Board Leadership The Company has separate roles of CEO and Chairman in recognition of the differences between the two roles. The Board believes that role separation is appropriate for the Company as it maximizes the ability of the CEO to focus on managing Company operations, strategy, and performance, while benefiting from the Chairman’s independent perspective and insight. The Chairman of the Board performs the following duties: Approves the agenda for Board meetings; Presides over and manages Board meetings; Presides over and manages stockholder meetings; Serves as a liaison between the CEO and the non-employee directors; Provides feedback to the CEO on behalf of the independent directors regarding business issues and Board management; and Engages with the CEO weekly to discuss Company performance and matters of significance. Because Mr. Johnson, the Chairman of the Board, is an independent director, the Board has not deemed it necessary to appoint a lead independent director. Board Composition and Refreshment Our Board strives to maintain an appropriate balance of tenure, diversity, attributes, viewpoints, turnover, and experiences. In order to promote thoughtful Board refreshment, we undertake annual Board and Committee assessments that maintain director accountability and identify areas of improvement. Five of our 11 director nominees have joined the Board since 2018. The average age of our director nominees is 65.3 years old and of our independent director nominees is 66.1 years old. The average tenure of our director nominees is 7.1 years and of our independent director nominees is 7.2 years. Among our six newest independent directors, two are women and two are ethnically diverse (including one of the women). The following are highlights for our director nominees. Selecting qualified individuals to serve as directors is key to the Board’s performance. The Governance Committee is responsible for evaluating qualified potential candidates to serve on the Board, and recommending to the Board 0-5 Years TENURE 3 5 3 7.1 YEARS TENURE 6-10 Years 11+ Years Independent INDEPENDENCE 10 1 91% INDEPENDENT Non-Independent Women Men Diverse Not Diverse 9 GENDER DIVERSITY 2 OF 11 ARE WOMEN 9 2 2 ETHNIC DIVERSITY 2 OF 11 ARE DIVERSE Spirit AeroSystems 2022 Proxy Statement 13 CORPORATE GOVERNANCE (continued)

Outcomenominees to stand for election at the Company’s annual meeting of stockholders. This responsibility is further described in the Governance Committee’s charter (available at: http://investor.spiritaero.com/corporate-governance/govdocs/ default.aspx). In evaluating candidates, the Governance Committee and Board consider the qualifications and expertise of director candidates individually and in the broader context of the Board’s overall composition, taking into account any particular needs that the Company may have based on its strategic initiatives, risks, and opportunities. The following table highlights key areas of experience among our director nominees. Cambone Esteves Fitzgerald Fulchino Gentile Johnson Kadish Plueger Ray Shanahan Wright Public Company CEO Public Company CFO Aviation Operations Management Public Company Board Executive Compensation Risk Management M&A Senior Government Cyber International Defense The Company utilizes a variety of methods to assist the Governance Committee in identifying and evaluating potential director candidates, including: A third-party international executive search firm, The New York Stock Exchange’s Board Advisory Council, and Sitting director recommendations and contacts. When evaluating individual candidates, the Governance Committee considers the personal ethics and values, experience, judgment, and diversity of the candidates, among other things. It is the Board’s policy that the Board should reflect diversity of viewpoint, professional experience, education, skill, expertise, industry knowledge, and such other factors as the Governance Committee and Board believe would enhance Board effectiveness. As stated in our Governance Guidelines, “Spirit is committed to considering candidates for the Board regardless of gender, race, ethnicity, and national origin. Any CORPORATE GOVERNANCE (continued) 14 Spirit AeroSystems 2022 Proxy Statement

search firm retained to assist the corporate governance and nominating committee in seeking candidates for the board will affirmatively be instructed to seek to present diverse candidates.” Nominees must have high standards of integrity and ethics and convey a commitment to act in the best interest of the Company and its stockholders. In addition, the Governance Committee considers the candidates’ employment and other commitments, and evaluates whether the candidates have sufficient time available to efficiently and effectively carry out director duties. For additional information, see “Overboarding Policy.” Director Selection Process Stockholder Candidates It is the Governance Committee’s policy to consider candidates nominated by stockholders in compliance with applicable laws, regulations, and the procedures described in the Company’s bylaws and Proxy Statement. If a stockholder desires to recommend a director candidate for nomination, the stockholder should follow the procedures described under “Stockholder Proposals and Director Nominations for the 2023 Annual Meeting.” Director candidates recommended by stockholders will be considered and evaluated in the same manner as candidates identified through other sources. Proxy Access The Company’s bylaws provide the stockholders with a market-standard proxy access right. Specifically, our bylaws permit a stockholder, or a group of up to 20 stockholders, owning 3% or more of the Company’s Common Stock continuously for at least three years, to nominate and include in the Company’s proxy materials directors constituting up to the greater of two individuals or 20% of the Company’s Board of Directors, provided that the stockholder(s) and the nominee(s) satisfy the applicable requirements in the bylaws. The Board has periodically evaluated age and term limits, along with retirement policies, and has determined that such limits and policies may arbitrarily restrict valuable Board members from service. Instead, the Board has determined that it will continue evaluating its members on their merits based on the contributions they make in the boardroom and their ability to enhance overall Board effectiveness. CANDIDATE RECOMMENDATIONS GOVERNANCE COMMITTEE THE BOARD STOCKHOLDERS Candidates are recommended by directors, members of management, search firms, or stockholders. Considers the candidates’ professional qualifications, independence, conflicts, personal ethics and values, integrity, judgment, diversity, time commitments, and other involvements. If appropriate, will recommend the candidates to the Board. Evaluates candidates, confirms independence, and selects nominees (and elects nominees if between annual meetings of stockholders). Elect nominees at the Annual Meeting. Spirit AeroSystems 2022 Proxy Statement 15 CORPORATE GOVERNANCE (continued)

16 Spirit AeroSystems 2022 Proxy Statement Annual Evaluations Each year, the Governance Committee oversees an evaluation of the Board and each committee. The 2021 annual evaluation covered the following topics, among other things: Composition of the Board and committees and whether the composition is appropriate in light of the Company’s strategic priorities; Effectiveness of Board and committee leadership; Strengths of the Board and committees; Opportunities for improvement; Effectiveness of structures and practices; and Quality of the Board’s relationship with management. A summary of the evaluation process is below: Director Education Our director education program includes occasional site visits and tours, education seminars on topics of interest conducted by senior management or external advisors, provision of background material on the Company’s operations and strategy, and provision of resources from various educational institutions (including the National Association of Corporate Directors). REVIEW OF PROCESS In October, the Governance Committee annually reviews and approves the method and process of evaluation and specific questions asked during the evaluation. CONDUCT EVALUATION From October to December, the Chair of the Governance Committee has a private conversation with each director and asks the director each of the specified questions; at the end of the question period, the director is offered an opportunity to express any other thoughts, comments, or feedback on Board and committee performance and effectiveness. EVALUATION SUMMARY A summary of the evaluations is completed and presented for discussion. ACTIONS TAKEN In January, the Board and committees together discuss the evaluation summary and decide on actions to be taken. ONGOING FEEDBACK Throughout the year, directors provide ongoing feedback to the Chairman, committee chairs, CEO, COO, or General Counsel, as appropriate, outside of the regular evaluation process. CORPORATE GOVERNANCE (continued)

Each new Board member receives onboarding training that involves meetings with senior management, business overviews, and presentations on the Code of Conduct, insider trading, and various other policies and procedures. We encourage our directors to attend reputable director education programs sponsored by external advisors and educational institutions. Director Independence Consistent with New York Stock Exchange (“NYSE”) rules, SEC rules, and the Company’s Governance Guidelines, our Board consists of a majority of independent directors, and our Audit, Governance, and Compensation Committees each consist solely of independent directors. Directors qualify as independent based on the Board’s determination that the director has no material relationship with the Company (either directly, or as a partner, stockholder, or officer of an organization that has a relationship with the Company). The Board performs an independence assessment of each director annually, with the assistance of the Governance Committee, and as circumstances may otherwise require. In assessing the existence of a material relationship with the Company, the Board considers all relevant transactions, relationships, and arrangements required by NYSE’s independence standards, the SEC, and the Company’s Governance Guidelines, each as applicable to non-employee directors generally and to each committee. The Board examines each director’s involvement through directorships, employment, consulting relationships, or otherwise, with entities with which the Company does business. When considering the independence of Mr. Fulchino, the Governance Committee and Board considered his role as an operating partner of AEI, a private equity firm that has ownership interests in several of the Company’s suppliers. In his role at AEI, Mr. Fulchino assists with the acquisition, development, and value creation of portfolio companies. Mr. Fulchino receives a retainer from AEI and does not own any equity in AEI. However, Mr. Fulchino receives a modest carrying interest upon the sale of certain portfolio companies. Mr. Fulchino is not covered under AEI’s benefit plans or programs, receives a Form 1099 from AEI, and is free to be employed by other companies.

18 Spirit AeroSystems 2022 Proxy Statement Information on each committee of the Gephardt Group, a consulting firm that provides services toBoard at the Company in connection with labor matters. Mr. Gephardt holds a 40% equity interesttime of publication of this Proxy Statement is set forth in the Gephardt Group, andtable below. Following the Annual Meeting, Ms. Wright will replace Mr. Gephardt’s son, Chief Operating OfficerChadwell as Chair of the Gephardt Group, holds a 10% equity interest. The Company’s transactions with the Gephardt Group in 2020 amounted to $60,000.

52021 Board and Committee Meetings and Attendance During 2021, there were nine meetings of the Board. These meetings were held both in person and virtually due to COVID-19 restrictions and precautions. All of the Company’s directors attended 75% or more of the aggregate of all meetings of the Board and of the committees on which they served in 2021. Our Governance Guidelines provide that director attendance is expected at each annual meeting of stockholders. All of our directors attended the 2021 annual meeting of stockholders. In addition to scheduled Board meetings, the Board receives monthly reports from management detailing financial results, operating highlights and challenges, and updates on strategic initiatives. Executive Sessions As part of each quarterly Board meeting in 2021, the Company’s non-employee directors met without management present in an executive session, with Mr. Johnson as Chairman presiding over each session. During executive sessions, the non-employee directors reviewed management’s performance, compensation, talent development and succession planning, strategic considerations, corporate governance matters, and other matters of importance. The Company’s independent directors met in executive session at least one time during the year as required by the Governance Guidelines and NYSE rules. Risk Oversight The Board’s Role in Risk Oversight RISK COMMITTEE AUDIT COMMITTEE COMPENSATION COMMITTEE GOVERNANCE COMMITTEE Has primary responsibility for overseeing the Company’s enterprise risk management framework and material risks facing the Company, including cyber-related risks. Reviews management’s guidelines, policies, and processes for assessing, monitoring, and mitigating the Company’s critical enterprise risks. Receives regular reports from senior management detailing areas of risk as well as management and mitigation strategies with respect to such risks. Determines which risks need to be included on the Board’s agenda for discussion. Oversees financial reporting risks and other risks relating to internal controls, disclosure issues, Ethics Hotline reports, and legal and regulatory issues, including compliance with SEC rules and regulations. Conducts annual assessment of most significant risks within committee’s purview and reports findings to the Board. Oversees executive compensation risks. Strives to create incentives that encourage appropriate risk taking and align executives’ interests with stockholders’ interests. Conducts annual assessment of most significant risks within committee’s purview and reports findings to the Board. Oversees governance risks relating to Board and committee composition, regulatory compliance, and public company governance matters. Conducts annual assessment of most significant risks within committee’s purview and reports findings to the Board. BOARD Responsible for oversight of management as it relates to identification, assessment, mitigation, and general management of risks relating to the Company’s strategy and operations. The Board administers this responsibility through its review of corporate strategy and operations, and by delegating certain oversight responsibilities to the appropriate committees for further consideration and evaluation. The Board receives briefings from members of management on key strategic and operational risks during the July Board meeting, during regular management presentations, and as the other committees deem necessary in their Board reports. Spirit AeroSystems 2022 Proxy Statement 19 CORPORATE GOVERNANCE (continued)

Management’s Role in Risk Oversight The Company’s management is responsible for the identification, assessment, mitigation, and management of risks relating to the Company’s strategy and operations. Apart from reporting to the Board, management engages in a robust enterprise risk management process that involves: (i) creating risk-assessment surveys and conducting interviews; (ii) reviewing, repositioning, and prioritizing identified risks by a risk council composed of executive leadership; (iii) assigning risks to risk owners based on responsibilities with respect to the Company’s strategic objectives; (iv) developing and reporting mitigation plans by the risk owners and risk management team to the risk council; and (v) receiving insights from the Company’s internal audit function. On a quarterly basis, the status of the top risks identified in management’s enterprise risk management process, along with their associated mitigation plans, is presented to the Risk Committee. Risks that the Company focused on in 2021 included matters relating to the ongoing effects of the 737 MAX grounding, COVID-19 pandemic, financial performance recovery, quality, safety, and cybersecurity, among other items. Cybersecurity The Risk Committee of the Board is charged with reviewing the Company’s cybersecurity matters. Management reports to the Risk Committee quarterly regarding cyber practices and procedures. The Company requires cybersecurity education and training at all levels of the organization. Spirit works to maintain the confidentiality, integrity, and availability of its information and digital resources through comprehensive and proactive compliance, privacy, incident response, cyber threat management, and enterprise risk programs developed from industry-accepted best practices. The framework for our programs is based on the U.S. Department of Defense Cybersecurity Maturity Model Certification (CMMC) and National Institute of Security and Technology (NIST) Frameworks, U.K. Cyber Defence and Risk (CyDr), Generally Accepted Privacy Program (GAPP) guiding principles, and ISO 27001/2 standards. These standards reflect well-defined processes and best-in-class technology. Succession Planning The Board is responsible for overseeing management succession planning. At least twice annually, the Board reviews candidates for succession with respect to the CEO role and other senior management roles. Succession plans have been developed for both ordinary course succession and contingency planning for an unforeseen event. The Board receives updates on the development of the succession candidates regularly. Directors engage with potential succession candidates during formal presentations at Board and committee meetings and at informal events. Stockholder Engagement Our Board recognizes the importance of remaining aligned with our stockholders. The Board places a high priority on stockholder engagement, which we believe contributes to transparency and accountability. Our stockholder outreach team includes representatives from various functions including Sustainability, Compensation, Human Resources, Investor Relations, and the Corporate Secretary’s office. This team engages proactively with our stockholders throughout the year. Stockholder feedback is communicated to the Board and is instrumental in developing our governance, compensation, and sustainability policies and practices, and in informing our business strategy. CORPORATE GOVERNANCE (continued) 20 Spirit AeroSystems 2022 Proxy Statement

Spirit AeroSystems 2022 Proxy Statement 21 CORPORATE GOVERNANCE (continued) How We Engaged We engaged with our stockholders year-round in 2021 in a variety of ways: In the fall, we reached out to our largest stockholders representing nearly 50% of outstanding shares to solicit feedback on a variety of topics. We held calls with stockholders and discussed compensation, governance priorities, diversity, and sustainability performance, among other topics. Our investor relations team regularly meets with our stockholders, prospective stockholders, and investment analysts. We received unsolicited outreach from stockholders and responded to engage on areas of importance to them. What We Heard Below is a summary of the feedback we received in 2021: Positive feedback on the Company’s navigation of the COVID-19 pandemic and 737 MAX grounding dual crises. Requests to highlight the connection between pay and performance in our compensation programs, and return to more traditional incentive compensation financial metrics. Desire for continued focus on Board refreshment and diversity. Interest in our sustainability reporting and goals, including applied standards. How We Responded The following is a summary of action taken in response to stockholder feedback: We modified the weighting and metrics for our 2022 performance incentives (see “Compensation Discussion and Analysis” below for details). The average tenure of 7.1 years for our 2022 nominees represents a substantial decrease from the prior year. Two of our six most recently appointed independent directors are women and two are ethnically diverse (including one of the women). We are currently preparing our second annual Sustainability Report that will include enhanced disclosure and updates to progress on our sustainability programs. Overboarding Policy Per our Governance Guidelines, directors are expected to ensure that other commitments, including outside board memberships, do not interfere with their duties and responsibilities as Board members. A director may not serve on the boards of more than four other public companies or, if the director is an active CEO or equivalent of another public company, on the boards of more than two other public companies. In addition, directors must notify the Governance Committee before accepting an invitation to serve on the board of any other for-profit entity. The director must not accept such service until being advised by the Governance Committee Chair that the committee has determined that service on such other board would not create regulatory issues or potential conflicts of interest and would not conflict with the Company’s policies. All directors are in compliance with the Company’s overboarding policy as of the date of this Proxy Statement.

Code of Conduct The Company is committed to the highest ethical standards and complying with all laws and regulations applicable to the Company’s business. To support and articulate its commitment and responsibility in this regard, the Company has adopted the Code of Conduct (the “Code”). The Code addresses a number of topics, including the Foreign Corrupt Practices Act, conflicts of interest, safeguarding assets, insider trading, and general adherence to laws and regulations. All directors and employees, including executive officers, must comply with the Code. The Code is available on the Company’s website at http://investor.spiritaero.com/corporate-governance/OD/default.aspx. Social Responsibility and Sustainability In 2021, Spirit launched its first annual Sustainability Report (the “Report”), highlighting the Company’s work to meet its sustainability goals and objectives. The Report describes Spirit’s efforts to support the United Nations’ Sustainable Development Goals (SDGs), and utilizes the Global Reporting Initiative (GRI), Sustainability Accounting Standards Board (SASB), and Task Force for Climate-Related Financial Disclosures (TCFD) frameworks. The second annual Sustainability Report will be published in 2022, continuing to focus on transparency in our disclosures. Pursuant to its charter, the Governance Committee oversees Spirit’s practices and reporting with respect to corporate responsibility, environmental, and social factors that are of significance to the Company and its stakeholders. Climate Action Plan Spirit is committed to conducting and managing its business in a manner that protects the environment and supports the transition to a low-carbon economy. We are transitioning to renewable energy at many of our sites across the globe. Additionally, Spirit has set a goal to reduce our absolute Scope 1 and 2 greenhouse gas emissions by 30% below 2019 levels by 2030. Our strategies and programs consider climate, water, waste, and biodiversity. Diversity, Equity, and Inclusion At Spirit, we believe our success and the success of our employees depends on a commitment to fostering a diverse and inclusive culture that supports growth and development, along with the diverse skills needed to innovate. We have set a goal to increase representation of women in leadership (senior manager and above globally) to 30%, and minorities in leadership (senior manager and above in the U.S.) to 20%, by 2025. In 2021, Spirit launched “The Power of Choice” leadership development program for women and other underrepresented talent within our organization. Community Contributions We believe in the power of innovative solutions, partnerships, and programs that bring communities together. In 2021, Spirit and its employees continued to support local communities, and contributed over 8,000 volunteer hours and donated roughly $4 million through corporate grants, in-kind contributions, and employee donations. For more information, visit www.spiritaero.com/company/sustainability/overview/. Expiration of Stockholder Rights Plan The Company adopted a limited duration stockholder rights agreement (the “rights plan”) on April 22, 2020. The rights plan expired on April 22, 2021. As of the filing date of this Proxy Statement, the Company does not intend to renew the rights plan. 100% Wind Energy in Kansas As of 2022, Spirit’s entire 12 million square foot facility in Wichita is now fully powered by a nearby wind farm. The project is also designed to support local economic development. Water Recycling at Scale Spirit has one of the largest industrial water reuse systems in the United States – recycling more than 800 million gallons of process water at our Wichita location in 2021. CORPORATE GOVERNANCE (continued) 22 Spirit AeroSystems 2022 Proxy Statement

Spirit AeroSystems 2022 Proxy Statement 23 Related Person Transactions The Board has adopted a written Related Person Transaction Policy (the “RPT Policy”) that can be found on the Company’s website at http://investor.spiritaero.com/corporate-governance/govdocs/default.aspx. The purpose of the RPT Policy is to ensure the proper evaluation, approval or ratification, and reporting of related person transactions. Such transactions are only appropriate if they are fair to, and in the best interests of, the Company. Under the RPT Policy, a related person transaction is any transaction in which the Company was, is, or will be a participant, where the amount involved exceeds $120,000, and in which a Related Person (as defined below) has, had, or will have a direct or indirect material interest. A Related Person is a director, director nominee, officer, or 5% stockholder, or any of their immediate family members. The existence of a direct or indirect material interest depends upon individual facts and circumstances and is determined by our General Counsel or the Governance Committee. The Governance Committee is responsible for reviewing these transactions and determining whether they are fair to, and in the best interests of, the Company. After review of the relevant facts and circumstances, if the Governance Committee concludes a related person transaction is fair to, and in the best interests of, the Company, it may approve or ratify the transaction. If the Governance Committee declines to approve or ratify any related person transaction, the Company’s General Counsel, in coordination with the affected business unit or corporate function, will review the transaction, determine whether it should be terminated or amended in a manner that Mses.is acceptable to the Governance Committee, and advise the Governance Committee of their recommendation. The Governance Committee will then consider the recommendation at its next meeting. If the General Counsel does not ultimately recommend the transaction to the Governance Committee or if the Governance Committee does not approve the transaction, the proposed transaction will not be pursued; or, if the transaction has already been entered into, the Governance Committee will determine an appropriate course of action with respect to the transaction. No transactions occurred since January 1, 2021, that fall within the definition of “related person transaction” in the RPT Policy or under Item 404 of Regulation S-K. The Governance Committee reviewed potential transactions in accordance with the RPT Policy, including transactions relating to Mr. Fulchino’s interest in AEI and determined such not to be related person transactions under the RPT Policy or under Item 404 of Regulation S-K. See “Director Independence” for more information. CORPORATE GOVERNANCE (continued) For More Information, Governance Documents Are Available on Our Website We maintain governance documents on our website at http://investor.spiritaero.com/corporate-governance/govdocs/ default.aspx. These documents include, without limitation, our: Bylaws; Governance Guidelines; Committee Charters; Code of Conduct; Finance Code of Professional Conduct; Supplier Code of Conduct; Related Person Transaction Policy; Discrimination and Harassment Policy; and Anti-Hedging and Pledging Policy.

Overview Non-employee directors receive annual cash and equity compensation as described below. Equity compensation is granted under the Director Stock Program adopted under the 2014 Omnibus Incentive Plan, as amended (the “OIP”). The Compensation Committee reviews non-employee director compensation amounts and practices annually. As part of their review, the Compensation Committee evaluates non-employee director compensation data from the companies in Spirit’s proxy peer group, including data regarding the size of equity awards. In addition, the Compensation Committee confers with its independent compensation consultant on the magnitude and type of non-employee director compensation, and reviews market data and benchmarking surveys provided by the consultant. Based upon that information, the Compensation Committee makes a recommendation to the Board. The Board approves the form and amount of compensation after considering the Compensation Committee’s recommendation. In developing its recommendations, the Compensation Committee is guided by the following goals with respect to non- employee director compensation: Compensation should be market-competitive in relation to similarly-situated companies, including the Company’s proxy peer group; Compensation should align directors’ interests with the long-term interests of the Company’s stockholders; and The compensation structure should be simple, transparent, and easy for stockholders to understand. Compensation Elements The following table describes the elements of the 2021-2022 term non-employee director compensation program: 2021-2022 Amounts Element ($) Annual Board Cash Retainer 110,000 Annual Board Equity Retainer 135,000 Additional Retainer for Chairman of the Board 115,000 Additional Retainer for Chair of the Audit Committee 26,000 Additional Retainer for Chair of the Compensation Committee 21,000 Additional Retainer for Chair of Other Committees 15,000 Cash Retainers Each Board member receives an annual cash retainer. The Chairman of the Board and each committee chair receives an additional cash retainer. Directors may elect to receive their retainers in shares of restricted stock or restricted stock units (“RSUs”) in lieu of cash, but if any director ceases to serve as a director for any reason during the term, any such elective equity award will be forfeited and the director will receive a pro-rated portion of the annual retainer in cash. Except with respect to elective equity awards in lieu of cash, cash compensation is paid quarterly in arrears. DIRECTOR COMPENSATION 24 Spirit AeroSystems 2022 Proxy Statement

Equity Retainer Each Board member receives an annual equity retainer, which may be paid in the form of restricted stock or RSUs. Both types of awards vest if the non-employee director remains continuously in service for the entire term to which the grant relates. If the non-employee director incurs a termination for any reason before the end of the term (before the annual meeting of stockholders following the grant), the awards are forfeited. The Board may, in its discretion, waive this one- year vesting condition (in whole or in part) if it deems it appropriate and in the best interest of the Company to do so. Upon vesting, shares relating to restricted stock awards are delivered to the director free of restriction; however, vested shares underlying RSUs are not delivered to the director until the date that the director leaves the Board. Restricted stock confers voting and dividend rights; dividends accrue during the restricted period and are paid out upon vesting. RSUs do not confer voting rights, but do confer dividend-equivalents; dividend equivalents accrue during the restricted period and thereafter, and are delivered out upon settlement. If the awards are forfeited, dividends or dividend-equivalents, as applicable, are also forfeited. Other Compensation Directors are reimbursed for out-of-pocket expenses incurred in connection with their Board service. The Company does not provide perquisite allowances to non-employee directors. Director Stock Ownership Requirements Non-employee directors are required to own stock equal to five times the annual Board cash retainer, which currently amounts to $550,000. Non-employee directors have four years of Board service before they are required to meet the minimum stockholder requirements. Restricted stock and RSUs held by directors are counted in determining whether the minimum stockholding requirements are satisfied. Information regarding the current stock ownership of the Company’s non-employee directors can be found below under “Stock Ownership — Beneficial Ownership of Directors and Executive Officers.” As of March 1, 2022, all non-employee directors were either in compliance with the stock ownership requirements or were on track to achieve compliance in the required time frame. Spirit AeroSystems 2022 Proxy Statement 25 DIRECTOR COMPENSATION (continued)

2021 Director Compensation Table The following table sets forth non-employee director compensation for the fiscal year ended December 31, 2021. Fees Earned or Paid in Cash(1) Stock Awards(2) Total(3) Name ($) ($) ($) Stephen A. Cambone 103,091 135,026 238,117 Charles L. Chadwell 116,528 135,026 251,554 Irene M. Esteves 127,507(4) 135,026 262,533 William A. Fitzgerald 15,110(5) 15,110 Paul E. Fulchino 122,224(6) 135,026 257,250 Richard A. Gephardt 103,091 135,026 238,117 Robert D. Johnson 208,249 135,026 343,275 Ronald T. Kadish 116,528 135,026 251,554 John L. Plueger 103,091(7) 135,026 238,117 Patrick M. Shanahan 15,110 15,110 Laura H. Wright 111,186 135,026 246,213 (1)Includes annual cash retainer and committee chair retainers earned for 2021, including any such retainers that were paid in the form of restricted stock or RSUs in 2021 or 2022 by the director’s election in lieu of cash compensation for 2021. Ms. Esteves and WrightMessrs. Fitzgerald, Fulchino and Plueger elected to defer all or a portion of their annual cash retainers for 2021 as set forth in footnotes (4) - (7). (2)Represents the aggregate grant date fair value of the stock awards computed in accordance with authoritative guidance on stock-based compensation accounting issued by the Financial Accounting Standards Board (the “FASB”). On May 10, 2021, each non-employee director, other than Messrs. Fitzgerald and Shanahan, received an annual grant of 3,016 shares of restricted stock or RSUs with an aggregate value of $135,000 based on $44.77 per share, the closing price of Common Stock on the grant date. As a result of rounding of fractional share amounts, the grants were valued at $135,026. Messrs. Fitzgerald and Shanahan joined the Board in November 2021 and thus did not receive stock awards in 2021. As of December 31, 2021, each non-employee director’s aggregate number of unvested restricted stock or RSUs was as follows: Dr. Cambone: 3,016 shares of restricted stock; Mr. Chadwell: 3,016 shares of restricted stock; Ms. Esteves: 6,055 RSUs (includes 3,039 RSUs received in lieu of 2021-2022 term annual cash and committee chair retainers); Mr. Fulchino: 5,944 shares of restricted stock (includes 2,928 shares of restricted stock received in lieu of 2021-2022 term annual cash and committee chair retainers); Mr. Gephardt: 3,016 shares of restricted stock; Mr. Johnson: 3,016 shares of restricted stock; Mr. Kadish: 3,016 shares of restricted stock; Mr. Plueger: 5,474 shares of restricted stock (includes 2,458 shares of restricted stock received in lieu of 2021-2022 term annual cash retainer); and Ms. Wright: 3,016 shares of restricted stock. As of December 31, 2021, Messrs. Fitzgerald and Shanahan held no unvested restricted stock or RSUs. Note that any RSUs or shares of restricted stock received in lieu of annual cash and committee chair retainers described in this footnote were granted in 2021 and relate to retainers earned over the director’s 2021-2022 annual term, which covers portions of two calendar years, and that upon any termination of services of the director during the outstanding term, the equity award will be canceled, and a cash payment will be made therein that is equal to the cash amounts earned by the director through the date of such termination of service. (3)No non-employee director received perquisites or other personal benefits during 2021. (4)Includes $127,507 in annual cash and committee chair retainers that were paid in the form of 3,860 shares of RSUs for Ms. Esteves pursuant to her election. The RSUs were granted to Ms. Esteves in part on May 10, 2021, and in part on May 11, 2020, and are included in this disclosure because the RSUs were granted in lieu of cash payments earned for service in 2021. (5)Includes $15,110 in annual cash retainer that was paid in the form of 306 shares of restricted stock for Mr. Fitzgerald pursuant to his election. The restricted stock was granted to Mr. Fitzgerald on February 7, 2022, but are included in this disclosure because the restricted stock was granted in lieu of cash payments earned for service in 2021. (6)Includes $122,224 in annual cash retainer and committee chair retainers that were paid in the form of 3,688 shares of restricted stock for Mr. Fulchino pursuant to his election. The restricted stock was granted to Mr. Fulchino in part on May 10, 2021, and in part on May 11, 2020, and is included in this disclosure because the restricted stock was granted in lieu of cash payments earned for service in 2021. (7)Includes $103,091 in annual cash retainer that was paid in the form of 3,121 shares of restricted stock for Mr. Plueger are “audit committee financial experts,” as such termpursuant to his election. The restricted stock was granted to Mr. Plueger in part on May 10, 2021, and in part on May 11, 2020, and is definedincluded in Item 407(d)(5)this disclosure because the restricted stock was granted in lieu of Regulation S-K.cash payments earned for service in 2021. DIRECTOR COMPENSATION (continued) 26 Spirit AeroSystems 2022 Proxy Statement