Airbus

Airbus SE's Board of Directors and the Executive Committee oversee and approve strategic decisions, including on sustainability. From 1 January 2024, the Company created a Chief Sustainability Officer (CSO) position; Julie Kitcher was appointed CSO and Communications and remains an Executive Committee member, ensuring information flows to the Executive Committee and the Ethics, Compliance and Sustainability Committee (ECSC). Directly supporting the Board, the Audit Committee oversees risks and opportunities including sustainability-related ones, while the ECSC oversees the sustainability strategy including IROs. Responsibilities are set out in the Board Rules (Annex E for the Audit Committee, Annex G for the ECSC). Sustainability risks and opportunities are embedded in the Enterprise Risk Management (ERM) system, consolidated quarterly and reviewed by the CSO, with Top Sustainability Risks and Opportunities presented to the Board quarterly via the ERM report to the Audit Committee. The Remuneration, Nomination and Governance Committee ensures the Board holds relevant skills, reviewed at least every three years; currently five of 12 directors are assessed as having meaningful sustainability skills.

Oversight is established at Board level through the ECSC, which meets quarterly and assists the Board in overseeing culture and commitment to ethical business, integrity and sustainability; the Ethics and Compliance programme; and the sustainability strategy, including review of material IROs and target setting. The Board delegates day-to-day management to the CEO, supported by the Executive Committee, which validates the sustainability strategy and targets, including those integrated into the Top Company Objectives. The CSO attends the ECSC regularly and holds top-level accountability on sustainability at Executive Committee level. Supporting bodies include the Sustainability Strategy Committee (co-chaired by the CSO and the Head of Strategy, reviewing performance at least once a year), the Environment Committee, the Inclusion and Diversity Advisory Board, the Product Safety Board, the Occupational Health and Safety Governance Board, and the Human Rights and Sustainable Supply Chain Roadmap steering committees. A steering/oversight table maps ESRS topics to responsible bodies. Matters addressed during the reporting period included climate change, substances of high concern, material in-sourcing, waste, water, occupational health and safety, social dialogue, inclusion and diversity, due diligence and human rights in the supply chain, product safety, ethics and compliance, and cybersecurity.

Airbus integrates sustainability criteria into its reward mechanisms. The CEO's Variable Remuneration includes a common collective component containing a sustainability-linked component composed in equal proportions of a CO2 Scopes 1&2 reduction target (aligned with the decarbonisation strategy) and an occupational health and safety target (FR1). The scheme is approved by the Board, supported by the Remuneration, Nomination and Governance Committee. The CEO's Total Direct Compensation comprises Base Salary, Variable Remuneration and an LTIP award. Reported figures for 2024: short-term and long-term variable each represent 50% of total variable remuneration; the collective component is 50% of short-term variable; sustainability criteria are 20% of the collective component (health and safety 10%, climate Scopes 1&2 10%); the climate criterion is 5% of variable short-term and 2.5% of total variable remuneration. The 2024 climate target was -2% (initially -3% before baseline restatement, achieved -11%); the 2025 target is -3%. The 2030 Scopes 1&2 target is -63% versus 2015, validated by SBTi as 1.5 degree aligned. The Company is considering a sustainability-linked LTIP component. Board members other than the CEO have no sustainability performance-linked component.

Airbus has established sustainability due diligence across its business, operations and supply chain to identify and address direct and indirect adverse impacts. The exercise is ongoing, iterative and progressively in-depth, commensurate with the severity and likelihood of impacts. The approach takes into account the UN Guiding Principles on Business and Human Rights and the OECD Due Diligence Guidance for Responsible Business Conduct, covering six steps: embedding responsible business conduct into governance, policies and management systems; identifying and assessing potential and actual impacts; acting to address, cease, prevent, mitigate or avoid adverse impacts; tracking performance using KPIs and targets; communicating and reporting on findings; and cooperating in appropriate remedies. Key policies include the Airbus Code of Conduct, Company Human Rights Policy, International Framework Agreement, Environmental Policy, Health and Safety Policy and Supplier Code of Conduct. Roadmaps (Human Rights, Environmental, Sustainable Supply Chain) drive implementation. Suppliers are screened via sustainability questionnaires, risk-based analysis using public indices, and Supplier Maturity Assessments, with action plans required for high-risk or red-flagged suppliers. The OpenLine grievance mechanism is open to third parties including supply chain workers. Controlled affiliates deploy similar policies through a single digital handbook. A table cross-references where each due diligence element is disclosed.

Risk management and internal control over sustainability reporting are embedded in the broader Internal Control and ERM systems. The scope covers mainly the preparation and consolidation of quantified information (environmental, occupational health and safety, and social data from sites) plus company-wide calculation-based information such as Scope 3 estimates; finance-related information is covered by Internal Control over financial statements, and qualitative information is covered by a disclosure process running up to the Company's Disclosure Committee. The Internal Control model uses two lines of defence (Corporate Audit being the third): first-line key controls at operational and function level, and second-line testing by the Internal Control officers of the concerned functions. The main systemic risks addressed are the risk of not complying with the reporting directive scope (the double materiality assessment and its review) and the risk of disclosure misstatement on quantitative and qualitative data points. The framework is under development, with prioritisation based on criteria including internal audits. Current risks include aligning metric definitions with CSRD, timely collection and consolidation, and integration of new sites; mitigations include anticipated site onboarding, systematic review of metric definitions and creation of ID cards for reported CSRD quantified information. Findings are consolidated via the yearly Internal Control campaign, and the Internal Control Committee reviews results before reporting to the Executive Committee and the Board's Audit Committee.

Airbus's purpose is to pioneer sustainable aerospace for a safe and united world. It designs, manufactures and delivers aerospace products (aircraft, helicopters and satellites), services and solutions worldwide to customers including commercial airlines, leasing companies, governments, helicopter operators and space agencies. There were no significant changes in markets, customer groups or products during the reporting period. The business spans commercial aircraft plus two Divisions, Airbus Helicopters and Airbus Defence and Space, all certified ISO 14001. Products show large commonality, so no product differentiation is deemed relevant for IROs; downstream environmental impacts primarily relate to the energy-intensive use of commercial aircraft. Airbus does not develop controversial weapons (no SFDR Principal Adverse Impact indicator 14 exposure) and participates in the ArianeGroup and MBDA joint ventures supporting France's nuclear deterrence (equity-accounted, no revenue included). The value chain covers Design and Development, Manufacturing and Assembly (final assembly lines in Toulouse, Hamburg, Mobile, Tianjin and Mirabel), Sales/Distribution/End users, Services and Support (MRO, TARMAC Aerosave), Regulatory and Airworthiness authorities (EASA, FAA) and the energy value chain. It sources from thousands of Tier-1 and subtier suppliers, mostly in Europe and OECD countries. The statement covers own operations, upstream value chain and downstream business relationships related to product use, using own operations and operationally controlled entities perimeters for environmental topics.

Airbus commits to constant, meaningful dialogue with stakeholders, striving for openness, transparency and inclusiveness. Key stakeholder groups include employees, customers, suppliers, industrial partners (including energy providers), social partners, investors, NGOs, authorities, governments and policy makers, industry associations, MRO providers, air navigation service providers, airports and the community at large, supported by International Aerospace Environmental Group guidance. Each stakeholder category is assigned to a function responsible for the most adapted way of engaging. Formalised engagement opportunities include meeting social partners at least twice a year, the Airbus Supplier Sustainability Council, the Airbus Capital Market Day, the Airbus Summit, and air shows and conferences. Stakeholder views feed the materiality assessment and the due diligence process, and the business model is described as interdependent with customers, suppliers and investors. Complementary topical requirements are addressed: the interests, views and rights of the own workforce (S1), upstream value chain workers and in-situ contractors (S2), and consumers and end-users on aviation safety (S4) inform strategy and business model, notably through the human rights salient issue identification process and dedicated engagement processes.

A synthesis table presents the material impacts, risks and opportunities resulting from the double materiality assessment, mapping each (sub)topic to impact/risk/opportunity and to value chain location (own operations, upstream, downstream). Environmental material topics include climate change adaptation and mitigation, energy, air pollution (VOC), substances of (very high) concern, water pollution, water withdrawal/consumption, habitat degradation, biodiversity loss drivers, resource inflow and waste. Social topics include own workforce occupational health and safety, social dialogue and diversity; value chain workers' health and safety and forced or child labour; and personal safety of consumers and end-users (aviation safety). Governance topics are corporate culture, speak-up culture, management of relationships with suppliers, and corruption and bribery. An entity-specific Cybersecurity topic is also material. These map to standards E1 to E5, S1, S2, S4 and G1 plus Cyber. Detailed IRO descriptions are given per topic, for example the risk of titanium supply disruption, climate mitigation and adaptation risks, and the risk that an aircraft accident causes fatal or serious injury. The assessment was formally presented to and endorsed by the Executive Committee and the Board of Directors.

All CSRD-proposed items were assessed through individual analysis at the lowest granularity (IRO) level, with company-specific topics such as cybersecurity added to the assessment universe. For most environmental subtopics, differentiated assessments were performed across own operations, upstream and downstream, with quantitative scoring preferred over qualitative judgement and the process documented, involving concerned functions and roadmaps. Impact materiality scored actual or potential impacts on people and the environment using severity (scale, scope, remediability) and likelihood, with a high severity score overruling low likelihood for impacts on people. Financial materiality combined a screening and reassignment of top company risks and opportunities from the ERM system with an exhaustive screening of CSRD subtopics, using a threshold set as a percentage of EBIT aligned with the financial statements relevance threshold, alongside qualitative impact types. Sources included Life Cycle Analysis, topical experts, third-party due diligence, internal control reports, Supplier Maturity Assessments, the grievance mechanism, stakeholder engagement and sectoral benchmarks. Analysis focused on commercial aircraft manufacturing given commonality with helicopters, military aircraft and satellites. The DMA was endorsed by the Executive Committee and Board, updated in 2024 to align with CSRD, and is reviewed at least annually. Topical specifics include E1 (Scope 3 Category 11 over 90% of emissions), E2 (one facility, Hamburg, over the 100-tonne VOC E-PRTR threshold), E3 (Aqueduct Water Risk Atlas), E4 (15 sites near biodiversity-sensitive areas) and G1 (Corruption Perception Index).

Airbus explains that some datapoints or information associated with a material topic may have been omitted as deemed not material. Such items were identified through an exhaustive screening of CSRD datapoints and substantiated by comparing the content of each disclosure requirement against the actual boundaries and relevance of the related material IROs; in certain cases a materiality threshold was applied, notably for finance-related information. The Company provides a table listing all Disclosure Requirements against the paragraphs where the related disclosures are located in the sustainability statement, covering ESRS 2 general disclosures and the topical standards. The material topical standards are E1 Climate change, E2 Pollution, E3 Water (and marine resources), E4 Biodiversity and ecosystems, E5 Resource use and circular economy, S1 Own workforce, S2 Workers in the value chain, S4 Consumers and end-users, and G1 Business conduct, plus the entity-specific Cybersecurity topic. S3 Affected communities was assessed as not material. Reporting scope uses own operations and operationally controlled entities for energy and GHG metrics and own operations for other environmental metrics.

In line with its purpose of pioneering sustainable aerospace, Airbus's foremost ambition is to play a leading role in decarbonising aviation and to support the sector goal set by IATA, ATAG and ICAO to reach net zero carbon emissions by 2050, including bringing a commercially viable, fully electric, hydrogen-powered commercial aircraft into service. To achieve its GHG targets, the Company developed a transition plan structured into decarbonisation levers and sub-levers: #1 energy efficiency (Scopes 1&2), #2 renewable energy (Scopes 1&2), #3 technology improvement (Scope 3), #4 SAF uptake (Scope 3) and #5 operations improvement (Scope 3). The last three levers relate to Scope 3 use of sold products, which represents over 95% of Commercial segment emissions and over 90% of overall Company emissions. Its near-term SBTi-validated targets are aligned with 1.5°C for Scopes 1 and 2 and well-below 2°C for Scope 3 use of sold products. The plan was approved by the Executive Committee and the Board of Directors. 2024 R&D spend was 3.250 Bn EUR. Total OpEx and CapEx meeting EU Taxonomy screening criteria were 1.440 Bn EUR and 1.472 Bn EUR respectively, with reported aligned OpEx and CapEx of 0.

The Airbus Environmental Policy, described under the transversal section 6.2.1 Policies, addresses climate change mitigation, energy efficiency and renewable energy deployment. Climate change adaptation is not explicitly mentioned in the policy but is included in the Company's Environmental Management System (EMS) and business continuity activities. For further detail on the content of the Environmental Policy, its scope, accountability, relevant third-party standards and initiatives, its availability to stakeholders and the consideration of their interests, the disclosure refers to the transversal Policies section.

Climate mitigation and adaptation actions are coordinated by the Sustainability Organisation under the Chief Sustainability Officer, with annual sustainability budgets allocated to each function. Under lever #1 (energy efficiency, Scopes 1&2), mobile-asset actions target an expected reduction of 53 ktCO2e in 2030 vs 2024 (73 ktCO2e already achieved in 2024 vs 2015). Under lever #2 (renewable energy, Scopes 1&2) using PPAs, RECs and GoOs, stationary assets target 125 ktCO2e (447 ktCO2e achieved vs 2015) and energy-decarbonisation of mobile assets 78 ktCO2e (37 ktCO2e achieved). Lever #3 (technology improvement, Scope 3) covers fleet renewal: about 66% of the global fleet is previous generation, with latest-generation aircraft about 25% more efficient (A350/A330neo 25%, A320neo family 20%, A220 25% fuel burn per seat). The A321XLR was certified in August 2024 and entered service in October 2024. Hydrogen fuel-cell work continues, with a commercially viable product now expected later than 2035, and 215 airports were involved in the Airbus hydrogen network. Levers #4 (SAF uptake) and #5 (operations improvement) address the SAF ecosystem and services.

Airbus set three climate targets. For Scopes 1&2 market-based emissions, the SBTi-validated target (aligned with 1.5°C) is 467 ktCO2e by 2030, a 63% reduction versus the 2015 baseline of 1,262 ktCO2e, with yearly neutralisation of residual emissions; intermediate milestones on TCO scope are 509 ktCO2e in 2025 (-3% vs 2024's 524) and 581 ktCO2e in 2024 (-2% vs 2023's 592). For Scope 3 use of sold products, the SBTi-validated target (well below 2°C) is a commercial aircraft products emissions intensity of 48.0 gCO2/RPK by 2035, a 46% reduction versus the 2015 baseline of 88.8 gCO2/RPK; no absolute Scope 3 target has been defined. An energy target aims to cut purchased grid electricity and other energies (gas and other stationary fuels) for stationary sources to 2,534 GWh by 2030, a 20% reduction versus the 2015 baseline of 3,167 GWh. Targets follow SBTi Guidance 4.2 and are updated at least every five years. No 2050 target has yet been defined, and no target has been set for climate adaptation.

Reported energy data covers own operations and operationally controlled entities (96% reported by entities, 4% estimated). Total energy consumption in 2024 was 3,703,856 MWh. Energy from fossil sources totalled 2,278,219 MWh (61.5%), comprising 940,425 MWh from crude oil and petroleum products, 920,570 MWh from natural gas, 1,953 MWh from other fossil sources, 415,270 MWh of purchased electricity/heat/steam/cooling from fossil sources, and 0 MWh from coal. Energy from nuclear sources was 339,256 MWh (9.2%) and from renewable sources 1,086,381 MWh (29.3%), the latter including 310,375 MWh renewable fuel, 772,825 MWh purchased renewable electricity/heat/steam/cooling and 3,180 MWh self-generated non-fuel renewable energy. Non-renewable energy production was 286,605 MWh and renewable energy production 6,238 MWh. All consumption came from high-climate-impact sectors, giving an intensity of 53.5 MWh per million EUR net revenue. Purchased grid electricity and other energies for stationary sources (the energy-target metric) stood at 2,597,029 MWh.

For 2024, gross Scope 1 GHG emissions were 451 ktCO2eq (37% from regulated emission trading schemes). Gross location-based Scope 2 was 318 ktCO2eq and gross market-based Scope 2 was 163 ktCO2eq. Combined Scope 1+2 was 769 ktCO2eq (location-based) and 614 ktCO2eq (market-based), down from the 2015 baseline of 1,262 ktCO2eq toward the 467 ktCO2eq 2030 target; on the TCO sub-scope (about 85% of Scope 1+2), market-based emissions were 524 ktCO2eq. Total gross indirect Scope 3 emissions were 474,691 ktCO2eq, entirely from category 11 use of sold products (the only significant Scope 3 category, over 95% of total emissions): commercial aircraft under the IEA-SDS SAF-uptake scenario contributed 466,354 ktCO2eq (560,614 ktCO2eq under a no-SAF scenario) and other products 8,337 ktCO2eq. Total GHG emissions were 475,460 ktCO2eq (location-based) and 475,305 ktCO2eq (market-based), an intensity of 6.9 ktCO2eq per MEUR on net revenue of 69,230 million EUR. Scope 3 commercial-aircraft GHG efficiency was 61.1 gCO2/pax.km in 2024 (vs 88.8 baseline, 48.0 target).

Carbon credits act as an additional voluntary measure for GHG neutralisation and are not intended to replace emissions reduction or to achieve the Company's near-term SBTi-validated targets. Both nature-based and technology-based removals from projects outside the supply chain are considered and were to be purchased in 2025. In 2024, total GHG removals from own operations and from the value chain were both 0 tCO2eq, with 0 reversals. Carbon credits cancelled in the reporting year totalled 130,560 tCO2eq, of which 99.55% came from reduction projects and 0.45% from removal projects (0.45% within the EU, 0% qualifying as corresponding adjustments). Carbon credits planned to be cancelled in the future totalled 0 tCO2eq. Residual 2024 emissions to be compensated in 2025 (contractualisation being finalised) amounted to 621,222 tCO2eq. Purchased offsets are certified at minimum by Gold Standard, Verra/Verified Carbon Standard or Climate, Community and Biodiversity Standards, ensuring additionality, permanence and avoidance of double counting.

Airbus applies an internal carbon price of 150 EUR/tCO2, used as a shadow carbon price in decision-making. The price was established considering benchmarks and carbon price projections from sources including the IPCC 2018, IEA, IRENA 2017 and French authorities, and is intended to signal the importance of CO2 footprint reduction and align investment decisions with the Company's decarbonisation commitments. It is integrated into net present value and internal rate of return calculations within business cases and is applied in CapEx dossiers for Commercial Aircraft operations, though actual use is still partial. From November 2023 its use was extended to major incremental product developments in the Commercial Aircraft segment (Scope 3 use of sold products), supporting the Scope 3 reduction ambition. Because CO2 savings are already the primary decision criterion for decarbonisation investments, the shadow price had limited influence on those CapEx decisions. The mechanism is not deemed appropriate for future aircraft programmes, where the energy dimension is embedded in the underlying modelling.

Airbus reports pollution policies for both substances of concern and air. The Airbus Environmental Policy (section 6.2.1) emphasises addressing substances of concern by driving the development of solutions to substitute and reduce the use of regulated substances throughout the product life cycle, supporting regulatory compliance, protection of human health and the environment, and mitigating obsolescence risks. The main regulations covering the Company's activities and products are EU REACH (Registration, Evaluation, Authorisation and restriction of Chemicals), RoHS (Restriction of Hazardous Substances) and POP (Persistent Organic Pollutants). For air, the Environmental Policy manages Volatile Organic Compounds (VOC) emissions, committing the Company to continually reduce its environmental footprint from industrial operations through innovative technologies, including to reduce air emissions. The Company is subject to pollution-related regulatory requirements, some embedded in permits granted by local authorities, and operates an ISO 14001 certified Environmental Management System applying standard recommendations for pollution control audits, training, risk assessment, and risk prevention procedures such as emergency plans. Sites conduct an analysis of environmental aspects and impacts at least every three years and whenever a material change occurs.

For substances of concern, Airbus works with suppliers and the wider industry to develop suitable alternatives to regulated substances used in processes such as surface treatments, primers and fire protection. It tracks, records, assesses and declares regulated chemicals across own operations and upstream. A substitution portfolio is deployed, for example developing, qualifying and progressively deploying chromate-free corrosion protection and paint systems for aluminium structures. Digital data-management tools are being deployed to collect substance data: around 500 suppliers engaged in the new data collection tool and around 23,000 part numbers covered (2024). The Company also monitors substance-related regulatory impacts on supply continuity. For air, the Company monitors VOC emissions (directly measured where required by regulation or calculated via a mass-balance approach) to identify main emitters. Actions include covering containers and minimising storage in production areas to reduce fugitive VOC; deploying lower-VOC-content (high-solid) and water-based paints, coatings and adhesives; reducing VOC in cleaning via pre-impregnated wipes, low-volatility or water-based cleaners and enclosed washing machines; and advanced coating techniques such as air-assisted airless and electrostatically assisted spraying. Actions cover own operations under the avoid and reduce pollution mitigation hierarchy steps.

For substances of concern, the Company's substitution framework is aligned with regulatory time horizons rather than set Company targets, and it regularly assesses the status of its actions to manage substance-related regulatory requirements. It uses Technology Readiness Level (TRL) indicators to track progress of substitution projects, alongside other KPIs reviewed by steering committees. Because aerospace products have long lifecycles and operate in extreme conditions, finding and certifying alternatives to regulated substances is lengthy and often exceeds regulatory timelines, so applications for continued use under specific conditions are frequently necessary. Reported key figures (2024): more than 16,000 regulated substances impact analysed; 509 substances for which substitutes were qualified and deployed; and 558 mixtures for which substitutes were qualified and deployed. For air, the Company set a voluntary target aligned with its environmental policy, put in perspective with the Airbus production ramp-up over 2015-2030, on its own operations and operationally controlled entities: VOC emissions in absolute terms, with a 2030 target value of 1,498 tons (0% increase versus the 2015 baseline of 1,498 tons); the 2024 value was 1,230 tons, minus 18% versus baseline. The target integrates expected upcoming aircraft production ramp-up.

Airbus reports air pollution metrics. Only the Hamburg site exceeds the VOC reporting threshold specified in ESRS E2 (per Annex II of Regulation (EC) No 166/2006); the number of facilities exceeding the 100 tonnes E-PRTR threshold for VOC emissions is 1. Because the Company's target applies to own operations and operationally controlled entities, it also reports a second figure on this extended perimeter (VOC on Target perimeter). Reported Emissions Metrics - Pollution of Air (2024): VOC 155 tons (E-PRTR reporting perimeter); VOC on Target perimeter 1,230 tons. On the target perimeter, most data was reported by entities: data reported by entities 96% of the Company's employees, data estimated 4%, with 0.4% non-controlled entities included due to co-location. The main VOC emission sources derive from surface treatment, cleaning, painting and coating operations, using materials such as halogenated (TCE, MC), non-halogenated and ozone-depleting (HFCF 141b) solvents, and solvated paints and coatings (primers, wash primers, topcoats). Where VOC emissions are not directly measured, they are computed mainly via a mass-balance approach based on the VOC quantity in consumed materials, excluding wasted products; direct measurement is prioritised on certain regulated sites.

Airbus reports water policies through the Airbus Environmental Policy and Environmental Management System (section 6.2.1), which emphasise the Company's commitment to sustainable practices in its operations. A focus of the Environmental Policy is water, where the Company aims to continually explore and implement innovative technologies and solutions to reduce the environmental footprint of its activities, including regarding water. The policy covers water withdrawal reduction, but it does not explicitly mention water management, water sourcing, water treatment or the reduction of water usage in areas at water risk; these aspects are nevertheless included in the Company's management of water-related matters for its own operations and controlled entities perimeter. The Company's water usage is mostly linked to non-industrial uses (sanitary, HVAC, canteens and fire extinguishing), while around one third of water withdrawn is used for industrial uses such as climate control of industrial facilities (clean rooms for satellite assembly, paint-shops), surface treatment, machining and non-destructive testing. Environmental risks and opportunities, including water accessibility in areas of high and extremely high water stress, are managed following the Company's ERM system.

Airbus reports water actions supporting its 2030 target, applying to own operations and operationally controlled entities and implemented in priority on sites with measured data, in particular sites in areas at water risk (high or extremely high water stress). Actions include: metering and monitoring, with deployment in 2024 of digitised and automated real-time water withdrawal monitoring at sites in Spain and France; leak management, with detection and repair of several leaks at sites in France and the UK in 2024; water reduction and reuse, including closed-loop systems where water is reused (for example press cooling systems in Bremen, Germany) and upgrades to cooling systems and non-destructive testing processes at locations such as Illescas, Spain and Nantes, France; rainwater harvesting to replace drinking water in industrial and sanitary equipment, deployed at several sites including Toulouse, France, Broughton, UK, and Airbus Helicopters in Paris-Le Bourget, France; and employee engagement, including World Water Day awareness campaigns via the intranet and onsite activities. Sites assessments using external expertise, started in 2023 to evaluate water management maturity and identify reduction opportunities, were extended to additional sites in 2024. All actions are continuous efforts renewed annually within the 2030 target.

Airbus reports a voluntary 2030 water target versus a 2015 baseline: a minus 25% reduction in absolute water withdrawal volumes, defined by the Company as the sum of purchased water, abstracted groundwater and surface water withdrawal, excluding collected rainwater, reclaimed water, brackish coastal water, and non-contact water used for geothermal energy generation or heating/cooling; this metric is referred to as the water withdrawal-related KPI. Reported target figures: Water withdrawal-related KPI, unit m3, 2030 target value 3,225,016 (minus 25% versus baseline); 2015 baseline value 4,300,021; 2024 value 3,510,180, which is minus 18% versus baseline. The target applies to own operations and operationally controlled entities and aligns with the Environmental Policy. It was defined with impacted functions (Facility Management, EHS, Industrial Operations) and validated by the Airbus Industrial Environmental Roadmap cross-divisional Steering Committee, informed by projected local water stress from the WRI Aqueduct Water Risk Atlas version 4.0 (August 2023), using the Aqueduct 2030 pessimistic scenario (aligned with warming exceeding 3 degrees C, IPCC SSP5 RCP8.5). Site-specific targets are cascaded based on local water stress; the previous target focused on purchased water only and the scope expansion updated the baseline. Performance is monitored monthly.

Airbus reports water metrics covering own operations, plus a second figure on the extended perimeter of own operations and operationally controlled entities. Water consumption is defined as the difference between water withdrawal volumes and water discharge volumes; all withdrawal volumes per source and discharge volumes by destination are reported per entity, obtained from direct measurements (metering or invoice) or estimated. Reported Water Metrics (2024, m3): Total water consumption 595,418; Total water consumption in areas of high water stress 256,355; Total water consumption in areas at water risk 140,989; Total water withdrawal 3,499,794; Water intensity 8.6 m3/M euro. The Company also reports Total water withdrawal-related KPI (own operations and operationally controlled entities) of 3,510,180 m3. Source of data (2024): total water withdrawal for which data is measured 93%, estimated 7%. Reporting scope: data reported by entities 96% of employees, estimated 4%, with 0.4% non-controlled entities included due to co-location. Water risk and water stress indicators are obtained per site using the WRI Aqueduct Water Risk Atlas 4.0 baseline data (high and extremely high water stress locations for stress; high and extremely high overall water risk locations for risk); entities with fewer than 100 employees were considered at country level.

Under section 6.2.5.2 (Transition plan and consideration of biodiversity and ecosystems in strategy and business model), Airbus states that no specific resilience analysis of its strategy and business model to biodiversity risks was conducted, in line with the non-identification of any material related risk (per section 6.1.1.4.1 IRO-1). The Company frames its biodiversity-related IROs as an indirect effect of its climate change (section 6.2.2.1) and pollution (section 6.3.2.1) related IROs rather than direct drivers. In the related SBM-3 disclosure (6.2.5.3), the Company reports it has not identified any sites as having a material negative impact on biodiversity, and to date has not identified any material negative impacts with regard to soil sealing, land degradation and desertification, nor threatened species. The two identified biodiversity IROs relate to GHG emissions from aircraft in operation (downstream) and potential water pollution from aviation fuel production in the value chain.

Under section 6.2.5.4 (Policies, E4-2), Airbus states it has not adopted a policy specifically on biodiversity. The Company's Environmental Policy (see section 6.2.1 Policies) applies to topics related to the biodiversity IROs. In addition, the Company's sites' ISO 14001 certification embeds biodiversity considerations, and processes and actions supporting the local management of biodiversity are also defined to facilitate compliance with local applicable regulatory requirements. No separate, dedicated biodiversity policy instrument, scope, or accountability structure beyond the general Environmental Policy and ISO 14001 environmental management system framework is disclosed.

Under section 6.2.5.5 (Actions and resources, E4-3), Airbus states it has not defined actions specifically on biodiversity. The Company considers that the actions implemented to address climate change topics are deemed to simultaneously address the biodiversity IRO. For more information, the Company refers readers to section 6.2.2.5 Actions and resources (E1-3), covering its climate change actions. No biodiversity-specific action plans, resources, or ecosystem-restoration measures are separately disclosed.

Under section 6.2.5.6 (Targets and metrics related to biodiversity and ecosystems, E4-4), Airbus states it has not defined targets nor metrics on biodiversity. The Company considers that the target and metrics used to address climate change mitigation are deemed to simultaneously address the biodiversity IRO. For more information, it refers readers to section 6.2.2.6 Targets (E1-4), which covers its climate change targets. No standalone measurable biodiversity targets, thresholds, or ecosystem-condition objectives are disclosed.

Impact metrics related to biodiversity and ecosystems (E4-5) are addressed within section 6.2.5.6 (Targets and metrics related to biodiversity and ecosystems). Airbus states it has not defined targets nor metrics on biodiversity, considering that the metrics used to address climate change mitigation are deemed to simultaneously address the biodiversity IRO, with reference to section 6.2.2.6 Targets (E1-4). Consequently, no biodiversity-specific impact metrics (such as land-use change, species population, or ecosystem-extent indicators) are reported. The Company also states it has not identified any sites as having a material negative impact on biodiversity.

Under section 6.2.6.2 (Policies, E5-1), the Airbus Environmental Policy and Environmental Management System (described in section 6.2.1) govern resource use and circular economy. The Policy outlines commitment to reducing environmental impact during production and throughout the product life cycle, covering eco-design, circularity and end-of-life considerations, including waste management in industrial operations. It focuses on minimising resource depletion (including virgin resources) and increasing use of secondary materials, although it does not explicitly mention transitioning away from virgin resources, nor sustainable sourcing and use of renewable resources. The Policy emphasises transitioning from a linear economy to a circular one, diverting waste from landfills and avoiding depletion of natural resources, but does not explicitly mention the waste hierarchy nor cover the prioritisation of avoidance. Optimising material use must never be detrimental to product safety and must meet stringent certification standards. The Company's main industrial waste comprises metallic, general, chemical and packaging waste; waste from industrial activities represents about three quarters of the total waste generated by the Company's sites, the remainder being waste generated in offices and canteens.

Actions (E5-2) span resource inflows (6.2.6.3.1) and waste (6.2.6.4.1). On inflows, the Company invests in lifecycle assessments (LCA) following ISO 14040 standards and completed LCA studies for all commercial aircraft products delivered in 2024. Design prioritises weight reduction through material use optimisation, improving buy-to-fly ratios; forming technologies such as stamping or forging cut material use versus machining from solid plate (forming has cut aluminium use by 80% for some parts). Under the EU Critical Raw Material regulation, an internal methodology assesses raw-material criticality, feeding a regularly updated watchlist launched in 2023. Training modules on circular economy are available since 2023. On waste, the Company has standardised and harmonised recycling and sorting practices, harmonised in Europe with efforts ongoing in Canada, the US, Mexico, Morocco and Tunisia. It is developing closed-loop titanium scrap recycling systems with suppliers, deployment having commenced in 2024 at selected sites. It focuses on metering and data robustness, collecting waste data on a single company-wide platform, and will embark on a comprehensive waste reduction roadmap starting in 2025.

Targets (E5-3) are split between resource inflows (6.2.6.3.2) and waste (6.2.6.4.2). For resource inflows, the Company has not and does not plan to set a target, stating the success of related actions is contingent on securing commercial agreements and consolidating demand rather than volume-based objectives, though it tracks effectiveness via a dedicated multi-functional team. For waste, the Company has set a voluntary objective: to reduce 'Waste produced excluding exceptional waste' to a 2030 target value of 90,764 tons, a -20% reduction versus a 2015 baseline of 113,455 tons; the 2024 value stood at 89,387 tons, already -21% versus baseline. An additional target is 0% of waste directed to disposal (landfill and incineration without energy recovery). Scope covers own operations and operationally controlled entities. The target addresses all layers of the ESRS waste hierarchy (prevention, preparing for re-use, recycling, other recovery, disposal), was developed from internal perspectives and industry benchmarking rather than conclusive scientific evidence, and spans 2015 to 2030.

Resource outflows and circularity (section 6.2.6.4.3 Metrics, E5-5). The Company's circularity approach relies on complementary levers: 'Avoid' (material use optimisation reducing weight), 'Reduce' (industrial waste embedded in a waste target, and increasing component lifespan, with most aircraft components lasting the service lifetime exceeding 20 years on average), 'Repairability, reuse and second life' (LLPs, MRO services and passenger-to-freighter conversions to extend aircraft life), and 'Recycling' (recovering high-value materials such as titanium via closed loops). Reported data covers the Company's own operations, with a second figure covering own operations and operationally controlled entities. On scope quality, data reported by entities equals 96% of employees and estimated data 4% for 2024; non-controlled entities included due to co-location represent 0.4%; the estimated share of final waste treatment information pending waste-collector confirmation is 15% of total waste volume. Backfilling operations are included in recycling volumes per the European Waste Framework Directive. Total non-recycled waste in own operations was 60,653 tons in 2024, equal to 26.4% of waste generated.

Waste metrics for 2024 (section 6.2.6.4.3, all figures in tons unless noted). Total waste generated in the Company's own operations: 229,389. Total diverted from disposal by recovery operations: 207,469, of which hazardous waste 15,236 (recycling 6,828; energy recovery 5,523; other recovery 2,885) and non-hazardous waste 192,233 (recycling 161,907; energy recovery 10,921; other recovery 19,405). Total waste directed to disposal: 21,920, of which hazardous 10,926 (landfilling 992.4; incineration without energy recovery 2,766; other disposal 7,168) and non-hazardous 10,994 (landfilling 5,955; incineration without energy recovery 183.1; other disposal 4,856). Total non-recycled waste: 60,653 (26.4%). Total hazardous waste: 26,162. On an own-operations-plus-operationally-controlled-entities basis, total waste generated was 230,225, of which exceptional waste 140,837 and non-exceptional (target-related metric) 89,387; total directed to disposal (target-related metric) was 21,938, equal to 9.5%.

Airbus reports several own-workforce policies (sections 6.3.2.3, 6.3.2.7.1, 6.3.2.8.1, 6.3.2.9.1). The overarching Human Resources Airbus Company Policy applies to all employees worldwide, including controlled affiliates, and covers social dialogue, health and safety, inclusion and diversity, development and remuneration. The Chief Human Resources and Workplace Officer is accountable. It builds on third-party standards including ILO Convention C111 on discrimination, the UN Women's Empowerment Principles, the LGBT+ Charter with L'Autre Cercle, and the Women in Aviation and Aerospace Charter, and is aligned with the International Framework Agreement (IFA, signed 2005). The Occupational Health and Safety Policy sets the Zero-Harm aspiration, is signed by the CEO, aligns with ISO 45001, and applies to own workforce, controlled affiliates and contractors on managed worksites. The I&D Guidelines rest on three strategic pillars, forbid discrimination and harassment and reference ILO C111. Further policies include the Airbus Company Human Rights Policy and the Code of Conduct.

Airbus engages with its own workforce (section 6.3.2.4) mainly through the biennial "my Working Environment" (MWE) survey sent directly to all individual employees, scoring dimensions such as Airbus values, engagement, leadership and strategy, health and safety, wellbeing, and inclusion and diversity. Participation figures: 86,573 recipients (64%) in 2019, 89,270 (66%) in 2021 and 96,807 (62%) in 2023. Employee panels representing the entire workforce interpret the results, which are shared with the Executive Committee, Board of Directors and social partners through bodies such as the European Works Council to define top-level priorities and action plans. Senior leaders receive domain-specific feedback and develop tailored action plans. Results and subsequent actions are communicated to all employees and monitored over time. A dedicated HR team oversees the process, with the Chief HR and Workplace Officer responsible for implementing action plans. Transparent social dialogue at site, country and European level gives worker representatives regular opportunity to address impacts, including on vulnerable groups such as colleagues with disabilities.

Airbus reports channels for own workers to raise concerns (section 6.3.2.5). Every employee is invited to raise potential concerns about negative impacts to their manager, HR or Ethics and Compliance representatives, either directly or anonymously through the OpenLine available to all on the company website. Details on how availability of such channels is supported, how issues are tracked and monitored, awareness and trust in the structures, and protection of those who raise concerns are cross-referenced to the business conduct section (G1-1). As part of ongoing human rights due diligence, social assessments focused on human and labour rights are conducted by a third-party service provider to check adherence to human rights commitments on company sites; findings are shared with site or company management and action plans, including remediation and lessons learned, are agreed. In cases of work-related injury or ill-health involving material harm, the company may provide or support medical or other remediation. Broader remediation processes are detailed under S2-3.

Airbus reports actions across health and safety (6.3.2.7.2), diversity (6.3.2.8.2) and social dialogue (6.3.2.9.2). Health and safety: more than 250 experts support the action plan; work streams cover in situ contractor management, a regulatory non-compliance recovery roadmap in France, Germany and Spain (target completion end 2025), culture initiatives (People Safety @ Work, We Care, Safe Together), hazardous substances and REACH compliance, digital occupational-health tools, and wellbeing (a global online advice and assistance programme, mental-health focal points). Five internal audits were planned and performed by the EHS Compliance Assurance team, and three affiliates had H&S FIT Checks. Diversity: 53 Diversity Business Champions and 14 Employee Resource Groups; the MyWay women leadership programme had 100 participants in 2024, 5 years of operation and 420 women trained to date; 21 eLearning modules on inclusive leadership and unconscious bias and 54 Diversity Fresco workshops; plus external mentorship partnerships. Social dialogue: the Airbus SE Works Council (SEWC) and yearly Airbus Global Forum; in 2024, 4 SEWC meetings were planned and 6 conducted (2023: 4 planned, 5 conducted).

Airbus reports targets in health and safety (6.3.2.7.3), diversity (6.3.2.8.3) and social dialogue (6.3.2.9.3). Health and safety uses annual Lost Time Injury Frequency Rate 1 (FR1, LTI per one million hours worked) targets: Airbus target 1.95 (-15% vs 2023 baseline 2.31), performance -31%; Airbus Helicopters target 0.9 (-10% vs baseline 0.99), performance +11%; Airbus Defence and Space target 1.09 (-15% vs baseline 1.28), performance -49%. Gender-diversity targets for 2024: women external hire white collar target 33% (value 30%); women external hire blue collar target 12% (value 12%, achieved); women in Executive management positions target 25% by 2025 (value 22%). The proportion of women in the aerospace industry is noted as less than 20%. Targets are Company-wide, validated by the CEO and Executive Committee, and monitored monthly with the CHRO. For social dialogue, the company has not set measurable outcome-oriented targets but tracks effectiveness through continuous, open and timely dialogue forums.

Airbus reports employee characteristics as of 31 December 2024 in head count (section 6.3.2.6). Total "employees as per CSRD" were 171,830 heads (156,921 on the Financial Statements definition). By gender: Male 135,222, Female 36,565, Other 12 and Not disclosed 31. By contract type: 158,839 permanent, 4,647 temporary, 1,579 trainees, 6,206 apprentices and 559 working students; 164,601 full-time and 7,229 part-time. Countries with more than 10% of employees: France 59,327 and Germany 59,241. A regional breakdown is provided, with Core Europe Countries at 145,203. Employee turnover for 2024: 12,152 leavers on the CSRD definition (attrition rate 7.2%) and 6,484 leavers on the Company definition (attrition rate 4.2%). "Employees as per CSRD" includes active and non-active employees (leave, sickness, parental leave, early retirement) plus trainees and apprentices, whereas the Active Workforce excludes non-active staff, trainees and apprentices.

Airbus reports collective bargaining and social dialogue coverage (section 6.3.2.9.4). In 2024, 91% of total employees were covered by collective bargaining agreements. Coverage is shown by band for EEA countries, non-EEA regions and workplace representation (EEA only). In the 80-100% band: France and Germany (collective bargaining and workplace representation), plus Australia and New Zealand, Europe non-EEA (including the UK), Latin America and Middle East and Africa for collective bargaining outside the EEA. North America falls in the 40-59% band, and Asia Pacific and India in the 0-19% band. Spain sits at 80-100% but represents less than 10% of employees and is not included in the table. Coverage data outside France, Germany, Spain and the UK reflects actual figures for more than 99% of employees, with the remaining under 1% conservatively assumed uncovered. Governing agreements include the Airbus SE Works Council agreement and the International Framework Agreement between the company and the European Works Council.

Airbus reports diversity metrics for 2024 (section 6.3.2.8.4), sourced from the digital HR database covering active and non-active employees. Employee gender distribution at top management level (Executives, defined as "band III" and above, up to three levels below the CEO): Female 220 and Male 783, with Other and Not disclosed nil, for a total of 1,003 heads. Employee breakdown by age: under 30 years old 27,934 heads; 30 to 50 years old 98,948 heads; over 50 years old 44,948 heads. The metric is used to analyse trends and distributions by gender and age over time and to compare against objectives, though targets are established solely for the Active Workforce.

Airbus reports 2024 health and safety metrics (section 6.3.2.7.4). Governance: 90% of employees are covered by a formal occupational health and safety management system; ISO 45001 certified coverage is 19% of entities and 28% of employees; more than 84% of employees have direct access to the FISH platform and are covered by FISH reporting (including FR1). Performance: 2 work-related fatal accidents, both other workers on Airbus sites, with zero own-workforce fatalities; two fatal accidents involving contractors occurred (Mobile, Alabama in February and Tunis in December). Work-related ill-health fatalities were 0. There were 2,645 work-related recordable injury accidents, a rate of 10.13 per one million hours worked. Lost Time Injury Frequency Rate 1 (FR1, LTI per one million hours worked): Company 1.56, Airbus 1.59, Airbus Helicopters 1.10 and Airbus Defence and Space 0.65. The recordable accident rate uses a CSRD phase-in for non-employees and other workers, while fatalities are reported without phasing.

Airbus's main policies covering value-chain workers are its Human Rights Policy and International Framework Agreement (IFA), and its Supplier Code of Conduct (SCoC). A multi-divisional Human Rights Core Team drives the Human Rights Roadmap addressing salient issues across the value chain, while a Sustainable Supply Chain Roadmap led by Procurement brings together actions on human rights, environment and health and safety around three principles: supplier commitment, supplier assessment, and supplier engagement and development. The SCoC is based on the IFBEC Model Code of Conduct and aligned with internationally recognised standards including the UNGPs, OECD and ILO. Signing a commitment to the SCoC is mandatory for any supplier participating in an Airbus call for tender. Suppliers must establish a health and safety management system (e.g. ISO 45001 or equivalent), and the Company maintains a zero-tolerance approach to forced and child labour, requiring compliance with the ILO Conventions on Forced Labour and Child Labour. The SCoC also requires compliance with conflict minerals laws, including 3TG (tin, tungsten, tantalum and gold), in line with the Company's Responsible mineral policy. Adherence is monitored through ongoing due diligence aligned with the OECD Due Diligence Guidance for Responsible Business Conduct.

Airbus's engagement with value-chain workers is primarily based on identified potential or actual impacts, conducted through 'credible proxies' or through third-party assessments on supplier sites or its own sites (including in situ contractors), which systematically include worker interviews. Topics reviewed align with the Company's human rights commitments, the expectations of the Supplier Code of Conduct and applicable law, and include checks on indicators of forced and child labour such as paid recruitment fees, retained ID, worker age, working hours, remuneration and a safe working environment. Airbus is directly informed of any findings so it can take appropriate action with the supplier and analyse trends. Value-chain workers can also raise concerns via the Airbus OpenLine. For operational responsibility, targets for supplier assessments are included in the 2024 objectives of the Chief Procurement Officer and cascaded through Procurement; own-site assessments (including in situ contractors) are sponsored by the CSO and Chief Human Resources Officer. The Company notes it does not have a dedicated process to determine whether value-chain workers are aware of and trust these structures. The risk-based approach and exchanges with third-party experts help the Company reach potentially more vulnerable workers.

Airbus's principal channel is the Airbus OpenLine, available to all stakeholders both online and via a dedicated telephone number, providing a confidential way to report concerns including human rights matters such as forced labour, child labour and health and safety. Concerns can be reported anonymously where legally permissible. When an alert is received through OpenLine, the Company commits to acknowledge receipt within seven days, and all alerts are handled by professional investigators supported by subject matter experts. OpenLine details are on the front page of the Company website and communicated to suppliers through the Supplier Code of Conduct; Airbus also aims to ensure in situ contractors are aware by embedding communication channels within its operations. A specific non-retaliation policy protects those who raise concerns or assist in investigations in good faith. A multi-functional team (Legal and Compliance, the Human Rights Roadmap and Procurement Sustainability) is regularly updated on new alerts and findings. Where the Company has caused or contributed to an actual adverse impact, it will provide for or cooperate in appropriate remediation, seeking to restore affected persons to their prior situation where possible, proportionate to the significance and scale of the impact.

During 2024, Airbus continued strengthening risk-based human rights due diligence in line with the OECD Due Diligence Guidance, using third-party evidence-based desktop Sustainability Maturity Assessments (SMA), on-site assessments and other targeted actions, primarily on Tier-1 suppliers. Key 2024 figures: 86% of sourcing volume had undergone an SMA; 305 highest-risk suppliers had undergone an SMA; and 50 on-site assessments were conducted on supplier sites. Due diligence identified no findings related to child labour, but did identify indicators of forced labour and health and safety concerns. Following a third-party onsite audit at a supplier in Southeast Asia, indicators of forced labour were found (allegations of worker-paid recruitment fees and excessive working hours); after collaborative work the findings are being closed, with the supplier strengthening policies on recruitment fees and working hours. On-site assessments of four suppliers in Germany, Brazil and Malaysia found health and safety concerns (fire alarms missing, blocked emergency exits, missing building permits, electrical risks), with corrective actions requested. Actions include monitoring high-risk activities (cleaning, security, catering) in high-risk countries, an internal Forced Labour Toolkit, and deepening understanding of raw materials sourcing risks for child and forced labour.

Airbus set targets around social assessments and coverage of risky suppliers. For assessment of all Company sites, including controlled affiliates with more than 100 employees, for human and labour rights (since 2020), the target is 100% by 2026, with a 2024 value of 70%. The target for annual on-site social assessments performed was 15 for 2024, and 15 were performed; a total of 69 assessments have been performed since 2020. Countries of sites assessed in 2024 were Spain, Germany, France, UK, Portugal, Poland, Hungary, Tunisia, Romania, Thailand, Taiwan and the USA, with a 2020 baseline. Separately, the target for the number of risky supplier sites covered by at least one dedicated action was 300 for 2024, and 305 were covered (+1.7% versus target); this can include an SMA, an on-site assessment or another targeted action. The risky-supplier scope is based on Tier-1 suppliers (excluding affiliates and subsidiaries) identified using risk-based analysis of geographical location and activity, with risk assessment started in 2022 and methodology reviewed in 2023. No stakeholders, including value-chain workers, were involved in setting these targets.

For Airbus, consumers and end-users are aircraft passengers and flight crews, whose interests are addressed through the Aviation Safety topic. The Aviation Safety Company Policy supports the vision to reach zero accidents and covers the entire product lifecycle from early design and production to in-service operation. It applies to all employees across Airbus, Airbus Defence and Space and Airbus Helicopters, and targets the safety of populations referenced in ICAO Annex 13, including passengers and flight crews; the Company Human Rights Policy also commits to ensuring aviation safety is never compromised. Governance: the Head of Corporate Aviation Safety is accountable for SMS consistency and reports to the CEO; for Commercial Aircraft the Head of Aviation Safety chairs the Product Safety Board, and biyearly safety reviews are held at Board of Directors level. The Airbus Safety Management System (SMS), consistent with ICAO Annex 19, is built on the four ICAO pillars: safety policy and objectives, safety risk management, safety assurance, and safety promotion. Regulatory compliance is ensured through EASA approvals (Part 21 Subpart J DOA, Part 21 Subpart G POA, Part-M and Part-CAMO, Part 145 MOA, Part 147 ATO) plus quality certifications such as EN9100. A Commitment to Just and Fair Culture, endorsed by the CEO, ensures reporting channels for product safety and quality matters.

Airbus engages comprehensively with operators, airworthiness authorities and other external stakeholders (suppliers, MRO providers, training centres) to support safe operations throughout the aircraft lifecycle. Sharing safety information is central, and the Head of Aviation Safety, reporting to the CEO, has operational responsibility for fostering information-sharing. Activities include annual Airbus flight safety conferences with customers (initiated in 1994) and the safety magazine 'Safety first', which reaches over 1,500 aviation professionals daily via safetyfirst.airbus.com. The Safety-first application D10X (Air Transport Safety, Destination 10X Together) is a collaborative initiative proposing shared solutions with operators for key safety issues. Airbus works closely with airworthiness authorities such as EASA across the product lifecycle, incorporating feedback into design. It regularly shares technical updates and operational advisories, maintains a transparent incident reporting system encouraging airlines to report safety events, offers ongoing technical support (troubleshooting, maintenance advice, best-practice updates), and provides training programmes for pilots, cabin and maintenance crews including simulator sessions and emergency procedures. Passengers as end-users are considered through proxies such as airlines and airworthiness authorities with which the Company is in constant dialogue.

With the sole objective of preventing recurrence of accidents and incidents, Airbus supports ICAO Annex 13 investigations, acting as technical advisor to the accredited representatives in accordance with ICAO Annex 13 to the Convention on International Civil Aviation. Airbus encourages operators, MROs and suppliers not only to report to their own agency or national airworthiness authority under mandatory requirements, but also directly to Airbus for technical and operational feedback, including non-mandatory safety-related incidents. The Airbus OpenLine serves as an additional reporting means for employees and any external stakeholder to raise concerns including safety-related ones, allowing anonymous reporting where legally permissible, communicated through channels including the Company website and official publications. The Company protects those who speak up in good faith, consistent with the Airbus Commitment to Just and Fair Culture, and refers to ESRS G1 for anti-retaliation policies. To close the loop, Airbus shares lessons learned from accident and incident investigations with the wider aviation community. The safety risk management process is embedded in the SMS with monitoring of efficiency; channel effectiveness is ensured by means including 24/7 availability and consideration of feedback from customers and operators.

The aviation safety action plan is on-going, permanent and fully operational, embedded in the Airbus SMS, and exceeds SMS requirements for European Original Equipment Manufacturers. Key actions include: Safety in design (advanced engineering, rigorous testing and simulation, risk assessments, structural integrity, redundant systems, fail-safe mechanisms, human factors, and investment in research including advanced materials, automation and AI); Safety in production (stringent quality control, inspections and testing, supplier audits); Safety in supply chain (cascading requirements to direct suppliers via contractual terms and the Supplier Code of Conduct, going beyond ISO EN9100, with an annual audit campaign prioritised by parts criticality, operational maturity and production capacity); Testing and certification (ground and flight testing, with certification by authorities such as EASA, Transport Canada Civil Aviation and the FAA); Operations and in-service support (maintenance programmes, advanced data monitoring, pilot training); Incident and accident investigation; Continuous safety enhancements (proactive risk management, safety culture); and Aviation sector engagement (with EUROCONTROL, EASA, FAA, ICAO, IATA, IFALPA and the Aviation Supply Chain Integrity Coalition). During the reporting period, fatalities occurred in relation to a number of helicopter accidents and on board a De Havilland regional aircraft that collided with an A350 commercial aircraft in Japan.

Airbus established a safety-related target measuring the continuous efficiency of the SMS, identifying the nomination and training of SMS officers in key business functions as a key safety performance indicator. The target is that 100% of SMS officers shall be nominated and trained, on a continuous (permanent) basis, monitored since 2018 and formalised in 2021. For 2024 the target was met: SMS officers nominated reached 100% (target 100%, permanent horizon) and SMS officers trained reached 100% (target 100%, permanent horizon). The target covers SMS officers nominated in functions within the Commercial Aircraft business segment; officers are considered trained when they have completed comprehensive training dedicated to SMS officers delivered by qualified trainers. The target was set by the Company on a voluntary basis with no specific consultation of stakeholders, and end-users and customers are not involved in tracking performance. A related key figure disclosed is the fatal accident rate (10-year moving average per million flights at industry-wide level) for fourth-generation commercial aircraft of 0.04 in 2024, based on publicly available data from ICAO and Cirium.

Airbus supports the UN Global Compact and the IFBEC Global Principles of Business Ethics. Its Ethics & Compliance programme aims to align business practices and corporate culture with applicable laws and ethical principles, covering corporate culture, whistleblower protection, bribery and corruption, third-party relationships, fraud, export control and sanctions, fair competition, conflicts of interest, insider trading, money laundering and tax evasion. Specific policies include the Code of Conduct, the Airbus Anti-Corruption Policy, Requirements for Ethics & Compliance Specific Areas for Employees, Requirements for Third Party and Transactions Management, Requirements for Sponsorships, Donations and Corporate Memberships, Requirements for Export Control, and a Responsible Lobbying Charter. The Code of Conduct applies to the global workforce including all divisions and controlled subsidiaries and joint ventures, with the CEO accountable; it is available on airbus.com. A network of Ethics & Compliance Representatives (ECRs) promotes the programme. Concerns can be raised via the OpenLine (airbusopenline.com), line managers, HR Business Partners, the Legal & Compliance team, ECRs, Privacy Focal Points or Export Control Points of Contact. The Company commits not to retaliate against good-faith reporters, aligned with Directive (EU) 2019/1937. All employees must complete mandatory annual ethics and compliance training. In 2024, the number of alerts or allegations received was 1,730.

Airbus embeds environmental and social responsibility in its procurement strategy, managing supplier relationships through sourcing, strategy definition, supplier selection, contract management, and supplier monitoring and development, including ensuring timely payments to suppliers such as SMEs (see G1-6). Due diligence covers primarily Tier-1 suppliers (those with which the Company contracts supply agreements); if an alert is raised regarding an upstream supplier, the Company acts as deemed appropriate. Since 2018, the Procurement team has carried out annual proactive sustainability inherent risk mapping. Before engaging any supplier, the Company conducts due diligence covering enforcement, sanctions, adverse press and politically exposed checks on topics such as corruption, fraud, export control, human rights and environment. During the call-for-tender phase, suppliers complete a sustainability questionnaire that carries a minimum weight in the selection process. All suppliers entering a selection process must commit to the Supplier Code of Conduct (SCoC), available on the Supplier portal and the Company website. Procurement-related risks and opportunities are embedded in the Company's ERM process, with supply-chain sustainability roadmap risks managed under the Procurement ERM plan. The Company also has procedures for suppliers, including SMEs facing financial difficulties, designed to support supply-chain liquidity.

The Airbus Anti-Corruption Policy and its referenced directives, including anti money laundering requirements, form the backbone of the Ethics & Compliance programme; it applies to the entire workforce across all divisions and controlled subsidiaries, with the General Counsel as owner. The Company maintains a 'Speak Up' culture and the OpenLine is publicly accessible to employees and external stakeholders, including suppliers and their employees, and is reiterated in the updated Supplier Code of Conduct. Corruption and bribery alerts are managed by a dedicated Ethics & Compliance team and tracked in an access-limited database. Investigation steps include initial review, detailed analysis and evidence collection, assessment and proposal of remedial actions, closing and reporting, and monitoring implementation. Alerts involving Board, Executive Committee or specific team members are transferred to the Chief Ethics & Compliance Officer, who reports key investigations to the ECSC quarterly. Anti-corruption training is delivered company-wide and in depth to highly exposed functions; 100% of functions-at-risk are covered by training programmes in 2024. In-scope employees excluding shop floor were 116,443, with 113,624 trained in 2024; Highly Exposed (excl. Executives) were 5,893 with 4,866 trained; Executives were 866 with 719 trained. There were 648 Export Control Points of Contact (EPoCs).

For 2024, Airbus reports the number of convictions for violation of anti-corruption and anti-bribery laws as 0, and the amount of fines for violation of anti-corruption and anti-bribery laws as EUR 0. The Company aims to prevent breaches by continuously improving its anti-bribery and anti-corruption policies and their implementation, supported by Company-wide yearly audits, internal investigations, and other verification or benchmarking. In 2024, the Company continued delivering its Company-wide training programme as a regular ongoing yearly activity. Additional actions carried out and completed in 2024 included raising awareness among employees in certain targeted regions of OpenLine availability, the Gift and Hospitality method and the Sponsorship and Donation method, and updating the list of highly exposed populations in affiliates for training purposes. These actions reinforce a culture of integrity and speak-up, help prevent related risks, and are embedded in the Company's usual operations.

Airbus prioritises timely payments to suppliers, including SMEs, recognising that late payments can adversely affect SMEs in particular. It offers shorter payment terms to SMEs that have adopted electronic invoicing and has processes to prevent late payments, including automated payment tracking systems that alert when payment deadlines approach. Payment terms are known and mutually agreed with all suppliers. Standard payment terms for suppliers are end of month +60 days, due the 10th day of the next calendar month (subject to applicable law). For SMEs with electronic invoicing, payment is due on or before the 25th day of the month following the invoice month; for SMEs without electronic invoicing, payment is due on the 30th day of the month following the invoice. In 2024, the average number of days to pay an invoice from the date the contractual or statutory payment term starts to be calculated was 62 days. The percentage of payments aligned with standard payment terms was 91%. The number of legal proceedings outstanding as of year end for late payments was 0. Scope is Company-wide; the central reporting tool covers more than 90% of total Company spend, and KPIs are calculated based on the number of invoices.