2022 Universal Registration Document

Soc i al , env i ronmental and soc i etal respons i b i l i ty i nformat i on

PROVIDING THE GROUP AND ITS EMPLOYEES WITH THE MEANS TO CARRY OUT THE TRANSFORMATIONS NECESSARY FOR ITS SUSTAINABILITY AND ATTRACTIVENESS IN LINE WITH ITS SOCIAL AND ENVIRONMENTAL RESPONSIBILITY

4 . 2 PROV I D I NG THE GROUP AND I TS EMPLOYEES WI TH THE MEANS TO CARRY OUT THE TRANSFORMAT I ONS NECESSARY FOR I TS SUSTA I NAB I L I TY AND ATTRACT I VENESS I N L I NE WI TH I TS SOC I AL AND ENV I RONMENTAL RESPONS I B I L I TY

4.2.1 HR POLICY AND CHALLENGES, RISK ANALYSIS

strategic roadmap. Presented in 2022 to the Board of Directors (16 February) and investors (29 March), it defines four ambitions for its social pillar: support for transformations, professional development of all employees, equality and diversity, and employee integrity. This strategy is widely disseminated among employees, in particular with the open days on 20 and 22 September at Paris Charles de Gaulle and on 3 and 4 October at Paris-Orly, and mandatory e-learning training from January 2023. It was the subject of a seminar with the Group’s entities in June 2022. The HR policy is based on: 1) collective and individual adaptation of resources to strategic orientations and support for transformations; 2) continued action for equality; 3) ongoing social dialogue; 4) the long-standing occupational health and safety objective: to guarantee employee integrity. A summary table of the non-financial risks and associated policies is presented in Chapter 6.2 “The ESG challenges at the heart of Aéroports de Paris’ corporate project”. 1) Collective and individual adaptation of resources to strategic orientations, including optimizing employment costs and supporting transformations The collapse of traffic for two years, the gradual recovery and transformations of the aviation sector, have required the Group to define a new airport model for the long term, to adapt its missions and organization with significant consequences on employment, while seeking to preserve it as much as possible. These transformation measures are long-term, with strong support for employees. To meet these challenges, the Company: ◆ adapts its resources: corresponding organizations and workforce, recruitments required after the departures of 2021 and 2022, and optimizes the cost of employment;

The year 2022 will see a gradual recovery in activity, in a social context that remains complex. To plan for the medium term, the company has transformed its strategy and organization. In 2022, Group ADP included Aéroports de Paris SA, TAV Airports, Hub One, ADP International, including AIG (Jordan), ADP Ingénierie, Société de Distribution Aéroportuaire, Extime Food & Beverage Paris, Relay@ADP and Media Aéroports de Paris ( i.e. the scope of financial consolidation). During the Covid-19 crisis, the company adopted cost control measures, in particular for payroll. With this in mind, and to preserve employment and skills as much as possible, Aéroports de Paris SA signed, on 9 December 2020, a collective termination agreement (RCC), unanimously by the representative trade unions (CGE-CGC, CGT, UNSA-SAPAP), allowing 1,150 voluntary departures, either in end-of-career leave and retirement (nearly 900), or in external mobility. The adjustment plan for employment contracts and the standards applicable to employees (PACT) of Aéroports de Paris SA, included wage moderation measures. In addition, at the beginning of 2022, 160 departures due to refusals of changes to the employment contract (employment contract adaptation plan) took place. The current situation is thus characterized by a decline in the workforce, new organizations, increased professional mobility, but also new recruitment needs. The Group’s risk mapping has been impacted by this context, particularly for risks related to human resources. They concern: ◆ the difficulty of attracting, recruiting and retaining talent and key skills, given the strong tensions on the labour market (operation, maintenance and engineering/operation of airport procedures) and salary dynamics; ◆ the social climate, with a risk of blocking social dialogue and labour disputes on the part of the Group’s employees, the demotivation or disengagement of employees, the difficulties of adapting to the new environment; ◆ personal safety: in the context of the activity (occupational accidents), with regard to the health situation, and for the prevention of psychosocial risks. The CSR strategy of the “Pioneers for Trust” Group includes these issues; it is an integral part of the “Pioneers 2025”

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