Airbus // Universal Registration Document 2023

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

Workforce by business segment, geographical area. The breakdown of the Company’s employees by business segment and geographical area, including the percentage of part-time employees, is available in “– 1.2.17 ESG Data Board”.

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”)

2023

2022

Total number of employees (1)

134,267

147,893

Number of Classroom Training (2)

116,363

163,194

Breakdowns available in the ESG data board

Number of Digital Training (2)

1,645,816

2,052,149

Total training hours (2)

1,786,274

2,177,325

Average training hours per employee (2)

15

17

(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 2023: Universum , Glassdoor , Top Employer Institute , Forbes

Additional resources

II. Governance The Company’s workforce is managed by the Human Resources (HR) function, guided by a set of HR policies and a strong social dialogue. 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 International Framework Agreement (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 latest campaign was in 2023, with a survey period from 30 May to 23 June. Just like the last two surveys (2019 and 2021), this year’s participation is above 60% which provides representative data for analysis. 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. Two steps enable the Company’s strategic workforce planning, namely, a quantitative 2-5 year outlook based on workload scenarios, and 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. A specific focus is currently put on strategic competencies such as hydrogen, propulsion, model-based system engineering, robotics/automation, artificial intelligence and cyber security. People development, performance management and competence assessment The continuous development of all employees is essential to deliver business success. The Company strives to provide an environment that offers stimulating professional opportunities and the means for continuous growth and development in line with its strategy. An annual process derives a short, mid- and long-term Competence Strategy that is aligned with the Company’s business strategy by: – – anticipating the supply and demand of competencies;

120 Airbus Annual Report

Universal Registration Document 2023