Aéroport de Paris - 2018 Registration document

SOCIAL, ENVIRONMENTAL AND SOCIETAL RESPONSIBILITY INFORMATION

RESEARCH AND DEVELOPMENT, TRADEMARKS PATENTS AND LICENCES

INFORMATION CONCERNING TRENDS

PROFIT FORECASTS

ADMINISTRATION AND EXECUTIVE MANAGEMENT BODIES

COMPENSATION AND BENEFITS OF CORPORATE OFFICERS

FUNCTIONING OF THE BOARD OF DIRECTORS AND MANAGEMENT BODIES

MAIN SHAREHOLDERS

OPERATIONS WITH RELATED PARTIES

FINANCIAL INFORMATION ON THE ASSETS, FINANCIAL POSITION AND CONSOLIDATED FINANCIAL STATEMENTS AT 31 DECEMBER 2018

Groupe ADP’s subsidiaries develop the training programmes corresponding to their activity. TAV Airports has a specialist training subsidiary for all of its airports and companies. MANAGERIAL DEVELOPMENT The management development policy helps to build a management and leadership culture that embodies our values and our strategic ambitions and allows us to meet the challenges of agility, cooperation and trust to act in transformations. In terms of managerial approach, our focus is on daily work relations. The managerial model is based upon the Group’s four values (trust, commitment, boldness and openness) and the four leadership priorities arising from these (developing improved self-knowledge and awareness, mobilising around an inspiring vision, developing independence and sense of responsibility and genuinely committing to cooperation). Between 2015 and 2017, specific schemes were addressed to all managers: Attitude Manager (1,700 high-level supervisors, executives and senior executives) and Lead & Change (130 top managers). In 2018, managers benefited individually from distance coaching, in addition to the traditional offering of assessment, development and attendance-based coaching. Each team affected by an organisational change was also supported in order to adapt beforehand to the momentum associated with the changes. In cross-functional terms, the co-development programme has continued bringing together managers from different divisions. A mentoring project is under way. The Company has also launched a project to bring facilitation skills in-house so that managers can develop ways of coordinating their teams based on collective intelligence. Training is offered to managers, including awareness of the Company’s corporate policy. These “Trajectoires” programmes, modules based on management fundamentals and techniques, involved 90 Aéroports de Paris SA employees this year (more than 500 in 2017 and 200 in 2016). Attractiveness This is based on the policies described above and, more specifically, on actions to promote the employer brand, on the compensation policy and working time. EMPLOYER BRAND Tomeet the needs identified by the human resource and skills management planning system (GPEC), Groupe ADP is developing its reputation and attractiveness. The objective is to attract profiles who can meet the business challenges of today and of tomorrow. The initiatives introduced are for permanent employees and the young people on work/study contracts and interns. They are in particular targeted at students from the business schools, universities and colleges offering courses in airport maintenance and operating professions. There are specific initiatives covering the employment of local residents and young people from priority districts. In July 2018, Aéroports de Paris became involved, along with the French government, in the initiative to support priority urban development districts, and young people in particular. The initiatives focus mainly on offering work experience placements to year 10 high 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. In addition, in relation to its recruitment of young people on work/study contracts, the company has made a commitment that 20% of them will come from these districts. Aéroports de Paris is accordingly developing close relationships with educational establishments: partnerships (in particular with Sciences Po,

In 2018, in the context of its proposals to develop hospitality management jobs, Groupe ADP put in place a new internal reclassification unit in order to support the retraining of employees. In addition, mechanisms to support mobility were implemented in order to help employees with a proposed move outside of the company (secure external mobility). Mobility is the second priority in terms of employment. It is monitored at the reception department level, supports the redeployment of the coming organisations, and is subject to precise analysis on the characteristics of needs, for Aéroports de Paris, Groupe ADP and internationally. In 2018, an increase in the mobility rate was included in the objectives for all HR function employees. In particular, support for newly hired or promoted executives is given during the “executive induction days”. A similar arrangement is in place for non-executives and trainees. They are integrated into the global induction system, “On Boarding”, which includes different modules for information, exchanges and awareness. For TAV Airports, matching resources to changes in the company’s business activity, in particular the closure of Atatürk Airport in Istanbul, is reflected in the preparation of a support plan for people who are leaving as a result, as well as to retain the skills necessary for the activity of other airports that it operates. “GRADUATE PROGRAMME” The “Graduate programme” aims to think ahead about filling key posts for the Company in the medium term: it recruits young graduates (engineers, multi-disciplinary/business schools, etc.) identified for their potential and likely to hold different functions in the technical, operation and support departments. It is notably based on the pooling of recruitment processes, on-site assessment, and support after hiring for achieving promotion. Each person carries out three eight-month missions, in different Company environments. Graduates that have carried out the Graduate programme are then allocated to a division. In 2017 and 2018, 30 graduates were recruited under this programme. TRAINING Professional training is one of the tools that can be used to the benefit of Groupe ADP’s strategy. In 2018, Aéroports de Paris SA redefined its guidelines for the three-year period 2019-2021 in order to support the implementation of the human resource and skills management planning system: 1. support the development of employee skills in line with the changes in business activities and the emergence of new skills; 2. assist the development of cross-functional skills in accordance with the challenges posed by the Company’s transformation and by talent development; 3. allow employees to play a role in their professional development in order to maintain and develop their employability; 4. preserve key skills, particularly for the core business activities, in order to pre-empt a potentially critical reduction in these skills. Given the nature of the jobs within the Company, regulatory training is important. Employees also undergo group training focusing on the Company’s major strategic guidelines. Accordingly, corporate social responsibility (CSR) is 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 2018, as in 2017, Aéroports de Paris SA devoted over €4 million to purchasing professional training and skills development. In addition, in 2018 the work/study training policy resulted in the integration of 130 work/study trainees. Of these, 122 were apprenticeship contracts and 8 professional training contracts.

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AÉROPORTS DE PARIS ® REGISTRATION DOCUMENT 2018