Environmental, social and governance reporting enables us to achieve greater transparency about our performance on a variety of issues. It acts as a complement to our financial reporting, providing our stakeholders with a more holistic view of our future financial performance. We use the Global Reporting Initiative as the framework for our sustainability performance reporting.

Global Reporting Initiative: the standard on transparency

At Airbus, we voluntarily report on environmental, social and governance issues using the Global Reporting Initiative standards as a tool to disclose our sustainability data with transparency. This data has been externally audited since 2010.

Read the 2023 Airbus Annual Report

Airbus Annual Report 2023

Pdf11.49 MB

Our GRI index

The Global Reporting Initiative is the most widely adopted global sustainability reporting standard. We began taking the GRI standard into account in 2003 to offer better transparency and comparability to our stakeholders on environmental, social and governance issues. Below is our GRI index, which references relevant GRI standards and indicates where the related information or data can be found. For some indicators, we also refer to our Universal Registration Document in the Airbus Annual Report. The non-financial information can be found in the chapter 1.2 of this document, starting on page 64.

Airbus Universal Registration Document 2023

This table reflects the topics considered most material to Airbus and its stakeholders and follows the GRI Standards Guidelines, in accordance with the “core” option.

GRI

Disclosure

Related content

GRI 2      General Disclosures

GRI 3      Material Topics

The Organisation and its reporting practices

2-1

Orgaisational details

 
 

Name of the organisation

Airbus SE

 

Location of headquarters

Leiden, the Netherlands

 

Location of operations

Airbus global presence, Airbus Helicopters global presence

 

Ownership and legal form

See URD –3.1.2 Legal Form

2-2

Entities included in the consolidated financial statements

See Consolidation Scope 2022

2-3

Reporting period, frequency and contact point

 
 

Reporting period

From 1st of January to 31 of December

 

Reporting cycle

Annual

 

Contact point for questions regarding the report

See sustainability on airbus.com

2-4

Restatements of information

See data per sustainability topics in the respective sub sections of URD – 1.2 Non-Financial Information, URD –1.2.17 ESG Data Board

Please refer to the IFRS Consolidated Financial Statements, notes 24, 37.7

2-5

External assurance

Find.the full independent Assurance Report from Ernst&Young

Activities and workers

2-6

Activities, value chain and other business relationships

 
 

Activities, brands, products, and services

Get to know.Airbus

See URD –1.1 Presentation of the Company

 

Markets served

See what-we-do on airbus.com

See URD –1.1 Presentation of the Company

 

Scale of the organisation

See URD –1.2.13 People, –1.2.17 ESG Data Board (Social Performance)

–2.1 Operating and Financial Review

Commercial orders & deliveries, Helicopters orders & deliveries

 

Supply chain

See URD –1.2.15 Responsible supply chain, 1.2.17 ESG Data Board (Social Performance)

 

Significant changes to the organisation and its supply chain

See URD –1.1.2 Airbus (Commercial Aircraft) sections “Airbus Atlantic” and “Premium AEROTEC”, 1.2.12 Social dialogue,–1.2.15 Responsible supply chain, –2.1.5 Changes in Total Equity

2-7

Employees

See URD –1.2.13 People, –1.2.10 Human rights, --1.2.17 ESG Data Board (Social Performance)

2-8

Workers who are not employees

See URD –1.2.13 People, –1.2.10 Human rights, –1.2.15 Responsible supply chain, --1.2.17 ESG Data Board (Social Performance)

Governance

2-9

Governance structure and composition

See URD –4 Corporate Governance

Airbus´ Corporate Governance on airbus.com

Strategy, policies and practices

2-22

Statement on sustainable development strategy

SeeAirbus engagement for sustainability on airbus.com, see CEO statement on airbus.com, see CEO's commitment to sustainability in the UNGC engagement letter 2022

2-23

Policy commitments

See URD –1.2.10 Human rights, –1.2.14 Business integrity, –1.2.15 Responsible supply chain, –1.2.16 Community impact

2-28

Membership associations

ATAG, IAEG, The Conference Board, GIFAS, World Economic Forum, Advanced Robotics for Manufacturing, Initiative Chefsache, BDLI

Stakeholder Engagement

2-29

Approach to stakeholder engagement

See URD –1.2.1 The Company’s approach to sustainability, -1.2.12 Social dialogue, –1.2.17 ESG Data board (Social performance)

2-30

Collective bargaining agreements

Disclosure on material topics

3-1

3-2

3-3

Process to determine material topics

List of material topics

Management of material topics

See URD – 1.2.1 The Company’s approach to sustainability

 

SeeEnterprise Risk Management on airbus.com

See URD –4.1.3 Enterprise Risk Management System, –1.2.1.VII Airbus' way forward: Vigilance Plan, –1.2.1.VII Vigilance Plan (Devoir de Vigilance

 

Precautionary principle or approach

 

 

Lead the journey towards clean aerospace

Climate change

3-3

Management of material topics

See URD –1.2.1 The Company’s Approach to Sustainability, –1.2.2 Climate Change

302-1

Energy consumption within the Organisation

See URD –1.2.2 Climate Change, –1.2.17 ESG Data Board (Environmental performance) 

302-4

Reduction of energy consumption

302-5

Reduction in energy requirements of products and services

305-1

305-2

305-3

305-4

305-5

Direct (Scope 1) GHG emissions

Energy indirect (Scope 2) GHG emissions

Other indirect (Scope 3) GHG emissions

GHG emissions intensity

Reduction of GHG emissions

See URD –1.2.2 Climate Change, –1.2.17 ESG Data Board (Environmental performance)

Pollution

3-3

Management of material topics

See URD –1.2.1 The Company’s Approach to Sustainability, –1.2.3 Pollution

305-7

Nitrogen oxides (NOx), sulphur oxides (SOx), and other significant air emissions

See URD – 1.2.3 Pollution, –1.2.17 ESG Data Board (Environmental performance)

Materials and circularity

3-3

Management of material topics

See URD –1.2.1 The Company’s Approach to Sustainability, –1.2.4 Materials and circularity

306-1

306-2

Waste generation

Management of signification waste-related impacts

See URD –1.2.3 Materials and circularity, –1.2.17 ESG Data Board (Environmental performance)

Water 

3-3

Management of material topics

See URD –1.2.1 The Company’s Approach to Sustainability, –1.2.5 Water

303-3

303-4

Water withdrawal

Water discharge

See URD –1.2.5 Water, --1.2.17 ESG Data Board (Environmental performance)

Biodiversity

3-3

Management of material topics

See URD –1.2.1 The Company’s Approach to Sustainability, –1.2.6 Biodiversity

304-2

Significant impacts of activities, products and services on biodiversity

See URD –1.2.6 Biodiversity

Build our business on the foundation of safety and quality

Aviation and Product Safety

3-3

Management of material topics

See URD –1.2.1 The Company’s approach to sustainability, –1.2.7 Aviation and product safety -1.2.8 Cyber security

416-1

Assessment of the health and safety impacts of product and service categories

See URD – 1.2.1 The Company’s approach to sustainability, –1.2.7 Aviation and product safety

Health & Safety

3-3

Management of material topics

See URD –1.2.1 The Company’s approach to sustainability, –1.2.7 Aviation and product safety, –1.2.9 Health and safety  –1.2.15 Responsible supply chain, –1.2.1.VII Vigilance plan

403-1

403-2

 

403-3

403-4

 

403-5

403-7

 

403-9

Occupational H&S management system

Hazard identification, risk assessment, and incident investigation

Occupational health services

Worker participation, consultation, and communication on occupational H&S

Worker training on occupational H&S

Prevention and mitigation of occupational H&S impacts directly linked by business relationships

Work-related injuries

See URD –1.2.9 Health and safety, –1.2.15 Responsible supply chain,-- 1.2.17 ESG Data Board (Social performance), –1.2.1.VII Vigilance plan

Respect Human rights and Foster inclusion

Inclusion and diversity

3-3

Management of material topics

See URD –1.2.1 The Company’s approach to sustainability, –1.2.11 Inclusion and diversity, – 1.2.15 Responsible supply chain, –1.2.1.VII Vigilance Plan

405-1

Diversity of governance bodies and employees

See URD –1.2.11 Inclusion and diversity, –1.2.15 Responsible supply chain, –1.2.17 ESG Data Board (Social performance)

See URD –4.1.1.1 Board of Directors, 4.1.1.3The Executive Committee

Board of Directors composition andExecutive Committee composition onAirbus.com

Workforce, human rights and social dialogue

3-3

Management of material topics

See URD –1.2.1 The Company’s approach to sustainability, –1.2.10 Human rights –1.2.11 Inclusion and diversity, –1.2.12 Social Dialogue,  –1.2.13 People, –1.2.15 Responsible supply chain, –1.2.1.VII Vigilance Plan

401-1

New employee hires and employee turnover

See URD –1.2.13 People, –1.2.17 ESG Data Board (Social performance)

401-2

Benefits provided to full-time employees

See URD –1.2.13 People

404-1

404-2

 

404-3

Average hours of training per year per employee

Programs for upgrading employee skills and transition assistance programs

Percentage of employees receiving regular performance and career development reviews

See URD Sections –1.2.13 People, –1.2.17 ESG Data Board (Social performance)

201-3

Defined benefit plan obligations and other retirement plans

See URD –Risk Factors 1.Financial Market Risks (Pension Commitments), –2.1.6.1 Cash Flows (Contribution to Plan Assets of Pension Schemes) –4.2.1.3 Implementation of the Remuneration Policy in 2021: CEO (h.Retirement)

407-1

Freedom of association and collective bargain

See URD –1.2.10 Human rights, –1.2.12 Social dialogue, –1.2.15 Responsible supply chain, –1.2.17 ESG Data Board (Social performance)

Exemplify business integrity

Business Integrity

3-3

Management of material topics

See URD –1.2.1 The Company’s approach to sustainability, –1.2.14 Business integrity, –1.2.1.VII Vigilance Plan

205-1

Operations assessed for risks related to corruption

See URD –1.2.14 Business Integrity, –1.2.17 ESG Data Board (Social performance), –1.2.1.VII Vigilance Plan

205-2

Communication and training about anti-corruption policies and procedures

See URD –1.2.14 Business integrity, –1.2.17 ESG Data Board (Social performance), –1.2.1.VII Vigilance Plan

205-3

Confirmed incidents of corruption and actions taken

See URD –1.2.14 Business integrity,-- 1.2.17 ESG Data Board (Social performance), –1.1.7 Legal and Arbitration Proceedings

Responsible supply chains  

3-3

Management of material topics

See URD –1.2.1 The Company’s approach to sustainability, –1.2.15 Responsible supply chain, –1.2.1.VII Vigilance Plan

308-1

308-2

New suppliers screened using environmental criteria

Negative environmental impacts in the supply chain and actions taken

See URD –1.2.15 Responsible supply chain, –1.2.17 ESG Data Board (Social performance), –1.2.1.VII Vigilance Plan

414-2

 

408-1

 

409-1

Negative social impacts in the supply chain and actions taken; 

Operations and suppliers at significant risk for incidents of child labor; 

Operations and suppliers at significant risk for incidents of forced or compulsory labor

See URD –1.2.10 Human rights –1.2.15 Responsible supply chain, –1.2.17 ESG Data Board (Social performance), –1.2.1.VII Vigilance Plan

204-1

Proportion of spending on local suppliers

See URD –1.2.15 Responsible supply chain, –1.2.17 ESG Data Board (Social performance), –1.2.1.VII Vigilance Plan

Community Impact  

3-3

Management of material topics

See URD –1.2.1 The Company’s approach to sustainability, –1.2.16 Community impact

203-1

203-2

Infrastructure investments and services supported

Significant indirect economic impacts

See URD –1.2.1 The Company’s approach to sustainability, –1.2.16 Community impact

201-1

Direct economic value generated and distributed

See URD  1.2.1 The Company’s approach to sustainability, –1.2.15 Responsible supply chain, –1.2.17 ESG Data Board (Social performance)

 

We believe innovation is key to driving a sustainable business. The table below shows how we are tracking our performance against key environmental indicators to continue improving in this area.

 

GRI

KPI

Unit

2022

2021

2020

2019

2018

Energy

 

Total energy consumption (excl. electricity generated by CHP on site for own use)

GWh

3,717

3,762

3,815

4,624

4,679

  

Energy intensity (per Total Revenues)

GWh/bEUR

62.4

71.2

75.8

64.3

-

  

Energy consumption from stationary sources and electricity

GWh

2,594

2,717

2,672

2,987

3,062

  

Energy consumption from stationary sources

GWh

1,190

1,351

1,274

1,391

1,403

  

natural gas

GWh

1,108

1,307

1,235

1,347

1,366

  

・・ of which bio-methane

GWh

23

11

0

0

0

  

heat generated from biomass

GWh

37

25

24

27

17

  

other fuels

GWh

44

19

16

17

20

  

Energy consumption from electricity, heat and steam

GWh

1,404

1,366

1,397

1,595

1,659

  

purchased electricity (incl. renewable or low carbon sources from grid)

GWh

1,280

1,232

1,274

1,460

1,472

 

EN3

・・ of which purchased electricity with REC/GoO*

GWh

534

416

251

163

0

 

EN4

purchased electricity from renewable sources PPA*

GWh

0.1

0.0

0.0

0.0

0.0

  

self-generated electricity from renewable sources

GWh

1.2

0.8

0.9

0.2

0.2

  

percentage renewable electricity

%

41.8%

33.8%

19.8%

11.2%

0.0%

  

heat and steam

GWh

123

133

123

135

187

  

Energy consumption from mobile sources

GWh

1,123

1,045

1,144

1,638

1,617

  

kerosene

GWh

711

681

711

1,061

1,068

  

・・ of which Sustainable Aviation Fuel

GWh

22

4

1

0

0

  

・・ of which used in Beluga Transport

GWh

330

298

290

421

413

  

・・ of which used in flight test

GWh

381

382

421

640

654

  

road & maritime fuel used in Oversize Surface Transportation

GWh

365

335

405

540

509

  

Energy consumption from renewable or low-carbon sources

GWh

619

456

277

191

18

  

Percentage energy from renewable or low-carbon sources

%

16.6%

12.1%

7.3%

4.1%

0.4%

 

Air

 

Total Scope 1 + Scope 2 CO2 emissions (location based)

ktons CO2e

857

889

935

1,139

1,163

emissions

 

Total Scope 1 + Scope 2 CO2 emissions "market-based" (location based net of REC)*

ktons CO2e

762

809

880

1,104

1,162

 

EN15

Scope 1&2 GHG intensity (per Total Revenues)

gCO2e/EUR

14.4

16.8

18.6

15.8

-

Scope 1 & 2

EN16

Total Scope 1 GHG emissions (1)

ktons CO2e

555

570

585

744

739

 

EN18

・・ of which from flight test

ktons CO2e

98

99

108

165

169

  

Total Scope 2 GHG emissions - location based

ktons CO2e

302

319

350

395

424

  

Total Scope 2 GHG emissions - "market-based" (location based net of REC)

ktons CO2e

207

240

295

360

424

  

Indirect GHG emissions - Category 11 - Use of Sold Products: *

      
  

Commercial aircraft IEA-SDS SAF uptake *

ktons CO2e

425,454

400,611

383,266

650,366

623,215

  

GHG efficiency for delivered commercial aircraft (as per SBTi-validated target)*

gCO2/pax.km

64.4

66.3

67.7

72.2

75.9

Scope 3

EN17

Commercial aircraft - ("no SAF" scenario) *

ktons CO2e

494,893

458,738

432,245

723,110

683,774

 

EN18

GHG efficiency for delivered commercial aircraft ("no SAF" scenario )*

gCO2/pax.km

74.9

75.9

76.4

80.3

83.3

  

Other products *

ktons CO2e

10,703

9,343

NA

NA

NA

  

Indirect GHG emissions - Category 1 - Purchased Goods and Services*

ktons CO2e

NA

8,439

9,940

NA

NA

  

Indirect GHG emissions - Category 6 - Business Travel*

ktons CO2e

47

17

22

109

112

VOC

EN20

Total VOC emissions*

tons

1,120

1,042

1,048

1,462

1,518

SOx

 

Total SOx emissions

tons

16

14

13

14

15

NOx

 

Total NOx emissions

tons

207

226

210

234

217

Other

 

Internal Carbon Pricing

EUR/ton

150

150

30

30

-

Information

 

CDP Rating (based on previous year disclosure)

Score

A-

A-

A-

B

-

 

Water

 

Total water withdrawal (note: formerly reported as “consumption”)

m3

3,672,217

3,345,261

3,681,009

4,529,665

4,186,553

  

・・ of which percentage purchased

%

79%

79%

78%

80%

79%

 

EN8

・・ of which percentage from surface water sources and collected rainwater

%

4%

5%

5%

4%

5%

  

・・ of which percentage from ground water sources

%

16%

16%

17%

15%

16%

  

・・ of which percentage from all areas with high water stress*

%

30%

34%

34%

35%

33%

 

EN22

Total water discharge

m3

2,956,333

2,887,442

3,097,733

3,728,505

3,335,213

Waste

 

Total waste production, excluding exceptional waste

tons

73,751

71,152

74,898

99,042

100,389

 

EN23

・・ of which percentage hazardous waste*

%

25%

26%

29%

27%

28%

  

・・ Material recovery rate*

%

60%

55%

51%

54%

57%

  

・・ Energy recovery rate

%

16%

20%

21%

21%

20%

  

・・ Landfill and incineration without energy recovery rate

%

23%

25%

28%

25%

23%

EMS

 

Percentage of operations with ISO 14001 / EMAS certification (in % workforce)

%

88%

88%

88%

87%

 

certification

 

Percentage of operations covered by reporting (in % workforce)

%

92%

92%

92%

92%

 

: 2022 data verified by EY®, based on limited assurance.

Scope of reporting: Reported data covers 84 sites. Company’s environmental reporting guidelines include sites worldwide with a workforce on-site higher or equal to 100 employees.Note that only 100% consolidated entities are taken into account with the exception of ATR and Tianjin operations. 2018-2021 figures were refined to rectify actuals for some entities. 

2021 restatements: some 2021 figures were restated to reflect changes in reporting perimeter and to integrate information received post-closing 2021.

* Methodology and assumptions:

Energy - Purchased electricity from renewable sources: Power Purchase Agreements (“PPA”) - it is a contract under which a legal entity agrees to purchase renewable electricity directly from an electricity producer. For the Company this means purchase of electricity from predefined renewable production facilities and/or purchase of electricity from renewable electricity generation facilities that can be built near to a Company site and that is connected to the site via and the direct wire.

Energy - Purchased electricity from renewable sources REC/GoO: Renewable Electricity Certificates (“REC”) or Guarantees of Origin (“GoO”) - is an energy certificate representing 1MWh which has the sole function of providing evidence to a final customer that a given share or quantity of energy was produced from renewable sources. For the Company, this represents the electricity bought from the grid with energy certificates evidencing that a given share or quantity of energy was produced from renewable sources.

Air Emissions - Scope 1 & 2 - SAF emissions were computed according to the formula set by the ICAO.

Air Emissions - Scope 1 & 2 - "market-based" (location based net of REC):location based with purchased guarantees of origin deduced. The Company is working towards improving data collection and market-based methodology implementation. Meanwhile, this metric is used by the Company to measure its progress towards its 2030 target, in order to be able to take into account the contribution of its electricity sourcing on its industrial decarbonisation target. However, this refining of methodology is expected to trigger restatements in the coming years, including of the 2015 baseline).

Air Emissions - Scope 3 - Use of sold products. The main contribution of the Company’s value chain on climate change comes from the use of sold products, especially related to its commercial aircraft activities. In order to provide the level of transparency, the Company reports in-use emissions of the products it delivers (Scope 3 – Use of sold products). This started in 2020 with the disclosure of emissions from commercial aircraft products, and was extended to other products in 2021, namely civil helicopters initially and further complemented by military aircraft and helicopters in 2022. The Company will continue to progressively extend the scope of reporting to other families of products, for which the calculation methodologies are still under development. Nevertheless, current results and advanced estimations have shown that the vast majority (over 90%) of the Scope 3 - Use of Sold Product impact of the Company’s products is due to the commercial aircraft family of products, and that this situation is unlikely to change once all the product families will have been assessed.

Additional methodology information:

  • The Company’s emission calculation methodology was developed by a team consisting of key personnel from the engineering and environment departments and is aligned with the guidance provided by the Greenhouse Gas Protocol. The external auditor performed a review of the calculation methodology applied by the Company and assessed the reasonableness of the supporting assumptions.
  • The Company has used a number of assumptions based on internal and external information including assumptions based on publicly-available data. 
    • For all products: 
  • The estimation includes CO2 emissions only. Emissions related to CH4 and N2O were excluded given the very low levels produced by modern aircraft engines. Emissions related to NOx were estimated and excluded given the uncertainty related to the NOx emission factors and the relatively low contribution of this emission stream. 
  • CO2 emission factors for kerosene are the ICAO internationally recognised lifecycle emission factor to be used for baseline fossil jet fuels (3.846 kg CO2e per kg of fuel for fossil Jet-A /Jet-A1). This factor represents a “well to wake” life cycle analysis to assess the overall greenhouse gas (GHG) impacts of a fuel including each stage of its production and use.
    • For commercial aircraft: assumptions include the aircraft load factor, aircraft operational usage and average in-service lifetime. Primary data collected within the Company was also used, such as aircraft performance and configuration parameters. Emissions related to commercial aircraft engine start and taxing have been included, however, emissions from the Auxiliary Power Units (APU) and ground handling equipment have been excluded. For the purpose of this calculation, the Company integrated into commercial aircraft Scope 3 the likely usage of SAF over the product lifetime, as per the IEA-SDS assumptions. Other operating conditions of the aircraft were considered to be static over the whole service life. In addition, the Company reports for reference an indicative figure based on a zero SAF usage. A330-200 deliveries destined to A330-MRTT conversion were excluded from the commercial aircraft perimeter and included in the military aircraft perimeter as part of the “other products” category. 
    • For other products: 
  • Helicopters: assumptions include activity data from Company’s customer services of helicopter operations such as flight hours per year and region where the helicopter is operated. Direct emissions and  indirect emissions from jet fuel production  are included over the product’s entire service life. Impact of SAF is not considered.
  • Military aircraft: flight hours and mission profiles vary significantly depending on conflicts and humanitarian crises. The estimation assumes the largest number of flight hours each aircraft has been designed for in its lifetime. Impact of SAF is not considered.

Air Emissions - Scope 3 GHG efficiency for delivered commercial aircraft (as per SBTi-validated target). In 2022, the Company updated the definition and methodology of its efficiency metrics in order to align with the SBTi methodology and leading to a restatement of past years. Namely, the evolution can be explained by changes in the following two assumptions: the integration in the emissions related to the upstream fuel production and the consideration of the likely usage of SAF over the product lifetime, as per the IEA-SDS assumption.

Air Emissions - Scope 3 Purchased Goods and Services. This evaluation was performed using a dedicated tool developed by the International Aerospace Environmental Group (IAEG) offering a choice between two approaches: a “spend based” approach, allocating emissions to each amount spent in specific commodities and a “mass based” approach, allocating emissions to quantities of materials purchased. For this first evaluation, the Company has used the “spend based” approach. While this method embeds a certain degree of uncertainty, considered high by the IAEG on a certain number of emissions factors used in the methodology, it provides a relevant view of the sources of GHG emissions in the Company's supply chain and enables comparison of the various Company’s scopes throughout its value chain. The calculation will be refined in future years as better quality data becomes available. In 2022, the Company improved the accuracy of some spent-based assumptions leading to a restatement of 2020 figures. In addition, the use average emission factors decreased from 6% of spent in 2020 to 2.5% in 2021 thanks to refined data allocation. Adjustments can be expected in future disclosures as the Company intends to further refine its computation, especially integrating mass-based information as data becomes available.

Air Emissions - Scope 3 Indirect GHG emissions Business Travel: Worldwide air travels of Europe-based employees.

Air Emissions - VOC:  2022 VOC emissions data is estimated. 2022 actuals will be consolidated in April 2023.

Water - Areas with high water stress: areas identified with high or extremely high water stress. Water stress level as defined per the Aqueduct Water

Risk Atlas (medium scenario for 2030).

Waste - Hazardous waste: waste displays one or more of the hazardous properties listed: “Explosive”; “Oxidising”; “Highly flammable”; “Flammable”; “Irritant”; “Harmful”; “Toxic”; “Carcinogenic”; “Corrosive”; “Infectious”; “Toxic for reproduction”; “Mutagenic”; “Sensitizing”; “Ecotoxic”, “Pressurised gas”.

Waste - Material recovery: any operation wherein products, components of products, or materials that have become waste are prepared to fulfil a purpose in place of new products, components, or materials that would otherwise have been used for that purpose. 2022 material and energy recovery rates will be refined when final waste treatment information of year-end waste - representing about 9.5% of total - will be provided by waste collector companies. Meanwhile, unavailable information was estimated using 2022 actual breakdown ratios of the 90.5% available data.

 

Science-Based Targets

Established in 2015, the Science-Based Targets (SBTi) initiative helps companies to set emissions-reduction targets in line with climate science and the Paris Agreement goals. More than 1,000 companies have joined the initiative since its inception. 

In 2022, Airbus officially committed to define Science-Based Targets for the entire set of its emissions. The following mid-term targets have been submitted to the SBTi for assessment and validation:

  • Scopes 1 & 2: -63% absolute greenhouse gas emissions by 2030** and neutralisation of residual emissions
  • Scope 3: -46% greenhouse gas emissions intensity by 2035**

(**) based on 2015 as baseline year

 WORKFORCE

2022

2021

2020

2019

Total number of employees

134,267

126,495

131,349

134,931

By business segment

  • Airbus* 

  • Airbus Helicopters

  • Airbus Defence and Space

* Airbus includes population of Airbus former HQ since 1 January 2018

79,134
20,803
34,330

73,560
20,126
32,809

78,487
20,026
32,836

80,985
20,024
33,922

By geographic area

  • France
  • Germany
  • Spain
  • UK
  • US
  • Canada
  • China
  • Other countries

% of active workforce employees located in Europe

 

48,238
44,898
12,899
9,858
3,751
4,287
762
9,574

88.6%

 

45,931
42,972
11,881
9,368
3,150
3,788
698
8,707

89.1%

 

48,231
45,568
11,828
9,846
2,980
3,634
613
8,649

 

 

49,143
45,638
12,637
11,109
3,151
3,668
653
8,932

 

By age

  • <30 years old
  • 30-50 years old
  • >50 years old

 

13,171
83,964
37,132

 

11,120
79,985
35,390

 

12,135
81,709
37,505

 

13,862
82,552
38,517

% Part time employees

By contract type
  • Unlimited 
  • Limited contract > 3 months

3.99%


131,307
2,960

4.34


122,950
3,156

4.36


128,151
3,198

4.43


130,591
4,340

By nationality in %*

  • French
  • German
  • Spanish
  • British
  • From 133  other countries
  • Total number of nationalities

    *no disclosure of data in 2019 and 2020

35.0%
30.7%
10.7%
7.4%
16.2%
147



35.4
31.5
10.3
7.7
15.1
138

 

  
Newcomers
  • Core Division
  • Subsidiaries
Leavers (incl. partial retirement)
  • Core Division
  • Subsidiaries
Attrition Rate
  • Core Division
  • Subsidiaries
  • Total

13,946
8,231
5,715

6,428
3,365
3,063


3.8%
7.8%
5.0%

5,655
2,817
2,838

9,394
5,632
3,762

 

5.9%
12.2%
7.4%

5,463
2,413
3,050

7,796
4,675
3,121
 

4.6%
9.4%
5.8%

11,270
6,643
4,627

5,842
2,902
2,940

2.9%
8.4%
4.3%

 

GENDER DIVERSITY

2022

2021

2020

% Women in total active workforce  

Per category

  • Board of Directors
  • Executive Committee
  • Executives
  • Senior Managers
  • Newcomer 

20%



33%
25%
16%
17%
27%

19%



25%
25%
14%
16%
22%

18%



25%
16%
13%
14%
26%

By geographic area

  • France
  • Germany
  • Spain
  • UK
  • US
  • Other countries

 

21.4%
16.2%
24.0%
14.0%
22.5%
22.4%

 

21.2%
16.4%
22.7%
12.9%
22.4%
21.0%

 

20.5%
15.3%
22.3%
13.5%
22.4%
20.9%

 

PEOPLE DEVELOPMENT

2022

2021

2020

Number of classroom training
Number of digital training
Total training hours
Average training hours per employee
- for women
- for men
- for production employees
- for non-production employees
Internal mobilities

116,363
1645816
1.7mn
15
14
16
19
14
11,460

78,984
967,495
1.2mn
10.8
9
11
15
10
>10,400

78,443
752,702
1million
10.6
8
10
14
8
>7,000

 

LABOUR RELATIONS

2022

2021

2020

Number of meetings with SE-WC
% workforce covered by collective bargaining agreements

7
~ 80%

12
~ 80%

8
 

BOARD OF DIRECTORS

2022

2021

2020

2019

Number of independent directors
Number of executive directors
Number of women
Number of men
Average age
Number of nationalities
Average tenure

 

11
1
4
8
60
7
4.9

11
1
3
9
60
7
4.5

11
1
3
9
59
7
3.5

11
1
3
9
59
7
4

Number of Board meetings
% average attendance
Number of Audit Committee
Number of RNGC
Number of ECC/ECSC

13
96%
5
5
4

7
98%
5
5
6      

13
97%
5
4
4

11
91%
7
7
6

 

EXECUTIVE COMMITTEE2022202120202019
Number of women
Number of men
Executive Committee meetings
3
9
4
3
-
4
2
-
4
2
-
4

 

SHAREHOLDING

2022202120202019

Free Float    
GZBV (German State)   
SEPI (Spanish State)
SOGEPA (French State)

74.06%
10.87%
4.10%
10.89%

74.06%
10.90%
4.11%
10.92%

73.97%
10.93%
4.12%
10.95%

73.94%
10.94%
4.13%
10.96%

 

SUSTAINABILITY-LINKED REMUNERATION

202220212020

CEO and Executives variable remuneration - common collective component, paid following the end of financial year

R&S KPI 1 
Weight
R&S KPI 2
Weight

LTIFR1
10%
CO2
10%

LTIFR1
10%
CO2
10%

LTIFR1
20%
-
-

 

Independent Assurance Report

Ernst & Young has reviewed a selection of our ESG reporting indicators. 

Download the full report

 


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