AIRBUS - 2020 Universal Registration Document

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 nature of its businesses, any statements with respect to the Company’s competitive position set out in paragraphs 1.1.1 through 1.1.5 below have been based on the Company’s internal information sources, unless another source has been specified below.

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 have a substantial upside leading to exceptional longevity. This has been done visibly through NEO versions of A320 and A330 and stretches 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 type rating making pilot training shorter, smoother and lower cost), and dream-inducing comfort through the exclusive Airspace cabin, setting a modern benchmark in passenger comfort and wellbeing. Airbus’ aircraft are also very well suited to serve freighter and VIP markets and are proven to be competitive in selected military niches. 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, and remains a very strong competitor for export markets. 1.2 Pioneering for the Next Generation In preparing their succession, the quest for sustainability will be 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 the industry been in front of such a challenge, in particular around new energy sources. However new certification challenges, new materials, new designs, new industrial processes, new business models will also be assessed and could be a source of opportunity. In short, Airbus targets to set the standards and mature 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 aerospace players nurture a substantial defence and space element in their portfolio 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. Hence governmental/military and commercial business, product and 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.

Airbus pioneers sustainable aerospace for a safe and united world. The Company constantly innovates to provide efficient and technologically-advanced solutions in aerospace, defence, and connected services. In commercial aircraft, Airbus offers modern and fuel-efficient airliners and associated services. Airbus is also a European leader in defence and security and one of the world’s leading space businesses. In helicopters, Airbus provides the most efficient civil and military rotorcraft solutions and services worldwide. Strategy 2020 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 sustainable aerospace for a safe and united world” and the key elements of 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 reach through local actions 3. Continue to Invest in the Future and in an evolving and competitive environment through the right combination of growth, profitability and resilience 4. 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 in transforming the industry in line with environmental, social and governance standards going forward. 1. Continue to Grow Airbus as an Aerospace and 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 be earned through continuous pioneering both on and around our current 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 / Registration Document 2020