer financing (€ million)(2020: 49,912)

4,865(2020: 1,706)

EBIT Reported (€ million)(2020 loss per share: -1.45)

3,515(2020: -6,935)

5,342(2020: -510)

Once we include net positive Adjustments
totalling about € 0.5 billion, the Company’s
reported EBIT improved to a positive € 5.3 billion
compared to € -0.5 billion in 2020. Included in
2021 were positive adjustments related to theA380 programme, payments to suppliers, gains
from a disposal as well as a provision release
related to the restructuring plan and a charge
booked on the A400M.
Looking at the bottom line, we ended theyear with a record net income of € 4.2 billion,
compared to a net loss of € -1.1 billion in 2020,
which brought our reported earnings per shareto € 5.36.
Q. Could you explain the improved cash
performance?
We recorded a marked improvement in free cash
flow before M&A and customer financing to € 3.5
billion, which in addition to the aforementioned
drivers of profitability reflected a decrease inworking capital. It’s also worth remembering
the equivalent 2020 figure of € -6.9 billion
included the € -3.6 billion compliance-related
penalty payments.

All in all, we saw
a strong financial
performance in 2021.”

Gross cash flow from operations of € 4.1 billion
mainly reflected the improved EBIT Adjusted.
Our working capital decreased by € 1.0 billion,
mainly due to the reduction in inventory including
the last deliveries of A380s during the year.
Capital expenditures increased slightly yearon-year to around € 1.9 billion.

Importantly for our investors and shareholders,
the stronger net cash position and the record
net income underpin the Board’s proposal toreintroduce dividend payments going forward.
All in all, we saw a strong financial performancein 2021. While we were still managing our costsin crisis mode in the first half and benefited fromprovision releases, mainly in the second half, we
progressively resumed activities to prepare
our future.
Q. Finally, how significant was Airbus’
inclusion in the DAX 40 index?
We very much welcome the decision of Deutsche
Börse to include us in the new DAX 40 index asof last September, having previously been amember of the MDAX. As a company we havealways been strongly rooted in Germany both interms of our industrial value creation as well as
employment across numerous sites.
Becoming part of Germany’s blue chip stock
market index reflects our steady improvement in
performance over the past decade, including theincrease in market capitalisation. It should also
increase our visibility in the country and give
testimony to the strategic importance and scaleof our German activities. We are happy to havemet all the criteria required that allowed us tomove to this new benchmark index.

We ended 2021 with a strengthened net cash
position of € 7.6 billion, up from € 4.3 billion a year
earlier. Our liquidity position remained solid,
standing at € 28.7 billion at the end of December
2021. As we go forward, we intend to continue
with an active approach when it comes tomanaging our liquidity as we strive to maintainour robust credit rating.

1 FY2021 average number of shares:
785,326,074 compared to783,178,191 in FY2020.

Airbus / Annual Report – Overview 2021

Overview / Share information

20

Share price evolution

Share
information

2019

2020

2021

170%
160%
150%
140%
130%
120%
110%
100%
90%
80%
70%
60%
50%
Dec
2019

Dec
2018
AirbusShareholding structure
As of 31 December 2021
4%Annual General Meeting:

12 April 2022
Investor Relations andFinancial Communication
E-mail: ir@airbus.com
Website: www.airbus.com

11%
11%

74%

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

Eurostoxx 600 Index

CAC 40 Index

In 2021, the Airbus SE share price increased
throughout the year to close up 25% at € 112.36.
After opening at € 92.84 in January, the shareprice started the year in positive territory andbenefited, as for other aerospace and defence
stocks, from the recovery of value stocks severely
impacted by the COVID-19 crisis. The Airbus SE
share price was further supported by strong
Q4 2020 results and by optimism regarding
fewer travel restrictions.
While global equity markets were volatilethroughout Q2 2021, due to concern aroundinflation and the pace of economic recovery,
Airbus SE’s share price reacted positively tothe production plans update on 27 May where
it soared +11%.

Dec
2020

Dec
2021

MSCI World Aerospace & Defence Index

SE’s share price was, however, supported by
updated 2021 guidance, announced at the endof July, and reached its highest closing point for
2021 at € 118.00 on the 1st of September.
Volatility persisted throughout Q4, as the new
COVID-19 Omicron variant emerged in November.
This new variant raised fears of new lockdowns,
which were progressively offset by positive news
about vaccine efficiency as well as Omicron
causing milder symptoms than previous variants.
With a 2021 performance of +25%, Airbus SE
shares outperformed the Eurostoxx 600 (+22%)
and the DAX 40 (+16%), as well as the aerospaceand defence sector (MSCI World Aerospace& Defence +9%) but underperformed the
CAC 40 (+29%).

In Q3, markets remained volatile amid fears of
prolonged inflation, central banks’ signals thatthey would start reducing bond repurchases andthe emergence of supply chain strains. Airbus

Airbus / Annual Report – Overview 2021

Safe Harbour Statement:This document includes forward-looking
statements. Words such as “anticipates”,“believes”, “estimates”, “expects”, “intends”,“plans”, “projects”, “may” and similar expressions
are used to identify these forward-looking
statements. Examples of forward-looking
statements include statements made about
strategy, ramp-up and delivery schedules,
introduction of new products and services andmarket expectations, as well as statements
regarding future performance and outlook. By theirnature, forward-looking statements involve risk anduncertainty because they relate to future eventsand circumstances and there are many factorsthat could cause actual results and developments
to differ materially from those expressed or impliedby these forward-looking statements.
These factors include but are not limited to:
•

•

•

•

•

•

•
•
•

Changes in general economic, political ormarket conditions, including the cyclicalnature of some of Airbus’ businesses;
Significant disruptions in air travel (including
as a result of the spread of disease or
terrorist attacks);
Currency exchange rate fluctuations, inparticular between the Euro and the
U.S. dollar;
The successful execution of internal
performance plans, including cost reduction
and productivity efforts;
Product performance risks, as well as
programme development andmanagement risks;
Customer, supplier and subcontractor
performance or contract negotiations,
including financing issues;Competition and consolidation in theaerospace and defence industry;
Significant collective bargaining
labour disputes;
The outcome of political and legal
processes, including the availability of
government financing for certain
programmes and the size of defence andspace procurement budgets;

•
•
•

•

•

Research and development costs inconnection with new products;
Legal, financial and governmental risks
related to international transactions;
Legal and investigatory proceedings andother economic, political and technologicalrisks and uncertainties;
Changes in societal expectations andregulatory requirements aboutclimate change;
The full impact of the COVID-19 pandemic
and the resulting health and economic crisis.

As a result, Airbus SE’s actual results may differ
materially from the plans, goals and expectations
set forth in such forward-looking statements. For
more information about the impact of the
COVID-19 pandemic, see Note 2 “Impact of the
COVID-19 pandemic” of the Notes to the Airbus
SE IFRS Consolidated Financial Statements 2021.
For more information about factors that could
cause future results to differ from such forwardlooking statements, see Airbus SE’s annual
reports, including its Universal Registration
Document and the most recent Risk Factors.
Any forward-looking statement contained in thisdocument speaks as of the date of thisdocument. Airbus SE undertakes no obligation to
publicly revise or update any forward-looking
statements in light of new information, future
events or otherwise.
Rounding
Due to rounding, numbers presented may not
add up precisely to the totals provided andpercentages may not precisely reflect theabsolute figures.

Image credits
Cover ©Airbus Helicopters 2014
Anthony Pecchi
p. 2 ©Airbus SAS 2021 Christian Otto, ©Luc
Alary – CRC IFRC
p. 3 ©Airbus SAS 2021 Luce Borrel, ©Airbus
SAS 2021 Pascal Pigeyre/Master Films,©Airbus SAS 2021 Thierry Rostang, ©Airbus
SAS 2021 Computer rendering by
FIXION – GWLNSOD
p. 4 ©Airbus SAS 2021, ©Airbus SAS 2021
Stefan Kruijer, ©Airbus SAS 2015 Jérome
Deulin, ©Airbus SAS 2021 JeanVincent Reymondon
p. 5 ©Airbus SAS 2021 Alexandre
Doumenjou/Master Films, ©Airbus SAS 2020
Eric Razp. 6 ©Airbus
p. 7 René Obermann, Victor Chu, Jean-Pierre
Clamadieu, Ralph D. Cosby Jr, Lord Paul
Drayson, Carlos Tavares ©Airbus 2019,
Alexandre Doumenjou/Master Films, GuillaumeFaury ©Airbus 2018 C. Guibbaud
p. 8 ©Airbus 2019 Hervé Goussé/Master
Films, ©Airbus SAS 2021 Jean-Vincent
Reymondon
p. 9 ©Airbus SAS 2021 Hervé Goussé/
Master Films
p. 10 © aapsky
p. 11 ©Airbus SAS 2021 Stefan Kruijer,©Airbus SAS 2021/airwind.com
p. 12 ©Airbus SAS 2020 computer aided
image – IIVS, ©Airbus SAS 2021 FrankThomas Koch
p. 14 ©Airbus, ©Airbus 2021 Alexandre
Doumenjou/Master Films (photographer) and©Airbus SAS 2021 Pascal Bedrthouze (drone
pilot), © 2021 Production Autrement Dit,
©Airbus SAS 2021 Sylvain Ramadierp. 15 ©Airbus SAS 2016 Hsin Ju HSU –rendering by Fixion – photo by dreamstime– MMS
p. 16 ©Airbus Helicopters 2019 Eric RAZ/
Imagin’R
p. 17 ©Airbus SAS 2017p. 18 ©Airbus 2019 – photo by teamphoto
MARQUARD, ©Airbus SAS 2015
Christian Brinkmann
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Contact Airbus at:
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