Airbus // Universal Registration Document 2021

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

II. Governance The Company’s workforce is managed by the HR function thanks to a set of HR policies and a strong labour structure. HR policies are discussed and agreed with social par tners through continuous and regular meetings at global and local levels. The overarching Human Resource policy in place is applicable to all employees and provides them with the description of the core values, mission, vision and top level initiatives for Human Resources Management in accordance with Airbus Mid-term Strategic Plan and external requirements. 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, the Company periodically measures the perception of its employees on where the Company stands in terms of company culture and engagement through the “My Working Environment” Company Survey. The employees’ feedback provides valuable input to define an action plan, leveraging the Company’s cultural strengths to build on and addressing the 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 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. Investments in training and learning are prioritised in relation to this competence strategy. In addition, emerging long-term competence needs are analysed – which might not exist today, and for which specific measures need to be taken, e.g. with universities. The Company is actively participating in external forums on competence evolution, such as the World Economic Forum and European Commission. In order to ensure quality time is dedicated to discuss employee’s development, Airbus has, as part of its “manage employee development” process, implemented the Development Talk, which is an exchange between the manager and employee that can take place as often as needed but at least once a year. The purpose of this talk is to discuss the individual development plan of the employee and to bring individual expectations in line with company expectations.

Competence Assessment supports employee development and has to be performed at least every two years. The company provides to the employee a portfolio of self- awareness solutions and feedback tools, that can be used on a voluntary basis, to prepare, in advance, the development talk and development plan. All agreed development actions are formalised in the employee development plan which has to be validated by the manager. These actions may consist of: – – workplace learning or “on the job solutions” including development via mobility, project assignment, etc.; – – social learning, such as mentoring; – – Formal training. Training & mobility COVID-19 has been destabilising and has had a significant impact on the Company’s learning activities, resulting from the need to reduce cash spend to secure business continuity. While the various restrictions and national lockdown measures have limited the Company’s ability to deploy physical classroom sessions, the Company invested further in its digital learning platforms to increase digital learning that more than doubled compared to 2019. Measures were taken in parallel to adapt physical classroom training sessions to comply with the strictest health and safety measures ensuring the delivery of the mandatory and critical training without disruption to operations. The acceleration of the digital learning strategy has allowed employees to remain active in their development during periods of remote working and partial unemployment (according to social agreements). In addition, in 2021, to support the skills foundations and Top Company Objectives, the Company has defined and assigned compulsory learning plans directly to its employees, covering Ethics & Compliance, Export Control, Data Governance & Protection, Product Safety, Cybersecurity, Internal Controls, Environmental Awareness and other topics. This new approach allows us to secure the needed training and awareness on major company priorities. In 2021, the Company provided almost 1.2 million training hours to employees. On top of the physical classroom and digital training, in 2021 more than 39,500 employees benefited from leadership development and transformation solutions proposed by the Airbus Leadership University. The university continues to strengthen the Company’s approach to leadership, offering opportunities for all leaders to drive their development one step further, while accelerating the culture evolution and human transformation of the Company. Learning solutions and managerial opportunities are not the only way to develop people in the Company. Development paths give also possibilities to employees to develop specific skills, competence and jobs, such as Project & Program Manager, Architects & Integrator and Expert career paths. The Company is also involved in the “Pact for Skills” initiative launched by the European Commission to address the up-skilling and reskilling challenge in Europe. It is working together with aerospace and defence industrial companies, public authorities, and education and training providers, to build common upskilling and reskilling programmes and explore ways of working together in skills partnerships.

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Airbus / Registration Document 2021