Universal Registration Document 2024

SUSTAINABILITY REPORT 4

SOCIAL AND SOCIETAL MATTERS

business and oversee its implementation. Working groups bring together management and employees. Finally, individual or group interviews are organised in relation to the issues identified; u within the TAV Group, commitments to employees are made as part of an ongoing dialogue between management and employees. While respecting the right to trade union representation where appropriate, the company ensures that all employees – whether formally represented or not – are actively involved in the decision making process. These commitments are based on open communication, transparency and mutual respect. The townhall meeting is a large gathering where each company discusses its strategies and the concerns of its employees; u within AIG: dialogue takes place through managerial dialogue. AIG is affiliated with the industry union "the Collective bargaining agreement for air transport and tourism", which includes a representative of AIG. There is no internal union; u for Hologarde: the CSE brings together employee representatives, the Human Resources Department and the Chairman and CEO. Hologarde's commitments are made with the representatives of the CSE. A monthly report is drawn up and repeated at the start of each meeting to ensure that issues are being followed up properly and progressing on schedule; u at SDA Croatia, the two trade unions each have a representative who communicates regularly with the employer. In addition, in accordance with Croatian labour law, employee representatives are informed of any changes to the internal agreements governing employee rights, and a collective agreement is in place, valid until the end of March 2025, which should be the subject of negotiation. For entities headquartered in France, social dialogue is also based on the Group Committee, which brings together Aéroports de Paris SA and its subsidiaries with employee representative bodies. Groupe ADP is not affected by the European Works Council or the transnational information consultation procedure, as it does not have a European subsidiary employing at least 150 employees. [S1-2-27-(b)] → [S1] Disclosure of the stage at which engagement takes place, the type of engagement and the frequency of engagement u Aéroports de Paris SA: the CSE meets every week and whenever necessary, as do the specialised committees described above. Employees are encouraged to raise concerns through open communication channels. Aéroports de Paris carries out a Quality of Life and Working Conditions survey every three years. u For the TAV Group: an annual staff meeting allows employees to be informed and to discuss strategy, next steps, company performance, Human Resources developments, etc. Employees are encouraged to share their views through multiple channels, including surveys, focus groups, team meetings and direct communication with management. Employees are encouraged to share their views through multiple channels, including surveys, focus groups, team meetings and direct communication with management. This ensures that their voice is heard and taken into account. The TAV Group's participation in

the Great Place to Work (GPTW) survey over the last three years provides valuable data on employee satisfaction, trust, collaboration and well-being. In addition to formal feedback mechanisms, the TAV Group applies an open door policy, which allows employees to approach HR or CHRO and senior managers directly with any concerns or suggestions they may have. This two-way communication is essential for dealing with problems quickly and creating an inclusive working environment. u For SDA Croatia: every three months, meetings are held with union representatives to inform them of the company's results, communicate social metrics (working hours, night work, overtime, sick leave, etc.) and inform them of future employee-related activities. u Hub One conducts a confidential survey every 15 days on the quality of life at work via the Lucca social barometer. Feedback is analysed directly with all local managers and shared with the Executive Committee and HR managers. u Hologarde's Human Resources Department organises three anonymous surveys a year, asking employees about their needs (equipment, information, matching resources to capacity). Feedback is shared at a fortnightly meeting dedicated to workforce/management discussions. An ad hoc survey was carried out in 2024 to find out how each employee felt about his or her workload. During this sharing (employee/HRD), the employee is asked about his or her suggestions for improvement, which are then presented to the management committee and an action plan is drawn up. The overall document was anonymised and presented to the Works Council. u AIG conducts an annual employee satisfaction survey that covers a range of topics, including the company's leadership, direct management, working environment, employee services, health and safety, etc. The survey also allows employees to express their views on what they perceive as positive or negative changes over the year. Employees can also make comments and suggest ideas. [S1-2-27-(c)] → [S1] Disclosure of the function and the most senior role within the company that has operational responsibility for ensuring that this engagement happens and that the results inform the company’s approach Social dialogue and the monitoring of its results are carried out by Executive Management, with the support of the HR Department. [S1-2-27-(d)] → [S1] Communication of the Global Framework Agreement or other agreements related to the respect of Human Rights of its workforce There are no framework or other agreements. [S1-2-27-(e)] → [S1] Information on how the effectiveness of engagement with own workforce is assessed The effectiveness of the interactions is assessed in particular by their implementation in the form of negotiated agreements or equivalent, at intervals set by legislation or defined by the commitments themselves. They cover all human resources issues, in particular those identified as key: health and safety in the workplace, securing skills and making jobs more attractive.

399

UNIVERSAL REGISTRATION DOCUMENT 2024 w AÉROPORTS DE PARIS