Human resources policy The personnel policy and the management of human resources (HR) form part of the strategic guidelines of the Company and Group, and are one of the levers for modernisation and progress. The HR policies therefore contribute directly to the priorities of the Connect 2020 strategic plan and the 2016-2020 Economic Regulation Agreement (ERA 2016-2020): ◆ optimise: monitoring the development of the organisations and businesses, tools and processes, controlling staff costs, in particular by limiting general increases and valuing performance, modernising labour-management discussions and labour rules, making managers more responsible for an overall budget including recruitments, temporary workers and training; ◆ attract: encouraging employee development, attracting talent and monitoring the development of the managerial culture; ◆ expand: protecting the Group’s identity and developing mobility in France and abroad and supporting job development in the territories. The objective of the human resources policies is therefore to develop the collective efficiency of the company, while maintaining sustained labour- management discussions which are essential for the development of these projects and the quality of life of employees. They are progressively being developed throughout the Group: management of mobility and career paths, skills and coherence of compensation. Groupe ADP’s scope changed notably in 2017 with the exit of the subsidiary, Hub Safe, in which the Group disposed of 80% of its interest in the company, and the restructuring of international subsidiaries. This operation involved the grouping of international activities to provide coherence in the actions of subsidiaries in this area. Thus, a dedicated structure, ADP International, was created from the Aéroports de Paris Management company, gathering the three international businesses: engineering, operations and management. In this configuration, ADP Ingénierie became one of ADP International’s subsidiaries. Lastly, following the acquisition of an additional interest, TAV Airports is now fully consolidated into the scope. This change created new balance and identity challenges within the group. The development of human resources projects takes a strong group and international focus. For TAV Airports, the human resources data communicated for 2017 concerns the average staff numbers. All the indicators will be covered for 2018. However, Hub Safe, in which Aéroports de Paris now only owns 20% of the capital, is no longer included in the consolidated accounting scope. The human resources policies also contribute to improved internal functioning of Groupe ADP, with a dynamic of sustainable development and risk management. The aim of the efficiency and modernisation plan implemented by the Company is to optimise organisational structures and processes, particularly for the support functions. Inter-departmental synergies have been identified that will optimise the plan and allow the Company’s operations to run more smoothly. This optimisation is also the aim of the changes in the operating organisation of the three platforms, Paris-Charles de Gaulle, Paris-Orly and Paris-Le Bourget. Other significant projects will structure the organisation of strategic activities for the Company, in particular for reception in the terminals. At last, Groupe ADP emphasised on the decrease in accident at work 1 .

Employment policy Aéroports de Paris has drafted its employment policy to both anticipate and manage employment and industry changes, career paths and skills development, and to attract and retain talent. It helps employees to adapt to these changes in accordance with the company’s social obligations. Human resource and skills

management planning system (GPEC or “Gestion Prévisionnelle des Emplois et des Compétences”)

The collective agreement signed by Aéroports de Paris on 29 January 2016 covering 2016 to 2018 on human resources and skills management included the provisions “Training” and “Generation”. In particular, its aim is to develop internal advancement and to increase the rates at which vacant posts are filled. It includes a three-year qualitative overview of jobs and skills, to anticipate the advancement and professional development of its employees, and a communication is sent on this development. The company provides the training required for this development and has a dedicated budget for career advancement and retraining. Career progression The Company deploys programmes with the purpose of encouraging employee advancement and development based on their aspirations and the Company’s needs. Employee advising is strengthened through the development of communications on professional horizons and support from the Company’s human resources department and company management. The management of talents and career paths is a Company priority. It contributes to developing the attractiveness of its employer brand. It relies on aiming for the satisfaction of recruited employees and their employability. Career paths, under development, provide visibility to employees and meet the strategic needs of the Company and organisations, including the Group and international dimensions. The charter Mobility, at Groupe ADP level, and the mobility principles, were published in June 2015. Tools have been implemented to promote mobility: immersions, job space opened since March 2015, dedicated “mornings” (32 in 2016, for over 600 people). These initiatives are part of the “My Mob” programme. In 2016, the Mob HR tool, allowing managers to assess the skills of their staff, was implemented. Building on a new skills reference guide linked to jobs and employees, it was deployed for managers in 2016 and non-managers in 2017. In 2017, the Human Resources Department began three talent management initiatives that will continue in 2018: ◆ updating of the career review process; ◆ construction of a career path management tool, based on the organisation’s short and medium term needs; and lastly; ◆ a review process for the management of international talents. These three priority initiatives aim to meet the Group’s activity development challenges.

1 Please refer to the paragraph “Health and Safety” of this chapter.



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