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

those teaching maintenance occupations and digital technology, etc.: partnerships (including with Sciences Po, ESSEC, ESTP and ENAC) and forums promoting airport occupations. The Group has been expanding its presence on communication channels and social media in particular. Aéroports de Paris is also present on Jobteaser, which combines information on companies with offers for students and young graduates. Groupe ADP still features in multiple rankings of the best companies to work for, e.g. Happy trainees and Randstad. With regard to the employment of local residents and young people from priority districts, in July 2018, Aéroports de Paris joined the French government on its initiative to support priority urban development districts, and young people in particular. The initiatives focus mainly on offering work experience placements to year 10 secondary school students to introduce them to the Group’s occupations: placements were offered to 300 young people of whom two-thirds from priority urban development districts. The Company has also made a commitment that 20% of its recruits on work/study contracts will come from such districts. A partnership with the Nos quartiers ont du talent [Our districts have talent] association offers staff the chance to support young people from these districts in their job searches. The Company is also committed to promoting diversity, notably with Elles bougent , a women’s network promoting technical careers to students in middle and secondary schools. In 2019, over 50 business sponsors signed up. Mission Handicap facilitates the employment of disabled people; in 2019, it attended four recruitment forums (Hello Handicap, Talent Handicap, Open Forum ESSEC and Paris pour l’emploi). Employee commitment is a key factor in the overall performance of the Company. To this end, the recognition and compensation policy focuses on four principal themes: equality, competitiveness, transparency and personalisation, to reward and value the commitment of all individuals based on their role, responsibilities and qualifications, individual and collective performance and personal career development. A competitive compensation package The Mandatory Annual Negotiations in 2019 led to an agreement setting out a general increase of 0.3% on 1 January and of 0.7% on 1 September, together with an individual progress budget of 1.8%. Overall, the average fixed salary in 2019 increased by 3.3%, including length-of-service- related pay increases. In addition, the minimum gross monthly salary was increased to €1,821. A bonus is paid in recognition of the commitment of non-managerial workers (OETAM) at the maximum base level negotiated by the collective agreement based on their qualifications. Each subsidiary has its own wage policy. A 2019 salary agreement was signed for ADP Ingénierie (general increase of 1.93% and individual increases of 0.27%). For Hub One, the changes introduced individual increases of 1% and targeted rises of 0.5%. Equitable compensation In 2018, the gender pay gap (theoretical fixed salary) was -2%, marking a significant improvement of -1.7 points compared with 2015 (3.7%). The gender equality index score, published in March 2019, was 89 out of 100. This outcome is a reflection of the Aéroports de Paris policy, demonstrated by the absence of a gap in the compensation paid to men and women at the same level of position or qualification, in the pay offered upon recruitment, salary increases associated with promotions, and performance-related increases and assessments (for executives). 2. COMMITMENT, RECOGNITION AND REWARDING EMPLOYEES

Employees also undergo group training focusing on the Company’s major strategic guidelines. Corporate social responsibility (CSR) forms part of several internal training modules. Training sessions for mobility/ retraining take the form of validation of prior experience (VAE), long training sessions and modular training for new employees. In 2019, as in 2018, Aéroports de Paris SA devoted nearly €4 million to purchasing professional training and skills development. The Company is continuing to expand the use of work/study programmes to help young people launch their careers. The programmes are also one of the best means to develop and attract new skills. In 2019, this policy led to the recruitment of 142 new work/study trainees, meaning there were 226 work/study trainees in the Company at end- December, a rate of 3.4% slightly exceeding the 3.2% GPEC commitment. Finally, to increase the availability of specific airport-related skills, Aéroports de Paris SA decided to create an Apprenticeship Training Centre ( Centre de formation par l’apprentissage – CFA) at the end of 2019 to support the training of future employees, with programmes due to begin in 2021. Groupe ADP’s subsidiaries develop training programmes corresponding to their activity. TAV Academy is TAV Airports’ specialist training subsidiary for all of its airports and companies. Supporting the group’s transformation 1. DEVELOPING MANAGERIAL SKILLS The management skills development policy helps to build a management and leadership culture that embodies our values and strategic ambitions. The managerial model is based on the group’s four core values of trust, commitment, audacity and openness. In 2019 we continued to support managers and develop their skills. Co-development initiatives brought together managers from different divisions. The mentoring project will be rolled out in 2020. All operational Human Resources managers and project managers involved in the group’s transformation participated in the process of developing internal facilitation skills, which will continue to be rolled out to managers in 2020. Finally, training is offered to managers, including awareness of the Company’s corporate policy. These Trajectoires modules, focused on management basics and techniques, involved 90 Aéroports de Paris SA The multi-disciplinary transformation support division was set up in 2019 to organise support for transformation projects, in order to boost overall performance. Managers and their teams benefit from organisational or group coaching sessions, ergonomic workplace analysis, group approaches and training workshops for new collaborative tools. Groupe ADP is also committed to a transformation of its culture with the aim of developing a group identity, based around its purpose and values. Employees from the group’s main entities gathered for the first time for a seminar on this topic, held in Paris in October 2019. Developing attractiveness 1. A POWERFUL PROMISE AND RECOGNISED EMPLOYER BRAND, INCLUDING WORK WITH THE LOCAL COMMUNITY Groupe ADP is developing its reputation and appeal with a view to attracting talented people who can meet the business challenges of today and tomorrow. The initiatives introduced are for permanent employees and young people on work/study contracts and interns. They target the most prestigious engineering and airport operation schools and employees this year (600 between 2016 and 2019). 2. SUPPORTING TRANSFORMATION PROJECTS

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AÉROPORTS DE PARIS ® UNIVERSAL REGISTRATION DOCUMENT 2019

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