Universal Registration Document 2024

4 SUSTAINABILITY REPORT

SOCIAL AND SOCIETAL MATTERS

[S1-3-32-(e)] → [S1] Disclosure of how issues raised and dealt with are tracked and monitored and how channel effectiveness is ensured See [S1-3-32-(a)] → Disclosure of the general approach and processes for providing or contributing to a solution where the company has caused or contributed to a significant negative impact on members of its own workforce. [S1-3-33] → Description of whether and how it is assessed that the company's workforce are aware of and trust the structures or processes as a means of raising and responding to their concerns or needs Awareness of the whistleblowing system among Group employees is measured each year as part of the Ethics Climate Barometer (see section 4.4.2.3 of this report on the deployment of the Group's ethical culture). [S1-3-33] → Policies on protection against retaliation for people using channels to raise concerns or needs are in place See [S1-3-32-(a)] → Disclosure of the general approach and processes for providing or contributing to a solution where the company has caused or contributed to a significant negative impact on members of its own workforce. S1-4 – Action plans put in place to prevent, mitigate and remediate the impact of securing skills and making jobs more attractive within the company's workforce [S1-4-37] → Action plans and resources to manage the material impacts, risks and opportunities associated with its own workforce [see ESRS 2 – MDR-A] The action plans are based on the principles of the 2025-2029 Group HR Roadmap and the associated charters, as described in S1-1-19. In each company, their implementation relies on managers at all levels and on the organisations dedicated to human resources. AÉROPORTS DE PARIS SA Aéroports de Paris SA has set up: u a training programme for managers: “Horizon managérial” . It aims to spread the company's values and strengthen managerial skills. This programme is aimed at all managers (manager of managers, team managers, project managers or experts) and all OETAMs (workers, employees, technicians, supervisors) in supervisory positions; u introduction of a business and skills repository, which groups the company's business lines according to their purpose and similarities in skills, to ensure strong investment in the professional development of all employees; u a mapping of professions has also been put in place. It provides a vision of professions and skills, with an effort to anticipate and adapt the company to changes in its environment, with short-, medium- and long-term projections. It is updated every two years.

Mapping enables skills development plans to be defined, and career paths to be organised and managed. To support this approach, Aéroport de Paris SA is working on: u the creation of a dedicated space on the HR portal; u tools and initiatives to promote professions and career paths: a dynamic Talent market place tool is currently being developed for employees/managers/Human Resources managers: it should make it possible to visualise bridges between professions, according to the career path and skills of each individual, making it possible to measure skills gaps, make the link with internal mobility offers and the necessary training, and thus support employees in their career paths. To attract young talent, a number of initiatives are being developed: u the Graduate programme: recruitment of young graduates on permanent contracts, offering them an induction programme comprising three assignments of eight months each in three areas: operations, technical, finance. It has been strengthened by the possibility of an international assignment; u partnerships with universities (in particular Sciences Po, Assas, ENAC); u participation in forums and actions with schools (coaching, CV advice, mock interviews) increases the Group's visibility and promotes its business lines (ENAC Days, Sciences Po, ESTP, Femmes Ingénieures, Rendez-vous pour l'emploi in Orly, Data days, Forum Trium, etc.). An induction programme for all is offered to new employees: welcome by management, practical advice, HR information, dedicated website, conference programme, airport visits, etc., and a mentoring programme. EXTIME DUTY FREE PARIS The key actions in 2024, with a view to negotiations on the management of employment and career paths (GEPP), steered at Executive Committee level, are: u rewriting job descriptions and updating job mapping; u initiation of the overhaul of job descriptions: each level is matched by appropriate training to develop business skills and product expertise. To structure and adapt the skills development of each employee, training supports these targets with action plans and their implementation; u creation of a training catalogue covering the key skills required for each target population; u adapting the skills development plan by target population and by level, taking care to offer tailor-made pathways based on the specific characteristics of each group. For example, the "Boost your sales" training course is available at two levels: for junior employees and advanced training for more experienced employees. To help sales teams develop their skills and multi-disciplinary skills, product introductions in other activities are also offered to employees; u compulsory training for all employees, as defined in the skills development plan.

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AÉROPORTS DE PARIS w UNIVERSAL REGISTRATION DOCUMENT 2024