ADP // 2021 Universal Registration Document

SOC I AL , ENV I RONMENTAL AND SOC I ETAL RESPONS I B I L I TY I NFORMAT I ON 4 CORPORATE SOCIAL RESPONSIBILITY (CSR) CHALLENGES AT THE HEART OF AÉROPORTS DE PARIS’ CORPORATE PROJECT

4 . 1 CORPORATE SOC I AL RESPONS I B I L I TY (CSR ) CHALLENGES AT THE HEART OF AÉROPORTS DE PAR I S ’ CORPORATE PROJECT

4.1 .1 THE GROUP ’S CSR VISION

Groupe ADP’s purpose In 2020, Groupe ADP adopted a raison d’être integrated into its Articles of Association: “To welcome passengers, operate and design airports, in a responsible manner and throughout the world”. This purpose expresses the Group’s identity as an airport operator and sets out the contribution of the hundreds of professions that make up the Company’s unique expertise. CSR policy Groupe ADP has long pursued policies that combine responsibility and competitiveness. The Group regularly undergoes extra financial rating assessments. The culture of corporate social responsibility is thus in line with the public service values that make up the history and DNA of Aéroports de Paris. The CSR strategy is formalised in the Group’s CSR Charter, signed by the Chairman and Chief Executive Officer of Groupe ADP

and by the Chief Executive Officer of Hub One (a wholly-owned subsidiary). It includes the following performance objectives: ◆ ensure exemplary governance; ◆ place people at the heart of its strategy; ◆ satisfy all customers; ◆ control and minimise environmental impact; ◆ ensure ethical and responsible purchasing; and ◆ promote local community involvement. The Group is gradually continuing to roll out its CSR policy internationally. Thus, in January 2021, the charter of commitments on the environmental and societal axes “Airports for Trust” was signed by 23 airports of our network (within TAV Airports, AIG, Ravinala (Madagascar), Liège Airport, MZLZ (Zagreb) and Nuevo Pudahuel (Santiago de Chile), out of a total of 29. The objective is to achieve the entrenchment of a common culture on essential aspects of CSR, and to set shared goals.

4.1 .2 MATERIALITY ANALYSIS

◆ ◆ ◆ ◆ ◆ ◆ ◆ ◆ ◆ ◆ ◆ ◆ ◆ ◆ ◆ ◆

Public and airport security and safety

Quality of our customer care and service to passengers

Accessibility of airport areas

Preservation of natural habitats and air quality

Good governance and business ethics

Occupational health and safety for Groupe ADP staff members Sustainable construction projects and combating climate change

VERY IMPORTANT

Waste management and the circular economy

Quality of life of our staff members and partner organisations

Value creation shared with our local regions

Welcome and support services for people with reduced mobility Dialogue with stakeholders in our airports’ local regions Attractiveness as an employer and career progression

Gender equality and diversity Robustness of our operations

IMPORTANT

Encouraging and supporting innovation

◆ Promoting sustainable procurement and improving health and safety for our providers ◆ Measurement of and information about noise pollution ◆ More two-way communication and improved relations between Groupe ADP and its staff members

◆ ◆ ◆ ◆

Dialogue with the State and its departments

Improving our business performance and competitiveness

Encouraging airline growth and development Quality of service for real-estate customers

LESS

IMPORTANT

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