ADP CSR Report 2019

Taking action for the people at our airports

Cultivating and replacing our human capital

OUR ACTIONS

CULTIVATING AND REPLACING OUR HUMAN CAPITAL 3.3 Within the scope of Aéroports de Paris SA, our commitments are set out in our manpower planning agreement signed on 16 January 2019. Designed to help us adapt our workforce and skills by 2025, it also aims to secure our staff members' career paths and professional development. It has three main goals: be present throughout the airport value chain by refocusing on higher value-added skills, enabling the management of all activities; secure the renewal of internal skills (through career management) and external skills (through recruitment); acquire and develop new skills: international, digital and big data, project management, process optimisation, etc. OUR COMMITMENTS

Attract talent

In line with the manpower planning agreement, we define an annual recruitment plan that identifies our needs and leads to the recruitment of all types of profiles, all ages and all levels of experience. To attract them, we roll out our "employer brand" through various actions: partnerships with target schools: engineering schools, management schools, elite higher education institutions, etc., with which we organise forums and discovery days; presence on social networks and Jobteaser (a job board for young graduates); trial of a co-opting system encouraging the recommendation of candidates by Group staff members. communication and dialogue on its various components, the level of pay relative to the market and the criteria for awarding its variable components, the valuation of collective benefits (welfare protection, mandatory and discretionary profit sharing, savings plan and retirement savings plan with company contribution). Housing, transport and childcare assistance to remove barriers to employment at our airports: inter- company crèches at Paris-Orly and Paris-Charles de Gaulle, personalised assistance in finding accommodation for people in difficulty via the Housing Committee, financing of the Filéo transport-on-demand service. We are also enhancing our attractiveness by: Improving the clarity and competitiveness of pay:

CONTEXT AND BACKGROUND

Our human resources management faces a twofold challenge: meet our need for new skills and replace 40% of Aéroports de Paris SA's workforce who will be retiring within the next ten years. This phenomenon will take place against the background of competition to attract new talent, which is already particularly noticeable in the engineering, maintenance and digital professions. This means we need to be attractive to recruit and offset these departures. In addition, our businesses require expertise and experience: passing on and developing know-how is therefore a key challenge if we want to have the necessary skills for our development and transformation projects.

40 million MANDATORY AND DISCRETIONARY

4,662 AVERAGE MONTHLY GROSS PAY in 2019

PROFIT-SHARING or 6.5% of the gross wage bill in 2019

Scope: ADP SA, ADP International, ADP Ingénierie, Media, Relay

INDICATORS & RESULTS 2019

Scope: Groupe ADP

1,688 HIRES

3.97% TURNOVER Scope: ADP SA

INTERNATIONAL

70% OF WHICH ON PERMANENT CONTRACTS (1,167) Scope: Groupe ADP excluding TAV 1,478 DEPARTURES FROM PERMANENT AND FIXED-TERM CONTRACTS 11% of which were redundancies Scope: Groupe ADP excluding TAV

RETAIN OUR TALENTS

25 hrs OF TRAINING PER STAFF MEMBER on average,

issues and improving social dialogue : each question raised by our staff members or their representatives must be answered within a maximum period of one week.

In Madagascar, we aim to control high turnover and reduce it to 5% by the end of 2020. This involves raising awareness among the entire managerial line structure about talent retention

77% of staff members trained Scope: ADP SA, ADP International, ADP Ingénierie, Media and Relay

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