Universal Registration Document 2024

1 PRESENTATION OF THE GROUP STRATEGY

Developing a culture of responsibility PROMOTING EMPLOYEE ENGAGEMENT BY RELYING ON LOCAL MANAGEMENT Groupe ADP wishes to promote the individual civic engagement of employees by developing skills-based sponsorship actions and all other forms of social actions at Group level. In order to promote the professional development of employees, and thus serve collective performance, the role of managers is central. They must be supported in strengthening and adapting their managerial skills. They will thus be able to accelerate a process of innovation, agility and mobility, promote the transmission of the knowledge developed in our activities, and encourage the development of all employees.

The Group will ensure ethical behaviour and exemplary compliance of its employees, by relying, in particular, on the dissemination of procedures and best practices that can be applied by the contacts in each of the entities around the world. Employees must be made aware of digital and energy sobriety, the development of responsible actions and the efforts to be made to ensure the proper use of Company funds. 2025 TARGETS KPI 19 – Multiply the amount of employee civic engagement days by five, by increasing it to 5,000 over the 2022-2025 period ADP SA KPI 20 – Train 100% of employees in good ethics and compliance practices ADP SA, TAV, AIG

PROMOTING SIMPLICITY OF RESOURCES, EXEMPLARITY AND ETHICS

Groupe ADP is convinced that exemplary individual behaviour serves the work team and thus wishes to embed its strategy in a strong evolution of the culture of responsibility.

1.2.2 FOLLOW UP OF THE 2025 PIONEERS STRATEGIC ROADMAP INDICATORS

The following table summarises and illustrates the 2024 dynamic for the deployment of actions aiming for the 2025 objective. KPIs revised in June 2024 are shown in bold and the changes made are detailed below.

Legend:

The blue bars symbolise the deployment dynamics of the identified actions. Greater number of bars indicates greater momentum. KPIs already achieved at the date of this document.

KPIs that will not be achieved by the end of the 2025 deadline.

Deployment dynamics in 2024

No. KPI and 2025 objective

Scope

ONE AMBITION – Imagining the sustainable airport of tomorrow 1 Ensure that 65% of flights depart on time or within 15 minutes of the scheduled time

Airports controlled within Groupe ADP

2 Reduce average carbon emissions per flight by 7% at Paris-Charles de Gaulle and Paris - Orly

Paris-Orly, Paris - Charles de Gaulle ADP SA, TAV Airports Paris-Orly, Paris - Charles de Gaulle

3 Set a carbon budget for the life cycle of all investment projects over €5 million

4 Provide 50% of international passengers at Paris-Orly and Paris-Charles de Gaulle with biometric facilitation in their departure journey

5 Aim for excellence in hospitality u Place Paris-Charles de Gaulle among the top 10 in the Skytrax ranking of the world's best airports, as well as 4 airports in the Top 50 and 8 airports in the Top 100

All Groupe ADP’s airports Airports controlled, with traffic >3m pax Paris & International

u Achieve an ACI/ASQ score of 4 for passenger satisfaction

6 Deploy the Extime Retail and Hospitality concept in Paris and initiate the deployment of the franchise in two terminals outside the Parisian hubs 7 Set the Parisian hubs at the best European level in terms of train-air connection by increasing the number of train-aircraft connecting passengers by 50% at Paris-Charles de Gaulle and by doubling it at Paris-Orly 8 Use 10% of low-carbon energy in terminals and airside zones, almost double compared to 2019, and 40% excluding landing and take-off

Paris hubs

Controlled Airports and with ACA ≥ 3 in 2021

54

AÉROPORTS DE PARIS w UNIVERSAL REGISTRATION DOCUMENT 2024