2022 Universal Registration Document

Corporate Governance

CORPORATE GOVERNANCE REPORT ADOPTED BY THE BOARD OF DIRECTORS ON 15 FEBRUARY 2023

The target for the EBITDA/revenue ratio was achieved and outperformed, at 36.4%. The ACI/ASQ customer satisfaction score was 3.86 (3.91 in 2021), not reaching the minimum set at 3.87. The quality of service results are significantly better than those of competitors, which have chosen to cap the number of flights, unlike Paris; the Skytrax ranking confirms this position. For arrivals, the results are very satisfactory. On the other hand, for departures, affected by the rating, the negative point is the result of Paris-Charles de Gaulle, strongly impacted by the deterioration of waiting times at the border police. The expected achievement levels for each of these criteria have been pre-established precisely by the Board of Directors in accordance with the assumptions of the 2022 budget (deliberation of 15 December 2021), but are not made public for reasons of confidentiality, in accordance with recommendation DOC-2012-02 of the AMF French Authority. Regarding the first qualitative objective , in 2022 management rolled out the 2022-2025 (25%) strategic roadmap , and developed its three areas of focus. External communication took the form of Investor Day on 17 February 2022: presentation of the roadmap to the financial community and the press, and thematic conferences (retail on 18 March 2022, ESG policy on 29 March 2022), and TAV Airports on 18 May 2022. Internally, the construction of the strategic plan dashboard mobilised and involved the teams in the progress of the action plan contributing to the achievement of objectives. For the deployment of the roadmap, flagship actions were launched in 2022, contributing to the achievement of the ◆ acceleration of work on the decarbonization and strengthening inter-modality by relying on long-term partnerships, in particular with SNCF and Air France: Green Orly projects for Paris-Orly airport and Boréal for Paris-Charles de Gaulle. They were presented to the Board of Directors; the strategic seminar on inter-modality brought the stakeholders together; ◆ continued deployment of biometrics in the terminals of the Paris airports, the steering committee notably integrating the approach initiated with the CNIL ( Commission national de l’informatique et des libertés ) and the definition of the targeted biometrics; ◆ preparation of the launch of the Extime brand in early 2023, allowing a rebalancing of value in favour of ADP. The commissioning of Terminal 1 at CDG in early December was a key milestone, as a showcase apartment for this new brand. Building a global, integrated and responsible Group: ◆ extension of the airport network through selective and opportunistic international development projects: award of the Medan concession for 25 years and renewal of the Ankara concession for 25 years; participation in international calls for tender; ◆ financial restructuring to ensure the viability and sustainability of the airports in the portfolio. communicated ambition on the three components: Imagining the sustainable airport of tomorrow:

The gross annual amount of fixed compensation payable to the Chairman and CEO was €350,000. The maximum gross variable compensation of the Chairman and CEO is set at €100,000, i.e. 29% of the fixed compensation. Three quantitative objectives (total weighting: 50%) have been set for 2022, as well as two qualitative objectives (total weighting: 50%): Three quantitative objectives: ◆ net debt/Group EBITDA ratio (weight = 15%); ◆ EBITDA/Group revenue ratio (15%); ◆ departing passenger satisfaction (ACI/ASQ index) (20%). The performance level for each of these objectives ranges from 0.7 to 1.1 (variable portion zero if the level is less than 0.7). The target levels (100% achievement) correspond to the approved budget for 2022. Two qualitative objectives: ◆ launch of the 2022-2025 strategic roadmap and securing of the industrial model (weight = 25%): organisation in February 2022 of an Investor Day, followed by external communication (road shows, press support) and internal communication to mobilise all the employees of the Company, and the development of the three areas provided for by the plan: ◆ imagining the sustainable airport of tomorrow, ◆ building a global, integrated and responsible Group, ◆ innovate, support and empower, particularly in the management of human resources and recruitment. ◆ according to the corporate purpose of the Company, environmental and social commitments (25%): ◆ social, notably: occupational safety and, in particular, prevention of psychosocial risks and support for managers and employees by addressing the various risk factors; support for managers and employees (mobility, reclassifications), as part of the overall reorganisation of the Company; actions in favour of youth employment (apprenticeship, Graduate Program, etc.); gender equality and gender balance in governing bodies; ◆ environment, in particular the implementation of an ambitious climate strategy aimed at reducing CO 2 emissions related to airport activities and implementation of the environmental policy and the preservation of biodiversity. Achievement of objectives The objectives were achieved respectively at the level of 66% for the quantitative objectives (net debt/Group EBITDA: 110% EBITDA/Group revenue: 110%, departing passenger satisfaction objective not achieved) and 135% for the qualitative objectives (including adaptation of the Company’s economic and social model: 150%, environmental and social commitments: 120%). The quantitative target levels, for 100%, corresponded to the approved budget for 2022. The target for the net debt/Group EBITDA ratiowas outperformed, at 4.37.

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AÉROPORTS DE PAR I S / UN I VERSAL REG I STRAT I ON DOCUMENT 2022