GRI reporting & performance data
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.
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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.
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 | ||
Ownership and legal form | See URD –3.1.2 Legal Form | |
2-2 | Entities included in the consolidated financial statements | |
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 | ||
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 | |
Activities and workers | ||
2-6 | Activities, value chain and other business relationships | |
Activities, brands, products, and services | ||
Markets served | ||
Scale of the organisation | See URD –1.2.13 People, –1.2.17 ESG Data Board (Social Performance) | |
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 | |
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 includes population of Airbus former HQ since 1 January 2018 | 79,134 | 73,560 | 78,487 | 80,985 |
By geographic area ✔
% of active workforce employees located in Europe |
48,238 88.6% |
45,931 89.1% |
48,231 |
49,143 |
By age ✔
|
13,171 |
11,120 |
12,135 |
13,862 |
| % Part time employees By contract type
| 3.99% | 4.34 | 4.36 | 4.43 |
By nationality in %*
| 35.0% |
| ||
Newcomers
| 13,946 6,428
| 5,655 9,394 5.9% | 5,463 7,796 4.6% | 11,270 |
GENDER DIVERSITY | 2022 | 2021 | 2020 |
|---|---|---|---|
% Women in total active workforce ✔
| 20%
| 19%
| 18%
|
By geographic area
|
21.4% |
21.2% |
20.5% |
PEOPLE DEVELOPMENT | 2022 | 2021 | 2020 |
|---|---|---|---|
Number of classroom training ✔ | 116,363 | 78,984 | 78,443 |
LABOUR RELATIONS | 2022 | 2021 | 2020 |
|---|---|---|---|
Number of meetings with SE-WC | 7 | 12 | 8 |
BOARD OF DIRECTORS | 2022 | 2021 | 2020 | 2019 |
|---|---|---|---|---|
Number of independent directors
| 11 | 11 | 11 | 11 |
Number of Board meetings | 13 | 7 | 13 | 11 |
| EXECUTIVE COMMITTEE | 2022 | 2021 | 2020 | 2019 |
|---|---|---|---|---|
| Number of women Number of men Executive Committee meetings | 3 9 4 | 3 - 4 | 2 - 4 | 2 - 4 |
SHAREHOLDING | 2022 | 2021 | 2020 | 2019 |
|---|---|---|---|---|
Free Float | 74.06% | 74.06% | 73.97% | 73.94% |
SUSTAINABILITY-LINKED REMUNERATION | 2022 | 2021 | 2020 |
|---|---|---|---|
CEO and Executives variable remuneration - common collective component, paid following the end of financial year | |||
R&S KPI 1 | LTIFR1 | LTIFR1 | LTIFR1 |
Independent Assurance Report
Ernst & Young has reviewed a selection of our ESG reporting indicators.
