Universal Registration Document 2024

3 CORPORATE GOVERNANCE

CORPORATE GOVERNANCE REPORT ADOPTED BY THE BOARD OF DIRECTORS ON 19 FEBRUARY 2025

u building a global, integrated and responsible Group 2024 was shaped by: u stepped-up involvement of Aéroports de Paris SA employees in community outreach, in parallel with the Operational Volunteer Programme, which already involved them considerably in and around the Olympic and Paralympic Games, u continued innovation to improve our operations, make them greener and enhance the passenger experience: deployment of LIDAR at Paris Orly airport to monitor passenger flows in order to make the passenger journey smoother, launch of an experiment to detect the use of APUs by aircraft and reduce their use at Paris-Charles de Gaulle airport, launch of an experiment at Paris-Orly airport to monitor the operating status of lifts and electromechanical equipment in real time in order to optimise their availability, u the public consultation associated with the Paris-Orly 2035 master plan, which took place in the first half of the year. Stakeholders were particularly interested in the priority given to developing public transport in the face of the increased saturation of the hub, and, by extension, the planned overhaul of the hub access model; u innovating, and supporting and empowering people, particularly in the management of human resources and recruitment; u continuation of the employee share ownership programme, with a second unilateral contribution from the Company, u continuation of innovation projects, particularly around eVTOL, u training 100% of employees in good ethics and compliance practices (97.3% achieved against an objective of 95% for 2024); Regarding human resources management and recruitment, after 2023 and 2022, 2024 was a year of large-scale recruitment, based on two dynamic focuses: u in-placement , based on posting all available positions, allows employees to apply for jobs that interest them within the Group; u an ambitious new plan for 431 external recruitments in 2024: 399 employees were recruited. In addition, of the 399 hires, 34 were co-opted internally, focusing in particular on the maintenance (16) and security (16) professions (in 2023, respectively, 73 out of 465, 16 and 16). This achievement follows that of 2022, which saw an exceptional volume of 531 external hires on permanent contracts, and that of 2023: 465. More generally, the Company has developed and implemented job and career management solutions. This is based in particular on a business and skills repository which groups the Company's business lines according to their purpose and similarities in skills, for a robust investment in the professional development of all employees The wide range of professions (4 families, 20 sub-families, 91 professions, 315 functions) is attractive to job candidates and enables us to build diversified and individualised career paths.

The job map provides a vision of jobs and skills, with a forward-looking approach to adapting the Company to changes in its environment, with short-, medium- and long term forecasts, identifying priority jobs and guiding employment policy and action plans. In this way, we can prioritise the management of jobs and skills by targeting our efforts on critical professions in terms of availability and impact on the business. It is updated every two years. Drafted in 2022, it was therefore updated in 2024, taking into account changes in professions and organisations as well as the characteristics of the labour market. The business lines have been structured (engineering, proprietary maintenance, information systems, finance, operations, purchasing and logistics). They make it possible to define a shared vision about changes in employment and skills, map resources, define skills development plans, and organise and lead career path solutions. Their use is based mainly on: u creating a dedicated space on the HR portal; u tools and initiatives to promote professions and career paths: a dynamic tool planned for employees/managers/ Human Resources managers: this will make it possible to visualise gateways between professions, depending on the career path and skills of each person, to measure skills gaps, to make the link with in-placement offers and the necessary training and, in this way, support employees in their career paths. For the implementation of all measures necessary for the smooth running of the 2024 Olympic Games : The Paris 2024 Olympic and Paralympic Games ran smoothly thanks to measures implemented by the Company across all functions. They ensured the robustness and quality of operations during this period, by dealing with the specificities of welcoming delegations. At the hubs in particular, dedicated facilities were set up to complement the existing infrastructure: Athletes Special Hall (ASH), "baggage factory". All processes were adapted or enhanced as necessary. Apart from the platforms, ADP was involved in the Olympic Village registration process: Off Airport Process (OAP). The objectives were achieved: maintaining quality of service while ensuring a safe and smooth journey for all passengers, mobilising employees, ensuring optimal baggage handling, including for oversized baggage, despite the large volume, ensuring hub accessibility under acceptable conditions, with focused attention on people with disabilities, both athletes and passengers: the Paralympic Games accelerated the deployment of numerous initiatives (maintaining the use of personal wheelchairs from and to the aircraft door, sunflower disability lanyards, etc.) A step was taken towards more inclusive airports for people with disabilities, leaving a real legacy. For employees, the organisation of work was anticipated, particularly in terms of holiday planning, with no change to the rules for taking holidays. The internal staff reinforcement programme mobilised 1,486 volunteers from all departments.

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AÉROPORTS DE PARIS w UNIVERSAL REGISTRATION DOCUMENT 2024