Airbus // Universal Registration Document 2023

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

3. Supply chain engagement

Target

2023 Performance 80.1% +5.1p.p vs. target

CDP Engagement Suppliers responding to CDP questionnaire

Maintain at least 75% of sourcing volume (based on year-1 turnover)

While the greatest contribution from the Company’s supply chain to decarbonisation will be the capacity of its suppliers to accompany the development and delivery of technical solutions, getting its whole supply chain operations engaged in the transition towards a low carbon economy also remains a priority. Scope 3 Purchased goods and services. GHG emissions arising from the goods and services the Company purchases (Scope 3 – Purchased goods and services) based on its 2022 spend amounted to 10,325 KtCO 2 e (2023 data will be available later in 2024). This evaluation was performed based on a methodology developed by the International Aerospace Environmental Group (IAEG). This methodology is expected to be continuously refined in the coming years. See methodology details in “– 1.2.17 ESG Data Board / Environmental performance”. While this method includes a certain degree of uncertainty – considered high by the IAEG on a certain number of emissions factors used – it provides a broad view of the sources of GHG emissions in the Company’s supply chain and enables comparison of the Company’s various scopes throughout its value chain. CDP (formerly Carbon Disclosure Project). In addition, the Company considers a CDP score as a relevant indicator for assessing the maturity of its suppliers to address climate change, and requests its main suppliers to respond to the CDP Supply Chain programme on an annual basis. In 2023, it continued engaging with suppliers representing 83.2% of the Company’s total sourcing volume, following which suppliers representing 80.1% of the Company’s sourcing volume have completed the CDP questionnaire. The scores for the year 2023 were not Success can only be collective and the engagement of each and every employee is necessary. Environmental targets and objectives, including the ones related to climate (scope 1&2), are internally promoted under the label high5+ . Periodic communication campaigns are led using different communication channels, such as posters and the intranet. In addition, climate-related objectives are part of the Company Top Company Objectives (“ TCOs ”). In the process of being cascaded to functions and teams, TCOs trigger discussions where teams reflect on how and to what extent they can contribute and set meaningful objectives. Furthermore, a dedicated section in the Company’s intranet provides information about the Company’s commitment towards climate, and related action plans are available for employees to expand their awareness. On the training platform, e-learning in relation to climate, such as “climate crisis”, “climate science”, or “climate change economics”, are freely available to employees while one environment-related e-learning has been included since 2022 in the Company yearly training plan, applicable to all employees to develop their awareness and also help them understand how their work can impact the environment. From October 2022 to September 2023, some 29,437 employees were trained in environmental awareness. In addition, 7,556 employees followed the “climate fresk” training. available at time of publication. 4. Employee engagement Contribution of Company culture and employee engagement to climate objectives

The Company established a global sustainability ambassadors network in 2021 which has continued to flourish, onboarding 811 ambassadors from across 18 functions and 20 countries. Ambassadors help to foster sustainability culture and awareness, engage their local teams in various initiatives, and support the adoption and integration of sustainability objectives into the business, including climate and communities. During the year, ambassadors engaged in seven sustainability action events on topics such as materiality assessment, SBTi awareness, giving feedback on the Company’s sustainability communications approach, and sustainability culture change. The Company’s annual Sustainability Townhall was an opportunity to highlight and recognise the engagement of the Ambassadors through the Company’s first Sustainability Ambassador awards. 80 nominations were received across four categories, highlighting best practice in Governance – national and functional approaches, business integration, and awareness and engagement. Incentivised remuneration In order to better embed this ambition into the Company’s performance management, CO 2 performance targets have been included in variable remuneration schemes since 2021 (See “– 1.2.1 The Company’s approach to sustainability / Governance”). Such short-term incentivisation enables to accelerate the transformation of the Company and cultural shift. The Executive Committee agreed in 2022 to include a reduction target in absolute value at 687kt CO 2 e for 2023 (or -0.9% vs. 2022), for CO 2 Scopes 1 & 2 (TCO scope, see above), part of the Top Company Objectives. The 2023 target was overachieved with an actual performance of 593kt CO 2 e or -15%. This target was set in absolute value at 581kt CO 2 e for 2024 (or -3% on the 2024 extended TCO scope). In addition, when relevant, the transposition of TCOs into individual or team objectives may impact the variable remuneration of concerned employees, such as engineers working on decarbonisation-related projects, or employees working on the Company’s industrial decarbonisation roadmap. Competence management and employability The Company’s transition plan largely relies on technology and innovation. Anticipating, developing and securing required competencies will be decisive, both for the Company to be able to deliver on its commitment and for employees’ skills to be adapted to a changing world. Due to the significant impact of lower-carbon aviation and eco-design (product) on its business, the Company estimates that at least 50% of engineering profiles will have to be upskilled by 2030. “Clean and Sustainable Aerospace” is identified as one critical skill group in the Company’s competence strategy. Specifically, identified skills requiring priority action are: hybrid propulsion, electrical high voltage, hydrogen, cryogenics – directly related to decarbonisation innovation – as well as supply chain environmental impact analysis or eco-design. Today the Company experiences a tension between the industry needs and the offer from both the employment market and H2 learning market. Also the aeronautic field’s attractivity is a key success factor to recruitment plans. To cover this situation a H2 talent ecosystem must be developed through partnerships with universities, schools and research laboratories.

92 Airbus Annual Report

Universal Registration Document 2023