Universal Registration Document 2024

4 SUSTAINABILITY REPORT ENVIRONMENTAL MATTERS

[E1-1-16-(d)] → Explanation of potentially locked-in GHG emissions from key assets and products and how locked-in GHG emissions may jeopardise the achievement of GHG emission reduction targets and drive transition risk For the French hubs, the locked-in GHG emissions relate to the emergency generators used in the event of a power cut at the airport facilities. For example, in 2024, these CO 2 emissions for Paris hubs represented 766 tCO 2 e. Moreover, some of the fossil-fuel vehicles in Groupe ADP's internal fleet are a source of GHG emissions that are locked in over time (4% of Groupe ADP's location-based Scopes 1 and 2 emissions). However, this source remains marginal compared with the Group's other internal sources of emissions. These emissions are included in the airports' decarbonisation trajectories, ensuring that the targets set in recent months are not jeopardised. Finally, emissions linked to the consumption of aviation fuels that have not been replaced by alternative fuels, as well as emissions from aircraft on the ground via APUs (as long as they have not been replaced by ACUs at electrified aeroplane substations), are locked-in emissions for Groupe ADP’s Scope 3. [E1-1-16-(e)] → Explanation of any objective or plans (CapEx, CapEx plans, OpEx) that the company has for aligning its economic activities (revenues, CapEx, OpEx) with the criteria established in Commission Delegated Regulation 2021/2139 See the Green Taxonomy chapter. [E1-1-16-(g)] → The company is excluded from the EU Paris-aligned benchmarks Groupe ADP is not excluded from the benchmark. [E1-1-16-(h)] → Explanation of how the transition plan is embedded in and aligned with the company’s overall business strategy and financial planning Groupe ADP's business model (see "Responsible and sustainable business model" in the general presentation of this document) and strategic roadmap integrate climate change issues so that the transition plans of the hubs in question are fully integrated into the overall strategy, including financial planning. [E1-1-16-(i)] → The transition plan is approved by the administrative, management and supervisory bodies The Board of Directors examined the implementation of the Group's CSR strategy, which is accompanied by an action plan and the time horizons within which these actions will be carried out: the master plans for Paris-Orly 2035 and Paris Charles de Gaulle 2050, including the major challenges of the ecological transition, were approved. The Board of Directors is informed each year of the results of the Pioneers for Trust ESG roadmap at Board meetings. The ESG Committee meets at least once a year and as often as required. In 2024, it met five times with an attendance rate of 97%. The Committee discussed issues such as: u the climate strategy (assessment, outlook, SBTi trajectory); u CSR strategy review; u sustainable purchasing; u responsible digital services; u Duty of Vigilance/Human Rights.

Significant operational and capital expenditure under the Scope 3 action plan The actions of Groupe ADP's Scope 3 decarbonisation plan are described in paragraph E1-1-16-(b) of the document. These actions are grouped into different decarbonisation levers to which Groupe ADP is committed. They involve various investment and operating costs for the Group, listed below for each decarbonisation lever: Lever 1 – Preparing for the arrival of new aeronautical energy sources (SAF, e-SAF, low-carbon hydrogen, etc.) and optimising their integration: u investment in the Sustainable Flight Fund: amount not disclosed; u investment in LanzaJet: USD20 million committed via the subsidiary ADP International; u investment in the Hy24 fund: €2 billion committed by the fund over ten years to accelerate the hydrogen economy through investments in specialist companies and projects; u participation in the OPS H2 project: €54,000 (OpEx) in 2024, co-financed by Groupe ADP and the DGAC as part of the CORAC programme; u assistance in financing the study conducted with GRTgaz to analyse carrying hydrogen to Paris-Charles de Gaulle and Paris-Orly by pipeline: amount not disclosed; u investment in an in-depth study into the development and implementation of hydrogen at the hubs (OLGA project): €28,140 for CapEx studies and €1,568 for OpEx. Lever 2 – Greening airside activities: u investment in the GLORYA and ClearCDG projects (electrification of airside operations): respectively €34 million and €40 million committed by Groupe ADP to modernise the electrical infrastructure at Paris-Orly and Paris-Charles de Gaulle airports. An additional investment of more than €250 million will be required to boost the power and resilience of the hub's electricity network; u financing a feasibility study for the installation of a hydrogen/NGV station linking the landside and airside zones: €18,435 in CapEx and €45,236 in OpEx financed by Groupe ADP. Lever 3 – Strengthen rail/air intermodality, reduce the use of individual vehicles, strengthen connectivity with the regions and make airport platforms real intermodal hubs at the regional and national levels: u €240 million investment in the Metro line 14 station at Paris-Orly, co-financed by the Société des Grands Projets and Groupe ADP; u €227 million investment in the CDG Express project at Paris-Charles de Gaulle; u investment of €2.88 million in the refurbishment of level 5 of the North TGV station and investment of €2.07 million in a study on the reinforcement of footbridges at the North TGV station; u developing cycle paths at the Paris hubs: u Paris-Orly: investment of €2.3 million in 2024 and €1 million planned for 2025, co-financed by the Île-de France region and Groupe ADP, u Paris-Charles de Gaulle: Creation of the Île-de-France cycle network: investment of €12.27 million, of which €5.79 million funded by the Île-de-France region.

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