Aéroports de Paris - 2019 Universal registration document

OPERATIONS WITH RELATED PARTIES

SOCIAL, ENVIRONMENTAL AND SOCIETAL RESPONSIBILITY INFORMATION

PROFIT FORECASTS

ADMINISTRATION AND EXECUTIVE MANAGEMENT BODIES

COMPENSATION AND BENEFITS OF CORPORATE OFFICERS

FUNCTIONING OF THE BOARD OF DIRECTORS AND MANAGEMENT BODIES

MAIN SHAREHOLDERS

FINANCIAL INFORMATION ON THE ASSETS, FINANCIAL POSITION AND CONSOLIDATED FINANCIAL STATEMENTS AT 31 DECEMBER 2019

ADDITIONAL INFORMATION ON THE SHARE CAPITAL AND PROVISIONS OF THE ARTICLES OF ASSOCIATION

MATERIAL CONTRACTS

Governance and CSR implementation CSR governance is deployed at various levels within Groupe ADP: ◆ since 2013, the group’s Secretary General, which is represented on the Executive Committee, has incorporated a cross-disciplinary culture into the corporate social responsibility policy. Since 2018 it has brought together the Company’s positions on risk management, ethics and compliance, the environment, societal policy and CSR guidance; ◆ since 2013, the Board of Directors has been involved in review and decision-making processes regarding the exercising of corporate social responsibility and assessing CSR performance. In 2018, the Board of Directors reviewed the Ethics and Compliance programme and the non-discrimination and diversity policy for the first time. A CSR Committee was created in 2019, and held its first meeting in the same year; ◆ CSR projects are presented to the group’s operational governance bodies, which include the Executive Committee, the Strategy and Investment Committee and the CSR Guidance Committee. The CSR approach is implemented by several Divisions including the Human Resources Division, the Ethics Division, the Customer Division, the Civic Engagement Division, the Purchasing Division and the Environment, CSR and Regions Division. The approach aims to fulfil a number of

duties regarding CSR guidance, the environment, regional economic development, solidarity with local residents, information for local residents and soundproofing. In December 2018, the Environment, CSR and Regions Division created a CSR division, to strengthen action taken and ensure that the approach can be easily understood by all stakeholders. The division relies on a network of 22 CSR contacts (one for each of the group’s entities), to ensure that discussions between parent company divisions and the three main wholly-owned subsidiaries are relevant to the group as a whole. This structure also boosts CSR reporting at Group level. The network of CSR contacts is currently being extended to entities which are not wholly-owned, including TAV and AIG. CSR programmes are designed and implemented based on a process at the highest level supported by Executive Management. All of the Company’s employees, at every hierarchical level, are involved in this process. For Aéroports de Paris, this process is managed by the CSR Guidance Committee, which comprises directors from the airports, Engineering and Architecture, Human Resources and Real Estate. It is chaired by the group’s Secretary General. In addition, CSR is widely deployed through awareness-raising actions and internal communication, which includes organising sustainable development events, publishing articles in the internal newsletter and conferences…

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15.2 PROVIDING THE GROUP AND ITS EMPLOYEES WITH THE MEANS FOR THEIR DEVELOPMENT

HR policy and challenges, risk analysis and materiality study The general context is set by the priorities of the Connect 2020 strategic plan and the 2016-2020 Economic Regulation Agreement (ERA) to which HR policies make a direct contribution:

◆ Human capital management: organisations, headcount, wage bill and reporting,

◆ Supporting the group’s transformation; ◆ and a General Policy Unit which aims to:

◆ optimise: monitoring the development of the organisations and businesses, tools and processes, controlling staff costs, recognising performance, modernising labour-management discussions, making managers more responsible for an overall budget including recruitment, 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. 2019 was characterised by the group’s strong international development, which will be driven primarily by the One Group project. On 2 January 2020 the Group will create a single integrated structure to continue and accentuate the value creation strategy. The new structure will involve the creation of two new divisions, the identification of ten business networks (including the HR network), and will strengthen operational links between Groupe ADP and TAV Airports. For TAV Airports, 2019 was dominated by the closure of Istanbul Atatürk and the subsequent relocation of the registered office, as well as adapting

◆ provide group information on HR/CSR policies, monitor and ensure HR risk management and internal control, and the full compliance of HR activities, ◆ build a long-term HR vision, define related HR policy and strategy guidelines for this vision and finally coordinate and monitor action plan reporting; ◆ the signing of 14 structural collective agreements, relating primarily to: ◆ the Economic and Social Committee and trade union rights, signed by all parties, ◆ the jobs and skills management planning system, which provides a fundamental forward-looking vision that takes into account the fact that 40% of the workforce are due to leave over the next 10 years, which will create major knowledge transfer issues, ◆ gender equality in the workplace and the employment of disabled people, ◆ compensation: agreements to extend the individual performance policy for executives and to develop collective performance, including PEG, company contributions, the new PERCOL and profit sharing; ◆ HR support of international development by setting up an HR network as part of the One Group project. The main features of the network include:

resources to these major business changes. For human resources, 2019 was a key year with:

◆ significant changes to the structure of the Human Resources Division to support the group’s international development strategy. This was characterised by the creation of three departments: ◆ Top Management and International,

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AÉROPORTS DE PARIS ® UNIVERSAL REGISTRATION DOCUMENT 2019