Airbus // Universal Registration Document 2023

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

Climate scenario / time horizon(s) where risk or opportunity likelihood is considered medium or high, based on Company’s qualitative analysis

Company’s climate-related Risks and opportunities mapping

Most Important financial impacts before mitigation

Key associated Actions presented in the Company’s transition plan

RISKS

1.5°C WB2°C

>3°C

- - Supporting fleet renewal by delivering its latest generation aircraft. - - Developing and deploying SAF, with the ambition for all aircraft types to be capable of flying with up to 100% SAF by 2030. - - Investing in technologies to reduce product emissions, including the objective to bring a hydrogen-powered commercial aircraft to market in 2035. - - Investing in smart air traffic management (ATM) solutions and optimised operations. - - Exploring CO 2 capture technologies. - - Researching Non-CO 2 effect impacts. - - Marketing products and services supporting climate monitoring and adaptation. - - Engaging employees, value chain and the ecosystem.

Transition – Technology

✔

Transition – Market

✔

Transition – Policy and legal Transition – Reputation Physical – Acute

✔

Physical – Chronic

✔

OPPORTUNITIES Product and services

✔

Market

✔

Energy source

: ST –

: MT –

: LT

IV. Transition Plan Based on the International Energy Agency remaining global carbon budget and the share it allocates to air transport, air transport can grow at up to a certain level and meet the Paris Agreement objectives. This relies in part on technological developments to improve the efficiency of air transport, in which the Company and its suppliers have a role to play. This approach also echoes “net zero carbon emissions by 2050” ambitions from international sectoral bodies such as the Air Transport Action Group (ATAG), as well as the UN specialised civil aviation body, the International Civil Aviation Organization (ICAO). This is consistent with the Company’s near-term target setting, covering all three scopes, and with its core product policy that focuses on developing and delivering aircraft capable of lower carbon emissions while engaging with the energy ecosystem (see section 2. Product stewardship). The cost of such a transformation of the sector is expected to be substantial. In particular, the carbon price (through taxation, emissions trading and crediting schemes) and the extra cost for SAF and/or higher investments are likely to materially impact business models of operators. Based on identified risks and opportunities, the Company has established a transition plan covering its industrial operations, products and services, supply chain, and employees, including relevant targets, against which performance is monitored and reported. Regarding GHG emissions, this plan is based on a scientific approach and is consistent with the aviation sector’s long-term aspirational decarbonisation goal of reaching net zero carbon emissions by 2050. Its success will depend on coordinated cooperation across the sector. The Company is

engaging with various actors in the aviation sector (described hereafter) to contribute to the transition towards a low-carbon economy. The Company is working to embed just and inclusive transition principles in its decarbonisation plan. For example, social and human rights criteria are considered in SAF standards, or have been included in the Company’s carbon offset strategy in order to safeguard communities that are in proximity to selected projects, or even create opportunities for them. It is also essential that the development of new technologies driving the sector’s decarbonisation efforts takes into consideration any undesired environmental and social side effects, such as inappropriate land use impacting local communities, and human rights. The Company will strive to consider and avoid these impacts, and to engage accordingly with relevant stakeholders in constant dialogue. The required transformation of the sector also implies the emergence of new technologies and associated ecosystems, with expected impacts on jobs and required skills. Preparing the workforce for such changes will be both a social duty and an important success factor. Consequently, the Company has updated its sustainability competencies strategy and is developing training, awareness, and engagement plans in a multifunctional team in order to drive culture change and support the workforce for the transformation. The Company is also working with non-profit organisations that are engaging global young talent around topics of climate change to build their capacity and prepare them for transition (see “– 1.2.16 Community Impact” and “– 4. Employee Engagement” hereafter).

78 Airbus Annual Report

Universal Registration Document 2023