2022 Universal Registration Document

Corporate Governance

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

In order to further advance the work of the Board, the directors propose: ◆ more in-depth discussions on the treatment of strategic issues, the role and positioning of Aéroports de Paris in its competitive environment and in the face of new trends in mobility and consumption in order to position the projects and opportunities presented to it in an overview; ◆ a more detailed review of the HR policy; ◆ presentations on the challenges of digital transformation and innovation. To respond to the recommendation of the internal assessment carried out in 2021, the Board ensured that social and environmental issues were taken into account in the subjects presented. More specifically, it approved the 2022-2025 strategic roadmap “2025 Pioneers” implementing a new long-term airport model to drive tomorrow’s growth and keep pace with changing societal and environmental expectations. 3.1.3.3.3 Agreements reached directly or via a third party between, on the

The dynamics and performance of the Board are very positively perceived: ◆ The Board’s culture and dynamics: The climate of transparency, free speech, the maturity of the discussions, the quality of the debates, under the leadership of a Chairman, attentive and invested in the construction of consensus, are points expressed by all. The Board worked effectively through the pandemic and gained even more openness. Relationships are tinged with respect and benevolence and the directors are attached to the Board and the Company and show a strong commitment. The support of the referent administrator, who demonstrates competence and commitment, and the Committee Chairmen, who play their role with professionalism, strengthens the Board’s effectiveness. ◆ Composition: The quality and variety of new members’ profiles strengthens the Board of Directors’ dynamic. The integration of new members took place naturally. The balance of the “colleges”, even if this results in a significant size, is appreciated. ◆ Quality of discussions: Important topics are covered. The high quality of the files sent to the members of the Board of Directors contributes to a transparent and constructive debate. The Board provides added value to management. ◆ Crisis management: The pandemic has affected the heart of Aéroports de Paris’ activities. In response, the Board was able to support the implementation of crisis management mechanisms. ◆ Committee work: The committees are viewed positively and give satisfaction to a majority of the directors, and the Chairmen fulfil their role with professionalism and involvement. ◆ Information for members of the Board of Directors: The actual contribution of each director and non-voting member to the work of the Board, conducted by the specialised firm, was assessed. Each director was offered individual feedback on their contribution.

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one hand, a corporate officer or one of the shareholders with more than 10% of the voting rights of Aéroports de Paris and, on the other, another company controlled by Aéroports de Paris in the meaning of article L. 233‑3 of the French Commercial Code, with the exception of agreements related to current operations agreed under normal terms and conditions

During the financial year ended 31 December 2022, no agreements were reached directly or via a third party between, on the one hand, a corporate officer or one of the shareholders with more than 10% of the voting rights of Aéroports de Paris and, on the other, another company controlled by Aéroports de Paris within the meaning of article L. 233-3 of the French Commercial Code, with the exception of agreements related to current operations agreed under normal terms and conditions.

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