Universal Registration Document 2024

4 SUSTAINABILITY REPORT GOVERNANCE MATTERS

4.4.1.3. Progress in the field of Sustainable and Responsible Purchasing Actions in this area mainly concern the special attention paid to supplier payment times, the mediation process in the event of a dispute, and support for the Group's responsible and sustainable purchasing approach. u Supplier payment terms

Intelligent electronic invoicing, which will be rolled out for production in 2026, should complete the process of securing the few hundred invoices that are still being paid late for various reasons. u Group Purchasing Network, a lever for responsibility in the upstream value chain The PNM+ purchasing network launched in 2021, brings together every month the purchasing managers of the consolidated and non-consolidated entities of Aéroports de Paris, AIG, Hub One and TAV Airports, as well as Liège Airport, Nuevo Pudahuel Airport, Ravinala Airports and Zagreb Airport, to discuss the performance, CSR and risk management challenges facing the purchasing function. Duty of vigilance and CSRD represent a major challenge and a catalyst for the CSR approach: The integration of consolidated subsidiaries in the CSRD exercise was the major project for the network in 2024. It was carried out in four stages: u scoping the approach for the international Group, in particular identifying the Group entities concerned and defining the scope of the purchasing function's involvement; u raising awareness of European CSRD legislation among the purchasing managers of consolidated entities, particularly foreign entities, including its principles and purposes, obligations, application to the purchasing scope, method, schedule, expected contributions, etc.; u carrying out the IRO exercise on the ESRS S2 at local level and identifying the material matters; u drawing up local action plans. These intense exchanges helped to create local CSR roadmaps and strengthen the commitment of all network members to the environmental, social governance challenges facing the purchasing function. The widespread use of the CSR assessment grid for tenders within consolidated entities means that a CSR score can be included in the choice of suppliers and local players can be made aware of the issues. In this respect, AIG was the first to implement a CSR assessment grid for the award of a major cleaning services contract. First steps in a joint decarbonisation approach: u The CSRD has made it possible to speed up the work of the consolidated entities on carrying out a Scope 3 carbon assessment (emissions upstream of purchases). This exercise resulted in clarifying and harmonising the development methods and synchronising their implementation. This work lays the foundations for the next stages in making methods more reliable and taking action to streamline reduce them. u Risk mapping, an integral part of Group purchasing practices: The risk maps (10 Key Controls, Strategic Purchasing and Plan B, Strategic Suppliers, Purchasing Process Mapping, Corruption Risk Mapping and Ethics Survey) were updated again this year, further underlining the fact that this approach is firmly rooted in the practices of network members. Particular emphasis was placed on identifying common risks and local specificities, and on drawing up operational risk management plans. Sharing good practice is central to this work.

Among the commitments made by Groupe ADP (in the case of ADP SA's PLSD) as part of its Responsible Purchasing and Supplier Relations (RFAR) label include treating suppliers fairly and respecting contractual payment deadlines. CSR Committees are held around six times a year between the Accounting and Purchasing departments. These provide an opportunity to share all the metrics relating to supplier accounting, payment times by type of supplier (including VSE-SMEs, ETIs and key accounts), the nature and volume of disputes and the handling of late payments, with a view to resolving difficulties and facilitating business exchanges with the supplier ecosystem. The levers for action depend on the specific context of each contract and the associated services, and require a precise analysis of the various stages in the e-procurement-invoicing process, in order to identify and remediate any bottlenecks. u Internal mediation in the event of a supplier dispute Within Groupe ADP's body of documentation and purchasing process, there is an internal mediation system to settle any supplier dispute before any legal action is taken (ADP SA). Therefore, in the event of a dispute that cannot be resolved by the contractor with the ordering party and/or the purchaser, the contractor may refer the matter to ADP SA's internal mediator via an online alert system available on the ADP SA website under Responsible Purchasing: [https://www.parisaeroport.fr/entreprises/fournisseurs/les achats-chez-groupe-adp/achats-responsables] If this internal mediation – which is independent of the PLSD and the departments responsible for setting the terms of reference – fails, the company can then turn to the national ombudsman for companies (attached to the French Ministry for the Economy and Finance). No reports have been issued over the past several years through this internal mediation channel, which proves that the company's suppliers, service providers and partners are well catered for by their natural contacts. For the past two financial years, Groupe ADP has been singled out by the French organisation ALTARES as the company with more than 500 employees with the best supplier payment compliance rate, above 97% (98.1% in 2024) and compared to the customary values for large groups (generally around 90% in the most favourable cases). This result is the fruit of long-term efforts, based on regular exchanges between ADP SA's Accounting and PLS departments, in order to scrutinise all late payments on a regular basis (fortnightly in 2024), and to implement solutions to correct specific cases, if possible through the process and, if necessary, in direct contact with suppliers. The year-to-date results for the last 10 years are shown in the graph below, demonstrating continuous improvement in our payment times to suppliers, service providers and partners.

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AÉROPORTS DE PARIS w UNIVERSAL REGISTRATION DOCUMENT 2024