ADP // 2021 Universal Registration Document

PRESENTAT I ON OF THE GROUP

GROUP ACTIVITIES

In addition to the financial challenges, this activity represents a major challenge in terms of quality of service, being the first and last point of contact with Paris airports for 70% of its users. It is therefore a key element of the customer experience, which must be integrated into Groupe ADP’s overall hospitality approach. 1.1.3.3 Retail business strategy Aéroports de Paris’s commercial strategy is based on four pillars: ◆ two pillars relating to the offer: ◆ marketing positioning around the ultimate Parisian shopping and dining experience, which focuses on the offering (focused on three families of products that are iconic of French savoir-faire: Fragrances & cosmetics, Luxury Fashion and the French Art of Living), the design of retail spaces conceived as Paris shop windows, and service and quality. This strategy is accompanied by an increase in the total area dedicated to shops (bars, restaurants and shops both landside and airside), ◆ a single operating business model, with two main components: retail subsidiaries, 50% owned by Aéroports de Paris and 50% owned by a specialist in the business in question, as well as brands with a strong identity operating outlets. This dual model gives Aéroports de Paris a good level of control over the implementation of its strategy; ◆ two pillars for demand: ◆ stimulating demand, particularly by creating brand recognition upstream of the airport arrival, notably in the key markets (specifically China), ◆ the impact of traffic growth. This strategy has enabled Aéroports de Paris to benefit from consistent growth in Sales/Pax from 2006 to 2019, increasing from €9.8 to €19.7 at end-2019. Despite the health situation, Sales/Pax only reached its highest level in 2021, at 21.6 euros. The group has thus built a robust travel retail model for the Paris airports that has met growing competition from the town centre offering and has adapted to an environment that is uncertain in both legislative and economic terms. The strategy of traffic concentration in a limited number of terminals at Paris-Charles de Gaulle and Paris-Orly in 2020 and in 2021 made it possible to maintain a qualitative commercial environment and to reach in 2021 Sales/Pax of €21.6, the best performance ever. Aéroports de Paris consolidated and pursued the development of its commercial activities, through three strategic priorities: ◆ providing the ultimate Parisian shopping and dining experience by: ◆ standardising the offering within the international terminals through six major projects at Paris-Orly and Paris-Charles de Gaulle between 2016 and 2022. Major milestones were met, with, in particular, at Paris-Charles de Gaulle, the overhaul of the commercial offering of halls K and L of terminal 2E, the opening of the BD link and the opening of Terminal

3 at Paris-Orly. In 2021, terminal D was transformed with the opening of a connecting building to link terminals 2D and 2B where 23 new stores were rolled out. In total, in 2021, 38 shops were opened, allowing the continuity of the strategy of homogenisation of terminals. Projects to redesign the international areas of Terminal 1 (end of 2022) and Orly 4 (first phase in 2023) are underway, ◆ continuing to enhance the brand portfolio, notably via the three strategic families (Beauty, Fashion & Accessories and the French Art of Living). Over the last two years, several new brands have enriched our portfolio both in retail (Louis Vuitton, Céline, Rimowa) and in the catering sector with the arrival of two new restaurants by La Table de Michel Roth and André by Anne Sophie Pic, ◆ sustainable differentiation in service quality, ◆ developing brand awareness before arrival at the airports by targeting frequent flyers and international customers, ◆ continue to make the most of the joint venture contract business model by deploying it in the catering sector ( via the creation of the commercial fast food subsidiary with SSP, EPIGO and the acquisition of BTA France before selection of a future partner through a consultation process), and by expanding in a reasoned manner the scope of action of the commercial subsidiaries outside our platform. The implementation of this strategy, combined with the creation of additional retail space and the continuous improvement of the passenger traffic mix, should enable the Group to increase the revenue of airside shops per passenger after the delivery of infrastructure projects (the delivery of the BD terminal junction in April 2021 and of Paris-Charles de Gaulle terminal 1 at the end of 2022). By 2023, Groupe ADP will launch a new concept and a new retail and hospitality trademark called Extime 1 . Extime capitalises on all the know-how deployed for several years on the Parisian platforms and in Groupe ADP, and brings them together under a single brand, in order to make it an instrument of international conquest, within and outside the Groupe ADP airports. The preferred deployment model is that of the franchise, around an Aéroports de Paris franchisor that provides the Extime franchise and its know-how to franchisees. The value creation strategy is based on four levers: ◆ stimulation of contributing traffic via an ambitious Aviation Marketing policy focused on themost contributing destinations, including China; ◆ stimulation of demand upstream of arrival at the airport via a high-performance digital ecosystem consisting in particular of an Extime Reward and Extime Pass loyalty programme, as well as a marketplace www.extime.com; ◆ an integrated business model, with the majority of operations carried out by companies at least 50% owned by Groupe ADP, which bear the Extime name, and are true champions in their field of activity with optimised business models;

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1 Announced at Investor Day on 17 February 2022 (see Section 5.1 “Significant events” of this document).

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