Aéroports de Paris - 2019 Universal registration document
BUSINESS OVERVIEW 05
PRESENTATION OF THE ACTIVITY
In this context, CONNECT 2020 is intended help Groupe ADP towinmarket share through a proactive search for traffic via facilities performance, the appeal of its fee policy and its commitment to its customers. With the Connecting Clients 2020, plan the Group is committed to raising the quality of its service to that of the best European airports, to providing the best of the Parisian experience through a distinctive retail and services offering and to simplifying and personalising the customer relationship by building on a reinforced digital strategy. In 2019, customer satisfaction weathered the challenging environment well: it showed an improvement compared to 2018, despite the difficulties of waiting times at police controls as part of the tightened verification measures, the construction works projects in the operating terminals and strikes that affected airport access. In response, the deployment of the new automated PARAFE border control gates, with digital fingerprint and facial recognition, was accelerated, and the waiting conditions for passengers at police and security controls were improved (layout of spaces, lighting, climate control). Moreover, a support program for the airports’ transformation was implemented: creation of a dedicated “ParisAeroportChange.fr” site, “Paris Fashion Chantier” designer cladding of work partitions, staff reinforcements. The first results of the Paris-Orly transformation are being seen (including the opening of the junction building to the public). Charles de Gaulle continued its way up the 2019 Skytrax ranking, coming in thirtieth place worldwide out of 100. It also comes in seventh worldwide in this ranking in terms of shopping experience. Groupe ADP’s challenge today is to improve its competitive position, both in the Skytrax ranking and the ASQ/ACI survey. ENCOURAGE THE DEVELOPMENT OF OUR EMPLOYEES Achievement of Groupe ADP’s goals is made possible by the commitment and involvement of employees who share these goals and common values. With respect to working and management methods, the Group intends to change managerial practices by laying the foundation for a shared culture to encourage operating modes carrying accountability, transversality and cooperation. The “Attitude Manager” project organises training for all managers, combined with a major in-house mobility programme to promote career development within the Group and internationally. In addition, a set of measures is being deployed to change individual practices, assist teams with transformation projects and adapt the overall organisation. Groupe ADP intends to increase the level of employee satisfaction and commitment reflected in the results of surveys carried out by the independent institute “Great Place to Work”. PROMOTE GROUPE ADP BRANDS This two-tier identity, the Group brand “Groupe ADP” and a traveller’s brand “Paris Aéroport”, helps increase awareness of the Group among its customers and partners, both in France and abroad, as well as unite employees. With its Paris vous aime (Paris loves you) signature, the Paris Aéroport brand launched in 2016 directly targets passenger-customers in the Paris airports and expresses the commitment to welcome themwith the highest standards of hospitality. With its “Groupe ADP, sharing new horizons” signature launched at the end of 2018, the new Groupe ADP corporate brand platform targets all the other audiences, including primarily employees, but also airlines, regions, and all other partners with which the Group cooperates within its ecosystem. The group aims to consolidate its leadership role in the industry and assume its development ambitions in France and abroad.
Lastly, studies on the future Terminal 4 at Paris-Charles de Gaulle continued throughout 2019. The prior consultation on the project was conducted under the auspices of the CNDP (National Commission for Public Debate) from 12 February to 12 May 2019. The guarantors appointed by the CNDP have prepared a report on this prior consultation published on 12 June 2019. REINFORCE STRUCTURAL PERFORMANCE Groupe ADP also intends to improve its internal organisation by optimising all its operating and functional methods for more efficiency and responsiveness (streamlining support business lines and functions, pooling operational units and on innovation for tools, management and working methods, etc.). The creation in 2017 of the Airport Operations Division which combines operational and technical expertise to serve the departments at the airports was a first step in this direction. This was followed in 2018 by the implementation of the ORLY2020 transformation project with the launch of a new functional organisation structure in February. The new operational organisation became effective in January 2019 with the creation of an APOC (AirPort Operations Centre), as a single command centre. Furthermore, as part of One Group, in December 2019 the group announced the creation of an Operations Department, whose area of responsibility will also cover international operations. In particular, it will be tasked with the coordination of airport managers in France and abroad. In parallel, the gradual implementation of the CDG 2020 project, for Paris- Charles de Gaulle, and LBG 2020 project, for Paris-Le Bourget, continued. These transformation projects aim to boost operating efficiency, the consistency of operating procedures and the transversality of processes. These ongoing organisational and cost control changes will contribute to achieving the objective of a 10%-15% reduction in operating costs per passenger for the regulated scope between 2015 and 2020 (initial target of -8% revised in February 2019). IMPROVE FINANCIAL PERFORMANCE The Group has set itself the goal of increasing its consolidated EBITDA by 30% to 40% over 2014 levels (excluding the full consolidation of TAV Airports and AIG) and of achieving Return On Capital Employed (ROCE) for the regulated scope close to the Group Weighted Average Cost of Capital (WACC) of 5.4% while guaranteeing robust, high-quality service. This objective was revised in February 2019 (ROCE 2020 target between 5.6% and 5.8%, see section 8.3 “2019 Highlights” of this Universal Registration Document). The objectives will be met thanks to strict financial discipline, the continued search for savings and a strategy aimed at getting the most out of the retail model and increasing the value of the real estate assets portfolio. ATTRACT: Target excellence Among other things, this strategic priority includes improving the competitiveness of the Paris-Charles de Gaulle hub with a new fee structure, an investment plan to improve hub operations and better quality of service for all passengers. In addition, Groupe ADP pursues its dynamic human resources policy to promote employee development and collective commitment and develops a strong brand strategy to affirm its identity. BECOME THE FIRST CHOICE OF CUSTOMERS For the passenger who takes an intercontinental flight and chooses his “gateway into Europe” airport or his connection point, Paris faces competition from other major airports.
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AÉROPORTS DE PARIS ® UNIVERSAL REGISTRATION DOCUMENT 2019
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