ADP // 2021 Universal Registration Document

BE I NG A P I ONEER AS AN EMPLOYER BRAND

Implementing attractive compensation correlated with the Company’s economic and societal performance. Groupe ADP wants to set up attractive compensation packages, ensuring their proper alignment with the market and their clarity while offering more leeway to improve the recognition of internal successes. The integration of a CSR criterion in the compensation structure will also make it possible to associate all employees with the objectives of longer-term value creation, beyond the Company’s short-term economic and operational performance objectives.

Enhancing career paths through mobility and training. Groupe ADP must ensure that its employees’ skills are regularly maintained and developed throughout their careers. In addition to the implementation of regulatory training inherent to certain business lines, a training system must enable employees to adapt to changes in business lines and to prepare for internal mobility, particularly internationally, and the continuation of their professional careers. The Group must also attract new talent in a context where the image of the aviation sector is to be rebuilt.

2025 TARGETS

Multiplying the number of employee civic

Completing at least one employee shareholding plan by 2025 . ADP SA

engagement days by five , by increasing it to 5,000 over the 2022-2025 period. ADP SA

Training 100% of employees

Taking into account a CSR criterion

with good ethics and compliance practices . ADP SA, TAV, AIG

in the compensation of 100% of employees . ADP SA, TAV, AIG

SHARED DYNAMICS - INNOVATING, SUPPORTING AND EMPOWERING

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