Universal Registration Document 2024

SUSTAINABILITY REPORT 4

SOCIAL AND SOCIETAL MATTERS

[S2-4-32-(c)] → Description of additional initiatives or processes whose main purpose is to produce positive effects for value chain workers Numerous initiatives and actions whose impact is positive and directly or indirectly concerns workers in the value chain can be mentioned (ADP SA practice), aimed in particular at: 1. developing local purchasing: Commitment to make at least 80% local purchases, including 20% from SMEs. This objective is central to 2025 Pioneers and is monitored by metrics reporting to Groupe ADP's Executive Committee. It helps to ensure that workers located near airports share in the wealth created by external expenditure; 2. encouraging local businesses to innovate; 3. establishing networks of companies to increase the number of skilled jobs and the attractiveness of the positions on offer. Groupe ADP therefore acts as an "HR integrator" for the airport community, and with its partners carries out numerous initiatives to promote local employment, including many contract holders who benefit. For these last two initiatives, see paragraph [S3-1] and more particularly sections [S3-2-21] and [S3-4]. [S2-4-32-(d)] → Description of how the effectiveness of actions or initiatives to deliver intended outcomes for value chain workers is tracked and assessed Action plans and their effectiveness are monitored and reported on using metrics defined and tracked in the company or purchasing process reporting tools of the various entities concerned. Convergence of these reports will be implemented at the same time as the introduction of common tools for the purchasing process (by 2026 for the first tool consolidation actions). [S2-4-36] → Disclosure of Human Rights issues and serious incidents connected to its upstream and downstream value chain See whistleblowing system: section 4.4.2.4 of this report. [S2-4-38] → Disclosure of resources allocated to the management of its material impacts See paragraph [S2-4-31]. [S2-4-AR 28-(a)] → Disclosure of general and specific approaches to addressing material negative impacts See section [S2-4-31]. [S2-4-AR 28-(b)] → Disclosure of initiatives aimed at contributing to additional material positive impacts See paragraph [S2-4-31]. [S2-4-AR 28-(c)] → Indication of how far the company has progressed in its efforts during the reporting period See paragraph [S2-4-32 (c)]. [S2-4-AR 28-(d)] → Communication of continued improvement See paragraph [S2-4-32 (d)].

[S2-4-AR 30] → Description of whether and how the company seeks to use its leverage in its business relationships to manage material negative impacts on workers in the value chain The leverage effect of commercial relations consists, on the one hand, in setting up social mechanisms for assessing candidates in consultations where the topic of skills, training or recruitment is material or critical. This lever makes it possible to score the bids of candidates, rank them and guide the choice between candidates according to the weighting of CSR/social topics (around 10% for ADP SA). As part of the purchasing process, ADP SA takes into account the direct impact on all value chain workers, whenever justified by the matter at hand: u the introduction of long-term contracts and an exchange with candidates during negotiations with the aim of clarifying the future workload at different time scales (maximum period, year, month, week or even day, depending on the nature of the services), facilitating the assessment of the human resources to be deployed and adjusted throughout the performance of the contracts concerned; u specification by the candidates of the services they intend to outsource; u the strength of their levers on the quality of services delivered, working conditions and the qualifications of shift personnel; u the timetables and launches of the procedures concerned are anticipated as far as possible, to give candidates time to proceed and to secure the most strategic recruitments. On the other hand, leverage is used as part of a strategy to integrate and develop the social fabric surrounding airports (as in the case of ADP SA and AIG): Groupe ADP's multi-year commitments in the area of regional development, including the important dimension of local, sustainable and circular purchasing, have been taken up and strengthened as part of the new strategic and sustainable development roadmap of its 2025 Pioneers strategy. The aim of this strategy is to make the areas surrounding airports the main beneficiaries of our activities. It includes a series of commitments and achievements, the majority of which relate to the Purchasing Logistics Services Department (PLSD, which can range from the active participation of a purchasing manager, to negotiation, sourcing or the provision of data and KPIs), for the benefit of the various economic communities. Indirect impacts are favourable for certain value chain workers because of the many initiatives generating synergies: on this subject, see part S3 section [S3-2-21] and [S3-4-31]. S2-5 – Process for involving employee representatives in incident management and its improvement [S2-5-41] → Targets set to manage the material impacts, risks and opportunities related to value chain workers [see ESRS 2 – MDR-T] The objective, as recommended by the social measures developed by Groupe ADP upstream of and during the performance of labour-intensive contracts (more than 10 employees involved on site), is based on good practice in employment policy and skills management for employees in the value chain.

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UNIVERSAL REGISTRATION DOCUMENT 2024 w AÉROPORTS DE PARIS