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

Internally, the Company strives to support and develop managers, especially locally, in order to help them maintain relations with the teams during a particularly difficult time, given the partial activity arrangements and the extensive use of remote working, then the return to work on site. Hub One is continuing its actions to attract and retain talent (employer brand, for example, digital integration system for employees, work-study days, events around the 20 th anniversary of Hub One, referral bonus, training of managers and salespeople, GPEC: technical business line gateways). TAV is developing its approach and actions to recruit and retain talent in challenging jobs, particularly in the IT field. Attractiveness also relies on making changes to the organisation of work and the principles applied in terms of compensation. An organisation allowing extensive remote working In 2016, an agreement on remote working was signed for three years. The feedback from managers and employees being very positive, a second agreement was signed on 18 November 2019, for three years, renewable for one year. The health crisis led to it being generalised in an exceptional context from the start of the lockdown, in March 2020, for all active employees whose missions were compatible. In this context, the survey carried out in June 2020 made it possible to measure the assessment of this way of working, to identify its impacts in an exceptional period and to consider new post-crisis methods, by relying in particular on this experience. Under these conditions, an amendment was signed on 13 October 2020. It allows regular remote working, two or three days a week. Before the crisis, around 25% of eligible employees (1,000) regularly worked remotely for an average of three days per month. In 2020 and during the first half of 2021, however, exceptional remote working prevailed, for 80% of eligible employees (3,450) from March to the end of August, then from the end of October to June 2021. Regular remote working was implemented on 1 July 2021. Over these six months, 61% of eligible employees as of 31 December worked remotely an average of 4.7 days per month. Various types of support were offered to employees and managers in 2021; they will be continued and adapted to the context in 2022. A charter on the right to disconnect has been drawn up. It concerns remote workers, but also all employees. The French subsidiaries Hub One and ADP Ingénierie also have remote working agreements. A comprehensive compensation policy which has been adapted to the crisis situation, in a balanced manner Employee commitment is a key factor in the overall performance of the Company. Aéroports de Paris strives to provide a recognition and compensation policy which promotes the commitment of each employee according to their role, responsibilities and qualifications, collective and individual performance, and the development of their careers. This objective was adapted to the crisis situation – the planned cost optimisation measures are set out in the section “Optimisation of employment costs” below. In 2021, the components of this overall compensation, for which the NAO (Mandatory Annual Negotiations) did not lead to an agreement, were combined with partial employment and its associated compensation.

In 2021, remote working was still in place, and lay-offs were not authorised until February 2021, In the other countries where the TAV Airports Group operates, measures were taken according to the traffic and health situation, in accordance with national systems, and included: remote working, partial activity, mandatory holidays, days without pay, and reductions in wages. For Société de Distribution Aéroportuaire (SDA), the agreement relating to long-term partial activity, signed in 2021, has applied since 1 August. Partial activity under ordinary law was rolled out on 16 March 2020 to deal with the sudden drop in traffic and the non-authorisation of its activities, associated with the taking of leave by employees, the inactivity rate, represented up to 98% for the vast majority of functions, for an average rate of 70% over the period from 16 March to 31 December 2020. For AIG (Jordan), redundancies were prohibited by the State. In March 2020, the percentage of activity was 20% for employees working on site. It gradually increased to reach full capacity on 14 June, at 54% of the workforce, i.e. all employees working in shifts, in accordance with local health and safety regulations. 46% of employees worked remotely. Managers continued to interact with the teams on a remote basis. Training was also conducted online. Since 30 May 2021, all employees have returned to the site. Wage reductions were implemented from March to 31 December 2021. There were no lay-offs. Retirement departures were anticipated. Hub One, in 2021 as in 2020, did not use partial activity. An amendment to the agreement on remote working was signed in 2021, extending it to non-managerial employees. The Mandatory Annual Negotiation (NAO) was suspended in 2021, as in 2020. Sysdream, a subsidiary of Hub One, did not use partial activity in 2021. In 2020, it implemented it from 11 May to 30 September for 31 employees (67% of the workforce), according to the provisions of the Syntec NCC (75% to 80% of gross salary). The situation of ADP Ingénierie was marked by the difficulties of the activity, which were aggravated by the health crisis. Like the other companies in the Group, the Company used remote working and partial activity until June 2021. The restructuring options of ADP Ingénierie studied by Groupe ADP led the Group’s management to present to the Social and Economic Committee (CSE) of ADP Ingénierie, on 21 January 2021, a plan for the amicable closure of the company as part of a restructuring of the Group’s engineering and a draft Employment Protection Plan (EPP). These projects were the subject of an information and consultation process with the representative bodies of ADP Ingénierie personnel, in strict compliance with the regulatory framework. The PSE was implemented in 2021. People subject to economic redundancies by March 2022 will benefit from redeployment aid and support (training, mobility and redeployment aid, business creation or takeover and reclassification, in particular). MAINTAINING ATTRACTIVENESS The Group maintains an objective of attractiveness, both externally and vis-à-vis its employees, and has adapted the actions implemented to the context and working conditions, and to the economic and financial situation. The objective of continuing the progress made in terms of social responsibility and diversity, albeit with some adjustments, helps to maintain attractiveness – the plans are set out in the section “Continuation of the CSR commitment” below. The actions, in the context of relations with schools, are part of partnerships with certain schools, as well as in the forums of our partnerships, as forums could not be carried out.

4

195

AÉROPORTS DE PAR I S / UN I VERSAL REG I STRAT I ON DOCUMENT 202 1

Made with FlippingBook - Online Brochure Maker