Airbus // Universal Registration Document 2021

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

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, as well as reactivity and agility with the highest safety and quality standards. In 2021, the achievement of 611 commercial aircraft deliveries was made possible thanks to the performance of our Airbus’ global production facilities in Europe, the US, Canada and China. The COVID-19 crisis has demonstrated the importance of proximity to Airbus’ customers especially in face of travel restrictions. Airbus is now preparing for the future aircraft demand by enabling – – A220 family: 50 A220 delivered. The A220 monthly production rate at five per month at the end of 2021. The rate is targeted to increase to around rate six per month in early 2022, with a monthly production rate of 14 envisaged by the middle of the decade. – – A320 family: 483 deliveries achieved. Airbus is on its trajectory to achieve rate 65 by summer 2023. – – A330: 18 deliveries achieved. Airbus expects to increase the A330 production rate, from around two to almost three aircraft per month on average at the end of 2022. – – A350: 55 deliveries achieved. Airbus expects to increase the A350 production rate from around five per month to around six in early 2023. – – A380: five deliveries achieved. The last A380 was delivered end of 2021. Many A380s will continue to fly with Airbus’ support, for many years. Engineering Airbus Technology and Engineering is a global organisation that develops civil aircraft and aircraft components, and in-service aircraft modifications and that conducts innovative research applicable to the next generation of aircraft and services. The team operates transnationally, with most engineers employed in France, Germany, the UK and Spain. A population of experienced aerospace engineers was also employed worldwide at five other engineering centres in Wichita (Kansas, US), Mobile (Alabama, US), Moscow (Russia), Bangalore (India) and Beijing (China) at the end of 2021. The organisation has a strong delivery focus in support of today’s programmes as well as future developments and it is structured as follows. The Centers of Competences (CoC) provide skilled resources to work on tasks, develop methods and tools, and generate solutions on topics related to airframe, systems, flight physics, propulsion, cabin and cargo. The architect and integration centre ensures, together with a team of senior aircraft architects and the programme chief engineers, that a consistent and multi-disciplinary approach is applied during aircraft development. The strategy and transversal integration centre ensures consistency between engineering and corporate a bigger share on A321 delivery capabilities. 2021 delivery performance and rate evolution:

(for further information, please refer to the “Notes to the IFRS Consolidated Financial Statements – Note 27: Sales Financing Transactions”). Airbus’ customer financing transactions are designed to facilitate subsequent sell-down of the exposure to the financial markets, third-party lenders or lessors. In 2021, Airbus continued to benefit frommarket appetite for both aircraft financing and sale and leaseback lessor opportunities, supported by a sustained level of liquidity available in the market. Airbus customer financing exposure remained limited in 2021 and in 2020 and decreased compared to 2019. Airbus will continue to provide direct aircraft financing support as it deems necessary. Management believes, based on its experience, that the level of provisioning protecting Airbus from default costs is adequate and consistent with standards and practice in the aircraft financing industry. See “– Risk Factors – Financial Market Risks – Sales Financing Arrangements”. In 2020, Asset Management, Leasing Market and Customer Finance merged to create the Aircraft Leasing Trading and Financing department. The asset management activity is now managed by the Trading commercial team with support from Portfolio / Operations and Project Management / Technical and Services teams. Trading activity has not changed substantively and it continues to consist mainly in (i) supporting new aircraft sales campaigns through the trading (cradle to grave) and the placement of all types of used aircraft (for cash or lease), (ii) assisting Airbus entities/internal departments in finding/placing aircraft assets on the market (iii) managing and assisting in the remarketing of inventory aircraft and (iv) acting as remarketing agent for an airline/financier to remarket its aircraft. Trading activity also involves the sell down of leases, loans (secured and unsecured) and design of structured lease solutions with customers’ credits. Finally, it also provides a full range of services, including assistance with entry-into-service, interior reconfiguration and maintenance checks. 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 and major component (wing, forward and aft fuselage, and nose and centre fuselage) assembly through to final assembly in Toulouse, Hamburg, Tianjin and Mobile. Aircraft are then handed over to programme 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 the contractual and operational relationship with the supplier base. Its aim is to ensure that purchased parts and services are delivered at the most competitive conditions, on time, cost and quality. A dedicated Procurement Operations teammanages the delivery stream from the supply chain in accordance with the agreed conditions to enable the production flow. Operations Industrial Organisation

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Airbus / Registration Document 2021