Aéroport de Paris - 2018 Registration document

SOCIAL, ENVIRONMENTAL AND SOCIETAL RESPONSIBILITY INFORMATION 17 SOCIAL INFORMATION

Geographic distribution Geographic distribution of Group employees (excluding TAV Airports)

2018 7,076

Geographic distribution Groupe ADP

2017 pro forma

France

7,143

European Union excluding France

2

3 0 2 9

Other Europe North America South America

0 4 9

Middle East

686

157

Southeast Asia, India, China

19

10 18

Africa

24

TOTAL (EXCLUDING TAV AIRPORTS)

7,820 18,097 25,917

7,342 16,836 24,178

TAV AIRPORTS HEADCOUNT TOTAL GROUP HEADCOUNT

is to develop internal advancement and to increase the rates at which vacant posts are filled. A new agreement was negotiated in 2018 and signed on 16 January 2019 in order to prepare for the challenges of changes to employment and skills on a 2025 horizon. It redefines the human resources and skills policy and identifies the mechanisms needed to support occupational changes in accordance with three main themes: 1. having all of the skills in the airport value chain by refocusing on higher added-value skills and expertise, thus ensuring the management of all of its activities; 2. ensuring that skills are renewed by means of internal mechanisms (career path management based on critical skills, guiding and retraining employees for occupations that fulfil the Company’s needs) and external mechanisms promoting turnover (external recruitment, support for external mobility projects and retirement); 3. acquiring and developing new skills: international, digital, data management and cross-functional skills (cross-functional management, project management, process optimisation, etc.). The development and implementation of the mechanisms provided by these collective agreements is a key factor in the Company’s financial performance that is directly related to securing appropriate skills and to employee commitment. The approach also incorporates the aspects of diversity set out in section 3 below. Career progression It included the management of career paths, the graduate program, the training and the management development. 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. In addition to existing tools that encourage mobility, such as immersion, job space, dedicated “mornings” (28 in 2018, for over 500 people), the Human Resources Division continued to implement its three talent management initiatives in 2018: ◆ updating of the career review process and its deployment; ◆ construction of career path management principles, based on the organisation’s short and medium term needs and identification of key posts; ◆ review process for the management of international talents.

The policies and actions can be broken down as follows: 1 overall human resources policy; 2 appropriate human resources; 3 diversity; 4 labour management discussions and labour-management relations climate; 5 occupational health and safety, quality of working life. 1 Overall policy 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. It is progressively being extended throughout the Group: management of mobility and career paths, skills and coherence of compensation. It also contributes to transforming Groupe ADP and improving the way it works, with a dynamic of sustainable development and risk management. In order to achieve its objectives of optimising and controlling staff costs, the mechanism for managing the total cost of employee benefits is supported by a human resource and skills vision. Its objectives were reviewed in 2018 as part of defining a new agreement for 2019-2021. Changes to the workforce imply that a plan be put in place to secure skills in order to plan for people leaving, particularly in the core airport operating occupations. Lastly, Groupe ADP emphasises reducing workplace accidents. 2 Appropriate human resources Groupe ADP formulates 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. The policy is based on the human resource and skills management planning system, including the employer brand, the managerial development and compensation. 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

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AÉROPORTS DE PARIS ® REGISTRATION DOCUMENT 2018