Airbus - 2022 Universal Registration Document

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

People

GRI

SASB

SDGs

Others

401 Employment 404 Training and Education

4, 5, 8, 12

Highest governance body(ies) involved

Executive Committee

Related corporate policies

Human Resources Airbus Company Policy

Key metrics (More in “– 1.2.17 ESG Data Board”)

2022

2021

Total number of employees (1)

126,495

134,267

Number of Classroom Training (2)

78,984

116,363

Breakdown applies to Total Number of Employees

Number of Digital Training (2)

967,495

1,645,816

Total training hours (2)

1,164,243

1,786,274

Average training hours per employee (2)

10.8

15

(1) The Company’s headcount reporting includes all consolidated companies worldwide. Figures are based on the active workforce, i.e. the number of permanent and short-term employees, irrespective of their individual working times, and having worked in the last 30 days. The headcount is calculated according to the consolidation quota of the respective companies. The scope for HR structure reporting covers 100% of the Company’s total active workforce from consolidated companies. (2) Reporting period: from 1 Oct. to 30 Sep.

Code of Conduct , Airbus Global Workforce Forecast Book , Working at Airbus Airbus International Framework Agreement , European Commission – Pact for Skills , Employer awards 2022 : Universum , Glassdoor , Top Employer Institute , Forbes

Additional resources

II. Governance The Company’s workforce is managed by the HR function, guided by a set of HR policies and a strong labour structure. HR policies are discussed and agreed with social partners through continuous and regular meetings at global and local levels. The overarching HR policy is applicable to all employees and provides them with the description of the core values, mission, vision and top level initiatives for HR management, in accordance with Company’s Mid-Term Strategic Plan, and external requirements and is also aligned with the Company’s commitment to the IFA. The Chief Human Resource Officer is a member of the Executive Committee. HR teams work together across Divisions and geographical boundaries to support regional activities and adapt to business needs. III. Risk Management Any identified risks related to the workforce and its skills and development are recorded in the Company’s ERM and appropriate action plans agreed. In addition, every two years the Company measures the perception of its employees on where the Company stands in terms of company culture and engagement through the “My Working Environment” survey. The participation rate for the last two surveys has been above 60%; the last survey was conducted in September 2021. Employees’ feedback provides valuable input to define an action plan on Company level, leveraging the Company’s cultural strengths to build on and directly address the concrete pain points to be improved. The company culture and engagement are regularly measured to keep track of the progress and adjust actions.

IV. Implementation/Activities Strategic Workforce Planning

The Company’s strategic workforce planning, a multi-year workforce outlook, is performed annually within the various business functions in order to manage workforce related risks and opportunities in the context of the execution of the business strategy. There are two steps that enable strategic workforce planning: – a quantitative 2-5 year outlook based on workload scenarios; –qualitative business discussions performed as part of the resource review. The qualitative part of the strategic workforce planning generates a set of actions related to the business strategy, competence strategy, demographic changes, employment strategy, knowledge management and global footprint. In addition to the management of workforce risks and opportunities, the strategic workforce planning results support discussions with social partners and external workforce suppliers. People Development and Competence Assessment The development of all employees is essential to deliver business success. The Company strives to provide an environment that offers opportunities and the means for continuous growth and development in line with its strategy. A yearly process derives a short, mid- and long-term competence strategy out of the Company’s business strategy by: – anticipating the supply and demand of competencies; – identifying, securing and developing key competencies; – creating added value through synergies, networking and best practices.

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Airbus / Universal Registration Document 2022