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
PROVIDING THE GROUP AND ITS EMPLOYEES WITH THE MEANS TO CARRY OUT THE TRANSFORMATIONS NECESSARY FOR ITS SUSTAINABILITY, ATTRACTIVENESS AND SOCIAL RESPONSIBILITY
4 . 2 PROV I D I NG THE GROUP AND I TS EMPLOYEES WI TH THE MEANS TO CARRY OUT THE TRANSFORMAT I ONS NECESSARY FOR I TS SUSTA I NAB I L I TY, ATTRACT I VENESS AND SOC I AL RESPONS I B I L I TY
HR POLICY AND CHALLENGES, RISK ANALYSIS
In this context, Groupe ADP maintains its commitment to diversity and maintains its priority for occupational health and safety, paying particular attention to psychosocial risks. The HR policy is based on five areas: 1 adapting resources to new strategic directions; 2 optimisation of employment costs; 3 continued CSR commitment; 4 ongoing social dialogue; 5 the long-standing occupational health and safety objective. A summary table of the extra-financial risks and associated policies is presented in Chapter 2 “The corporate social responsibility (RSE) challenges at the heart of Aéroports de Paris’ corporate project”. In 2021, Groupe ADP included Aéroports de Paris SA, TAV Airports, Hub One, ADP Ingénierie, ADP International, including AIG (Jordan), Société de Distribution Aéroportuaire, Relay@ADP and Media ADP ( i.e. the scope of financial consolidation). Adaptation of resources to new strategic directions, given the business outlook Despite a partial recovery in 2021, the collapse in traffic and the difficult nature of its recovery, over time and in its magnitude, have required that the Group: ◆ continue to adjust its resources to its level of activity in 2021; ◆ implement an industrial project for the long term, to adapt the major missions and the organisation; this implies a transformation of the Company with significant consequences on employment, while seeking to preserve it insofar as possible. The structural nature of the crisis requires long-term measures and strong support for employees, whilst maintaining its diversity and non-discrimination objectives. To meet these challenges, the Group is focused on: ◆ the consideration of the decline in Aéroports de Paris SA’s activity; ◆ the adaptation of resources to achieve Aéroports de Paris SA’s overall reduction target; ◆ the measures implemented within the Group; ◆ maintaining attractiveness; ◆ the continued promotion of diversity within the Company, the components of which are detailed below.
The crisis in the air transport sector, due to the Covid-19 pandemic, and the very sharp decline in traffic are considerably slowing down Groupe ADP’s activity, including that of Aéroports de Paris SA. It marked the year 2020 and continued in 2021, determining the actions and discussions carried out during this period for the coming years. The partial activity and the generalisation of remote working, whenever possible, made it possible to deal with this unprecedented and lasting situation. Preserving jobs and skills as much as possible remains a key issue, even if the Company has had to adapt its structure and organisation to a business reduced by more than 50%. These were accompanied by cost control measures, especially with regard to payroll. Traffic forecasts do not indicate that activity will reach 2019 levels again for several years. The Group’s risk mapping has been impacted by this context, particularly for risks related to human resources. They concern: ◆ human resources and the social climate, with a major risk: the difficulty of ensuring business continuity, given the departures related to the new organisation that had to be put in place. Employees must adapt to this new environment; ◆ personal safety: ◆ as part of the activity (workplace accidents), ◆ in view of the exceptional health situation linked to the Covid-19 pandemic, ◆ for the prevention of psychosocial risks related to transformations. In order to regain a balanced cash flow and the ability to invest in the medium term, the company has put in place a savings plan, which aims to ensure fair contributions from stakeholders, particularly shareholders and employees, through payroll contributions. To help establish this balance, the company has chosen to prioritise social dialogue. A method agreement was signed on 27 August 2020 on the negotiation process for a collective mutually agreed termination agreement, an agreement relating to long-term partial activity, and a collective performance agreement. Nevertheless, following negotiations, these three agreements were not signed. Aéroports de Paris SA therefore negotiated and signed, on 9 December 2020, a collective termination agreement (RCC), allowing for voluntary departures. In addition, it has implemented a plan to adapt the employment contracts and standards applicable to employees of Aéroports de Paris SA, including wage moderation measures.
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AÉROPORTS DE PAR I S / UN I VERSAL REG I STRAT I ON DOCUMENT 202 1
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