2022 Universal Registration Document

Presentat i on of the Group 1 Group activities

1.1.3.2.3 Retail strategy FUNDAMENTALS OF THE RETAIL STRATEGY Aéroports de Paris’s retail strategy is based on four pillars: ◆ two pillars relating to the offer: ◆ marketing positioning around the ultimate Parisian shopping and dining experience, which focuses on the offering (focused on three families of products that are iconic of French savoir-faire: Fragrances & cosmetics, Luxury Fashion and the French Art of Living), the design of retail spaces conceived as Paris shop windows, and service and quality. This strategy is accompanied by an increase in the total area dedicated to shops (bars, restaurants and shops both landside and airside), ◆ a single operating business model, with two main components: retail subsidiaries, 50% owned by Aéroports de Paris and 50% owned by a specialist in the business in question, as well as brands with a strong identity operating outlets. This dual model gives Aéroports de Paris a good level of control over the implementation of its strategy; ◆ two pillars for demand: ◆ stimulating demand, particularly by creating brand recognition upstream of the airport arrival, notably in the key markets (specifically China), ◆ the impact of traffic growth. This strategy enabled Aéroports de Paris to benefit from an increase in revenue in airside shops in relation to the number of departing passengers, from €9.8 in 2006 to €19.7 in 2019 (“Revenue/Pax”, former definition – see below “Operational indicator for monitoring sales momentum”). The robust travel retail model Groupe ADP has built for the Paris airports is strong enough to, on the one hand, meet growing competition from the town centre offering and, on the other, to adapt to an environment that is uncertain in both legislative and economic terms. Aéroports de Paris consolidated and pursued the development of its commercial activities, through three strategic priorities: ◆ providing the ultimate Parisian shopping and dining experience by: ◆ standardising the offering within the international terminals through six major projects at Paris-Orly and Paris-Charles de Gaulle between 2016 and 2022. Major milestones were met, with, in particular, at Paris-Charles de Gaulle, the overhaul of the retail offering of halls K and L of Terminal 2E, the opening of the BD link and the opening of Terminal 3 at Paris-Orly. In 2021, terminal D was transformed with the opening of a connecting building to link Terminals 2D and 2B. At the end of 2022, Terminal 1 was reopened after two years of closure. The connection of several satellites made it possible to build a hospitality area encompassing

6,000 m 2 of shops and a unique boarding lounge. In this premium terminal, 23 shops were opened and three catering areas offering six different brands, including a restaurant by Alain Ducasse. In total, in 2022, 38 shops were opened, allowing the continuity of the strategy of homogenisation of terminals, ◆ sustainable differentiation in service quality, ◆ developing brand awareness before arrival at the airports by targeting frequent flyers and international customers, ◆ continue to make the most of the joint venture contract business model by deploying it in the catering sector (via the creation of the commercial fast food subsidiary with SSP, EPIGO and the acquisition of BTA France before selection of a future partner through a consultation process), and by expanding in a reasoned manner the scope of action of the retail subsidiaries outside our platform. The implementation of this strategy, combined with the creation of additional retail space and the continuous improvement of the passenger traffic mix, enables the Group to continue to develop the revenue of the airside shops per passenger. DEPLOYMENT OF THE EXTIME CONCEPT AND BRAND As announced on Investor Day on 17 February 2022, Groupe ADP is launching a new retail and hospitality concept and trademark in 2023 called Extime (see also 1.1.1.5 The hospitality approach at the heart of Groupe ADP’s strategy and 1.1.2 The Group’s strategy). Extime capitalises on all the know-how deployed for several years on the Parisian platforms and in Groupe ADP, and brings them together under a single brand, in order to make it an instrument of international conquest, within and outside the Groupe ADP airports. The preferred deployment model is that of the franchise, around an Aéroports de Paris franchisor that provides the Extime franchise and its know-how to franchisees. The value creation strategy is based on four levers: ◆ stimulation of contributing traffic via an ambitious Aviation Marketing policy focused on themost contributing destinations, including China; ◆ stimulation of demand upstream of arrival at the airport via a high-performance digital ecosystem consisting in particular of an Extime Rewards loyalty program, as well as a marketplace (www.extime.com); ◆ an integrated business model, with the majority of operations carried out by companies at least 50% owned by Groupe ADP, which bear the Extime name, and are true champions in their field of activity with optimised business models; ◆ a field of expression mainly in the reserved areas of the airports in places called “Boutique Terminaux”, which aim for excellence in design and architecture, in service and hospitality, and in brand and concept offerings.

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