Airbus - 2022 Universal Registration Document

4. Corporate Governance / 4.2 Interests of Directors and Principal Executive Officers

2. Commercial aviation market position consolidation Progress was made on all major aircraft developments, notably on A321XLR, which made its first test flight and achieved concrete steps towards certification and eventual entry into service. The development of the A350 Freighter also advanced, while also confirming its market potential through new orders. A strong overall order intake was secured (more than 1000 commercial aircraft gross orders), further consolidating the company position as market leader for the fourth consecutive year. Good progress was also made on further developing customer relationships, paving the way for future landmark orders, such as the one recently concluded with Air India. 3. Secure and deliver key defence programmes Important strategic European military programmes have been secured: – FCAS Phase 1B negotiation was successfully completed resulting in contract signature in December 2022. – EuroDrone, Tiger MkIII as well as HIL for the French Armed Forces have been secured in 2022. However, the overall performance of the Defence and Space Division remained below expectations, notably impacted by inflation on long-term contracts such as the A400M programme. 4. Environment, Social and Governance (ESG) and Ethics & Compliance ESG and Ethics & Compliance have been established as a strategic building block, actively engaging with the Company’s wide stakeholders base: – notable steps have been made on the ZEROe aircraft programme, which aims to develop the first zero emission commercial aircraft entering the market by 2035. In particular, the progress in terms of technology readiness level and industrial capabilities can be highlighted, such as through the development of the ZEROe Emissions Development facilities; – developments were driven on SAF with the notable example of the establishment of a joint fund with Qantas; –very good progress has also been made on employee diversity, notably in terms of executives’ gender diversity hiring and promotions; – progress has been made on integrating defence within the wider ESG framework. Positive feedback was received after the 2022 Capital Market Day, and increased alignment with the wider private and public stakeholder base; – positive feedback was received from the AFA following the audits, and significant progress was made in anchoring Compliance as a key pillar of the Company’s culture. The Deferred Prosecution Agreements have now expired and formal closure by the authorities is pending in line with the procedural requirements of each country. The Company has recently set its first near-term science-based targets to reduce emissions on all scopes, in line with a 1.5°C temperature pathway for its Scope 1 & 2 emissions, which were submitted to SBTi in June 2022 and validated in January 2023. At the ICAO Assembly in October 2022, the member states agreed on a collective Long-Term Aspirational Goal (LTAG) for international civil aviation operations of net zero carbon emissions by 2050, in support of the Paris’ Agreement’s temperature goal. The Company has actively supported this outcome, which will prove pivotal in driving the overall industry towards a net zero emissions future. The Company signed several strategic partnerships to accelerate the decarbonisation roadmap ( e.g. DACC 1PointFive, Neste, Renault). II. Behaviour element The “behaviour element” accounts for 10% of the total Individual Component and has been assessed around two axes: – Personal Development; – Leadership Team Development. Each of the priorities has been assessed by the RNGC leading to a global achievement of 130% for the Behavioural Objectives, as per details shown in the table “summary CEO achievement – Individual Component”. Personal Development and Leadership Team Development The CEO has gained strong recognition from his peers and the wider public, further reinforcing the Company leadership and brand value. This contributes to putting Airbus in an even stronger position to drive change within the industry and attract talents. Following the changes made in 2021, further development of the top management team was implemented, especially with a strong focus on preparing the future generation and on promoting diversity, both in terms of gender and international profiles. III. CEO priorities For 2023, the CEO priorities revolve around operational performance, market position in commercial aviation, major European defence programmes, ESG topics, digital and decarbonisation roadmap, leadership team development and portfolio management. 5. Deliver the key 2022 strategic milestones DDMS programme and digital transformation have progressed as planned.

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Airbus / Universal Registration Document 2022