INFORMATION CORPORATE SOCIAL RESPONSIBILITY
REPORT 2018 CONTENTS
STATEMENT BY AUGUSTIN DE ROMANET 1 CLIMATE AND PROFILE OF GROUPE ADP 2 ENVIRONMENT PLEDGE 42 ENVIRONMENT ROADMAP 2016-2020 OUR APPROACH TO CSR 4 AND ACHIEVEMENTS IN 2018 43 AMÉLIE LUMMAUX 5 POLICY AND PLEDGES 45 A GROUP PLEDGE 6 ENERGY 47 OUR CSR PRIORITIES 6 AIR, EMISSIONS AND CLIMATE 49 OUR STAKEHOLDERS 10 WATER 53 SUSTAINABLE DEVELOPMENT WASTE 54 THE UN GOALS RELEVANT TO GROUPE ADP 12 BIODIVERSITY 55 CSR VALUE CHAIN 14 RISK MANAGEMENT 15 COMMUNITY ENGAGEMENT 57 ETHICS AND COMMUNITY ROADMAP 2016-2020 AND ACHIEVE- CODES OF PROFESSIONAL CONDUCT 17 MENTS IN 2018 58 GOVERNANCE AND ORGANISATION 19 POLICY AND PLEDGES 60 TRANSPARENCY AND CSR PERFORMANCE 20 GROWING WITH THE REGIONS 61 RESPONSIBLE PROCUREMENT ROADMAP REGIONAL GROWTH AND ATTRACTIVENESS 62 2016-2020 AND ACHIEVEMENTS IN 2018 24 SOCIAL COOPERATION AND EMPLOYMENT 64 QUALITY OF LIFE 67 RESPONSIBLE PROCUREMENT 24 DIALOGUE WITH LOCAL RESIDENTS 68 RESPONSIBLE PROCUREMENT ROADMAP NOISE AND SOUNDPROOFING 69 2016-2020 AND ACHIEVEMENTS IN 2018 24 CHARITABLE INITIATIVES 71 ETHICS AND TRANSPARENCY 24 CSR ADVISORS 25 QUALITY AND RESPONSIBLE LABEL 25 B2B AND B2C CUSTOMERS 73 OUR SUPPLIERS' CUSTOMER ROADMAP 2016-2020 CSR COMMITMENT 25 AND ACHIEVEMENTS IN 2018 74 SOLIDARITY IN PROCUREMENT 26 OUR PLEDGES 76 OUR PARTNER PASSENGERS 79 NETWORK 26 AIRLINES 83 AIRPORT-BASED BUSINESSES 86 HUMAN RESOURCES 27 HUMAN RESOURCES ROADMAP 2016-2020 SUBSIDIARIES' PLEDGES 87 AND ACHIEVEMENTS IN 2018 28 PROVISIONS COMMON TO SUBSIDIARIES 88 OUR PRIORITIES 30 HUB ONE 88 PROFESSIONAL DEVELOPMENT 31 ADP INTERNATIONAL 90 DIVERSITY 34 ADP INGÉNIERIE 95 WORKING CONDITIONS 37 HEALTH 38 QUALITY OF LIFE AT WORK 40 APPENDICES 97 INDUSTRIAL RELATIONS 41
CORPORATE SOCIAL RESPONSIBILITY 2018 GROUPE ADP EDITORIAL Statement by Augustin de Romanet
CONTENTS
based activities and all stakeholders. In a natural development, the company went on to improve its strategic management, working methods and ethics and compliance culture in 2018.
We are all working to integrate the stakeholders into each major investment project. One example is the future terminal 4 we're looking to build at Paris-Charles Gaulle by 2037 to welcome the new passengers expected by this time. Over the next 15 years, this will be one of the most significant projects in the Île-de-France region in terms of job creation and connectivity. I'm convinced that development is not an option without a huge emphasis on controlling our impacts while maintaining our performance and boosting vitality in the region. As such, and given the environmental and territorial impacts of this project, I wanted to D.R. launch a voluntary public consultation free of any legal obligation to allow people to get informed, give their option and illuminate us as to possible project developments. Groupe ADP thus approached the STATEMENT BY AUGUSTIN National Public Hearings Commission in May 2018 DE ROMANET with a view to assigning one or more guarantors. Chairman & Chief Executive Officer Aéroports de Paris SA Under the aegis of the four assigned guarantors, we have been collecting the views of elected In 2018, Groupe ADP achieved good extra-financial representatives, local residents, associations and results once again. With the 86/100 score awarded by platform employees since February 2019. The the EthiFinance rating agency, we have exceeded the process will conclude next 12 May. We have organised group target of 83/100 set for 2020. This development 50 public events across 480 municipalities. reflects Groupe ADP's aim to place a premium on the issue of ethical and sustainable development that benefits all internal and external stakeholders and members of the airport community and civil society.
Behind this improvement is the commitment shown by all employees and company entities. It reflects the quality of the group's CSR strategy and action, including notable progress in its Hub One, ADP International and ADP Ingénierie subsidiaries.
This aligns with the ongoing improvement process we began several years ago. Since 2015, we have been at the top of the international rankings among the five major European airport operators. According to the Sustainalytics agency, in 2018, our company exceeded the SBF 120 company average by seven points. I am convinced that the CSR challenge creates value for both the group's international and Paris-
CORPORATE SOCIAL RESPONSIBILITY 2018 - 1 - GROUPE ADP PROFILE
PROFILE OF OUR THREE PARIS Optimising GROUPE ADP PLATFORMS Guarantee operational performance. Improve organisational performance. Our business lines, Aéroports de Paris SA owns and Improve financial performance. our network operates the three main airports Attracting in the Paris region (Paris-Charles Become our customers’ Groupe ADP runs the main business de Gaulle, Paris-Orly and Paris-Le preferred choice. lines in the airport value chain Bourget) and ten general aviation Encourage employee development. – funding, design, infrastructure airports. It provides airlines, Promote the Group brand. operations – across a network of 25 passengers, cargo operators and mail Expanding airports hosting almost 281 million carriers with highly effective facilities, Be a solutions integrator. passengers in 2018 in around 30 offering a range of adapted services. Grow with the regions. countries. It is one of the main global Conquer new markets. airport groups, especially with its Connect 2020: strategic partnership initiated in our strategic plan Connect 2020 is based on 2012 with TAV Airports, operator annual road maps listing a series of 14 airports located mainly in For the 2016–2020 four-year period of performance indicators. Europe and the Middle East. launched by our third economic regulation agreement, our 'Connect Four values In April 2018, the group took over 2020' strategic plan covers all 1 – Trust: trust earned through the Airport International Group group activities for which it sets the service we provide (AIG) in Jordan. (See infra.) the main objectives. It sets out and the responsibility we three priorities translated into nine demonstrate each day. pledges to all our stakeholders.
GROUPE ADP’S BUSINESS MODEL
LEGISLATION AND REGULATIONS RESOURCES RESULTS IN FORCE (or equity) (or products and services) Economic Regulation Agreement
Groupe ADP ADP SA Groupe ADP ADP SA
Land, Airlines runways & buildings (passengers & cargo) 213 airlines 1,310 ha allocated 2.3 Mt of cargo 25 airports to real estate activity
281 million Passengers 105.3 million passengers (2) passengers Human capital 2018
25,917 employees 6,349 employees
Real estate customers 986,500 sq.m of commercial Aeronautical Real floor space activities estate Technical & computer equipment
Service providers €6,149 M (1) Airport development Shops (including the State) and and €1,105 M (3) international services activities Financial Other activities resources (including Long-term score Hub One) A+ Salaries paid stable €890 M €555 M outlook
Shareholders €342.6 M distributed (4)
(1) Net intangible assets and property, plant and equipment (2) Calculation taking into account all TAV Airports and AIG traffic for 2018 Regions (3) Intermediate consumption + taxes Airport system (4) 60% of group share net income: 571 x 0.6 = €342.6 M = 3.9 % of Paris GDP (5) (5) Source: Utopies 2017 = 122,036 direct jobs
€M = millions of euros Mt = millions of metric tons
CORPORATE SOCIAL RESPONSIBILITY 2018 - 2 - GROUPE ADP PROFILE
2 – Commitment: shared HUB ONE The airport city players commitment ensures robustness and competitiveness. €155 M of turnover. Several parties contribute to 3 – Boldness: boldness and A wholly-owned subsidiary of our Paris airports’ operations. innovation make us our Aéroports de Paris SA. Business customers’ preferred choice. telecommunications and GROUPE ADP 4 – Openness: openness to the radiocommunications: mobility wider world in order to boost and traceability solutions. 33 Airport development and publicise our success. and operation. Our principal shareholdings 33 Shops and services. Five lines of business 33 Real estate (leasing, construction). TAV AIRPORTS – TURKEY 33 Airport services for airlines Groupe ADP operates in and business people five business sectors. Contribution of €1,166 M to (industrial services). • Airport activities (activities carried Groupe ADP revenue. 33 Passenger reception and service. out by Groupe ADP as operator Airport management. of the three Paris airports). Groupe ADP's share in TAV AIRPORT-BASED BUSINESSES • Shops and services. Airports (held indirectly) rose • Non-terminal real estate to 46.12% in July 2017. 33 Airlines and ground (airport real estate and handling operators. diversification real estate). AIRPORT INTERNATIONAL 33 Security companies. • International and airport GROUP (AIG) – JORDAN 33 Cleaning and maintenance developments (activities companies. undertaken by Aéroports de Revenue of €175 M. 33 Air cargo and mail. Paris affiliates and subsidiaries). Subsidiary with a 51% share of ADP 33 Shops, bars, restaurants, • Other activities. International since April 2018. hotels, banks, car rental, etc. Concessionaire of Queen Since 2006, some of Aéroports Alia International Airport STATE SERVICES de Paris SA activities have been – Amman (Jordan). regulated under a five-year 33 Air traffic management and safety: contract known as an 'economic SCNP – CHILE the French Civil Aviation Authority. regulation agreement'. 33 Safety of persons: Border Santiago Airport (Chile). Police Directorate (DPAF) and Our wholly-owned Groupe ADP holds a 45% stake Air Transport Police (GTA). key subsidiaries in the concession company. 33 Customs services.
ADP INTERNATIONAL Cross-ownership + Full details are available €13 M in revenue (excluding ADP Royal Schiphol Group and Aéroports on our website Ingénierie and shareholdings de Paris hold 8% of their respective Reference document and in TAV Airports and AIG). capital through a cross-ownership financial information A wholly-owned subsidiary of system. Royal Schiphol Group Aéroports de Paris, it covers all mainly manages Amsterdam business lines in the airport value Airport (Netherlands). Aéroports chain (from design to airport de Paris and Schiphol Group operations). It is in charge of the entered into a four-year cooperation whole Groupe ADP international agreement in 2014 with Incheon scope, including shareholding International Airport Corporation. monitoring in TAV Airports This Agreement was renewed for (see 'major shareholdings') four years in July 2017. Its scope and Schiphol Group. includes aviation activities, airport ADP Ingénierie retail, cargo, human resources, €58 M of revenue. innovation and digital systems. A wholly-owned subsidiary of ADP International since 2017. It ranks among the top five international airport engineering companies.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 3 - GROUPE ADP OUR APPROACH TO CSR
Fulfilling our corporate social responsibility means committing our group to making a joint effort. Our approach is based on robust and transparent governance, a strict ethical code, and control of our risks and impact. It is driven by our objectives for continuous improvement and is evaluated every two years by an extra-financial rating agency.
1 6 A GROUPE ADP PLEDGE RISK MANAGEMENT P. 6 P. 15
2 7 OUR CSR PRIORITIES ETHICS AND CODES OF P. 6 PROFESSIONAL CONDUCT P. 17 3 8 OUR STAKEHOLDERS P. 10 GOVERNANCE P. 19 4 9 OUR SUSTAINABLE DEVELOPMENT GOALS TRANSPARENCY AND CSR P. 12 PERFORMANCE P. 20 5 OUR CSR VALUE CHAIN P. 14
2018 VOLUNTARY EXTRA-FINANCIAL FORMATION OF OUR ETHICS RATING 2018 (Scope: Groupe ADP*) AND COMPLIANCE DIVISION AND LAUNCH OF A SECURE WHISTLE-BLOWING SYSTEM FOR 2014 2016 2018 7 ETHICAL MATTERS. CSR ISSUES GRADED VERY IMPORTANT +4 BY OUR STAKEHOLDERS points IN OUR 2017 MATERIALITY /100 STUDY. 78/100 82/100 86
86 VS 83 IN 2018, WE INCREASED 11/17 THE SCORE THAT WE WANT TO We have incorporated 11 of the UN’s 17 MAINTAIN FOR OUR 2020 CSR sustainable development goals in our PERFORMANCE FROM 83/100 CSR strategy. TO 86/100.
* By “Scope: Groupe ADP”, the extra-financial rating agency EthiFinance means Aéroports de Paris SA and its wholly-owned subsidiaries.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 4 - GROUPE ADP coordinating this approach, has been renamed the Environment, CSR and Regions Division to make our aim clearer, within the group and outside it.
In 2018 Groupe ADP invited all its employees to take part in the company’s profound transformation through collective intelligence and by speaking out. For example, the formation of a “millennials’” think tank illustrates the call to employees to be creative. Participatory approaches have been carried out alongside changes in organisational structures. Significant effort has also been made to improve quality of life and safety in the workplace.
Externally, we are working with our stakeholders on a number of aspects. In the regions, the most visible © Groupe ADP / Sébastien Aubry. ADP / Sébastien © Groupe action is the start of the voluntary consultation on the planned Terminal 4 and development of Paris-Charles de Gaulle. We are expecting a lot from this dialogue with those living in the regions, elected representatives, AMÉLIE LUMMAUX economic and institutional players, travellers and Director, Environment, CSR and Regions airport employees. They will be able to share their questions, reservations and ideas to help us to succeed 2018 was a remarkable year in our 2016-2020 in a project that incorporates everyone's needs. roadmap. Groupe ADP made great progress in all aspects of CSR. Our overall extra-financial score To encourage or support its employees’ remains at the “excellent” level and has continued commitment to social causes and encourage to increase over 2016. It is testimony to the efforts solidarity with its local environment, Groupe ADP made by all the group’s employees and entities and, has set up a Citizen Engagement Division that even more importantly, to their effectiveness. is closely linked to our company foundation.
Take, for example, our good environmental performance, Other actions have also been launched with this same where we have exceeded most of our 2020 targets: 15.8% desire for consultation. For instance, the second edition of renewable energy in our total consumption against of our “Play Your Airport” competition brings together a target of 15%; 5.9% energy efficiency gains compared candidates from various backgrounds (employees, with 2.8% in 2017 against a target of 7%; a fleet of clean start-ups, customers, students) around the airport vehicles that has already met the target; or the 69% city of the future. We also invited our passenger reduction in our CO2 emissions per passenger against a customers to form the “Paris Airport and You” target of -65%. Today, we are taking a further step and community to let us know their expectations and approving our roadmap towards carbon neutrality in observations, and even suggest improvements. 2030 for the internal emissions of our Paris airports. All these initiatives have the same purpose: to Moreover, we need to remember that Groupe ADP build a common CSR strategic vision for the is acting as effectively in all aspects of corporate company and its ecosystem so that we can responsibility. Our sole objective is that all our develop our activities in a balanced way. stakeholders – notably our employees, regions and passenger customers – are associated with the strategy. It is with this in mind that the Environment and Sustainability Division, which is responsible for
CORPORATE SOCIAL RESPONSIBILITY 2018 - 5 - GROUPE ADP OUR APPROACH TO CSR Pledge
1 20 pledges • Community and all domains: A GROUP PLEDGE for a responsible brand results of the voluntary extra-financial rating. We want to be the global gold In 2016 we officially launched standard, in the vanguard of CSR our new identity under the name practices. Our company plan “Groupe ADP”, our Connect 2020 seeks to balance economic growth Strategic Plan for the years 2016- The 6 pledges of the and all extra-financial areas. 2020 and our traveller brand “Paris Group CSR Charter The culture of corporate social Aéroport” with its associated slogan Our Group CSR Charter, developed in 2014, sets out responsibility is in harmony with “Paris vous aime”. “Paris vous the key strands of our social our underpinning public service aime”, the principle that drives our responsibility strategy. It is values that constitute our DNA. relationships with our stakeholders, circulated to all our stakeholders, links our corporate strategy with both internal and external, to We have set the gold standard for the way we exercise our social give our CSR endeavours greater exposure. It sets out six pledges. corporate social responsibility among responsibility. It is expressed by 1 – To ensure exemplary the five leading European airport 20 pledges to our stakeholders, governance. management companies (London- broken down into four groups. 2 – To put people at the Heathrow, Fraport, Aena, Schiphol 1 –Passengers: a commitment heart of our strategy. Group and Groupe ADP – according to passengers, because we owe 3 – To satisfy all our customers. 4 – To control and minimise our to the 2015 Sustainalytics ratings) them airports worthy of the impact on the environment. and also over-perform compared world’s most beautiful city. 5 – To apply an ethical and with the average of SBF120 2 – Airlines: a commitment to airlines, responsible procurement policy. companies. In 2018, Sustainalytics because their competitiveness 6 – To foster engagement gave Aéroports de Paris SA a score depends on our robustness. with the local community. of 75.7/100 for its overall ESG 3 – Regions: a commitment to (Environment, Social, Governance) our local regions, because we performance, seven points above contribute to their attractiveness the average for the index. and dynamic development. 2 4 – Our employees: a commitment OUR CSR A Group policy to our employees, because our PRIORITIES attractiveness and efficiency depend The scope of our responsibility on their well-being and skills. Materiality study policy covers the parent company Aéroports de Paris SA and its A structured approach In accordance with CSR best directly and indirectly wholly-owned practices, in 2017 we completed subsidiaries, ADP International, To give structure to our approach our second “materiality” study. The ADP Ingénierie and Hub One. We and to take account in relevant ways main relevant issues identified by the are continuing to implement it in of our stakeholders’ expectations, materiality matrix inform our CSR TAV Airports, a Turkish company we have chosen as a benchmark strategy and help us improve how we in which we have a 46.12% holding, the ISO 26000 guidelines covering communicate our actions and results. and in Airport International Group corporate social responsibility. Our (AIG), a Jordanian company 51% CSR action plan is implemented in SURVEY of whose capital we hold. ways that are consistent both with this standard and with the strategic The materiality study, carried The Group’s ethical and good focus of the Connect 2020 plan. out with a leading French firm conduct codes and the principles It gains impetus from the results with expertise in CSR, involved and objectives of our responsible of the extra-financial rating we asking all our internal and external procurement policy (see page 24) voluntarily request every two years. stakeholders to list 23 issues in order have all been incorporated by our In applying our Connect 2020 of importance and indicate how they wholly-owned subsidiaries into Strategic Plan we have defined perceive Groupe ADP’s performance their internal regulations. They have several indicators contributing on each of them. (See pages 7 to been signatories of our Group CSR to CSR performance. 9 for a list of our stakeholders.) Charter since 2015 (see on right) • Human resources: the Great and of the institutional charters Place to Work pledge, employee The survey identified seven very of which we are signatories. motivation and safety. important CSR issues: public and Through all this, we aim to • Customers: customer satisfaction. airport safety and security; quality of establish a shared CSR culture. • Environment: energy efficiency. our welcome and customer service
CORPORATE SOCIAL RESPONSIBILITY 2018 - 6 - GROUPE ADP OUR APPROACH TO CSR CSR priorities
to passengers; airport accessibility; ability to create financial and extra- MEDEF Corporate Governance preservation of natural habitats financial value for itself and its Code of October 2016, updated and air quality; good governance internal and external stakeholders. in 2019 with the approval of the and business ethics; occupational Haut Comité du Gouvernment health and safety; and sustainable THE REGULATORY AND d’Entreprise (High Committee of construction projects and the fight STANDARDS FRAMEWORK Corporate Governance), boards of against climate change. Identifying directors must be made aware of the extent of the gap between The concept of materiality is at the changes to the main CSR issues importance and performance heart of changes to international and ensure that their shareholders was also very informative. laws, standards and guidelines. and investors receive information CSR reporting must take account on how extra-financial issues that The results were presented to the of material issues within the scope are significant for their companies Executive Committee in March 2018 of the ISO 14001 Environmental are taken into account. and to the Board of Directors in June Management Standard (2015 Lastly, financial analysts now 2018. They were published the same version), integrated reporting regard materiality as a prerequisite year on our website (parisaeroport.fr/ as defined by the International for inclusion in Socially Responsible groupe/rse/materialite-des-enjeux-rse). Integrated Reporting Council (IIRC), Investing (SRI) evaluation criteria. and the guidelines of the Global Regulatory context Reporting Initiative (GRI G4). METHODOLOGY and methodology The transposition of the European Directive on CSR reporting into The project involved all the relevant WHAT IS MATERIALITY? French law in August 2017 introduced entities within our group in a an extra-financial performance steering committee, which selected Materiality means “relevance” in declaration that provides relevant 23 issues divided into four themes. the CSR context. It defines what information regarding key risks The survey took a mixed approach: can have a significant impact on and the policies being applied. Qualitative survey in the a company, its activities and its In accordance with the AFEP- form of interviews with five Executive Committee members and four qualified persons from outside the company. 4 THEMES AND 23 ISSUES Quantitative survey in the form of Exemplary Well-being of our Preservation Dialogue an online questionnaire for the 6,500 airport operator staff and partners of the with the region Aéroports de Paris SA employees environment and 2,000 external stakeholders. Issue For each theme, they were asked 1 Good governance and business ethics to rate the importance of the issue 2 Encouraging and supporting innovation 3 Public and airport safety and security on a scale of 1 to 4, and then to 4 Robustness of our operations evaluate the company’s performance 5 Encouraging airline growth and development on each issue according to three 6 Improving our economic performance and competitiveness criteria (weak, strong, neither weak 7 Quality of our welcome and customer service to passengers nor strong). The scores for both 8 Welcome and support services for disabled people importance and performance were and those with reduced mobility then converted into a score out of 10. 9 Accessibility of airport areas 10 Quality of service for real-estate customers 11 Promoting sustainable procurement and improving health and safety for our service providers 12 Occupational health and safety for Groupe ADP employees 13 Quality of life of our employees and partner organisations 14 Attractiveness as an employer and career progression 15 More two-way communication and improved relations between Groupe ADP and its employees 16 Gender equality and diversity 17 Sustainable construction projects and the fight against climate change 18 Preservation of natural habitats and air quality 19 Waste management and the circular economy 20 Dialogue with stakeholders in the regions where our airports are located 21 Dialogue with the State and its departments 22 Value creation shared with our regions 23 Measurement of and information about noise pollution
CORPORATE SOCIAL RESPONSIBILITY 2018 - 7 - GROUPE ADP OUR APPROACH TO CSR CSR priorities
MATRIX OF OVERALL IMPORTANCE TO INTERNAL AND EXTERNAL STAKEHOLDERS
10.0 Strong
9.0 3
7 9 8.0 1 18 20 22 12 12 17 19 13 13 11 2 EXTERNAL 23 14 7.0 4 Responders 15 We had a 12% response rate to 6 the online questionnaire: 6% 21 for airlines and real estate; 12% for employees; 32% for regional 6.0 5 development organisations; and 10 30 responses from passengers (through the Groupe ADP loyalty card newsletter). Weak 5.0 Weak Strong 5.0 6.0 7.0 8.0 9.0 10.0 INTERNAL
ISSUES RANKED IN ORDER OF OVERALL IMPORTANCE
Exemplary airport operator Well-being of our Preservation Dialogue staff and partners of the environment with the region
3. Public and airport safety and security 8.9 7. Quality of our welcome and customer service to passengers 8.6 9. Accessibility of airport areas 8.2 18. Preservation of natural habitats and air quality 8.1 1. Good governance and business ethics 8.1 12. Occupational health and safety for Groupe ADP employees 8.1 VERY IMPORTANT VERY 17. Sustainable construction projects and the fight against climate change 8.0 19. Waste management and the circular economy 7.8 13. Quality of life of our employees and partner organisations 7.8 22. Value creation shared with our regions 7.8 8. Welcome and support services for disabled people and those with reduced mobility 7.8 20 Dialogue with stakeholders in the regions where our airports are located 7.8 14 Attractiveness as an employer and career progression 7.5 16. Gender equality and diversity 7.5
IMPORTANT 4. Robustness of our operations 7.4 2. Encouraging and supporting innovation 7.4 11. Promoting sustainable procurement and improving health and safety for our service providers 7.2 23. Measurement of and information about noise pollution 7.1 15. More two-way communication and improved relations between Groupe ADP and its employees 7.0 21. Dialogue with the State and its departments 6.7
6. Improving our economic performance and competitiveness 6.6
LESS 5. Encouraging airline growth and development 6.4
IMPORTANT 10. Quality of service for real-estate customers 5.9
CORPORATE SOCIAL RESPONSIBILITY 2018 - 8 - GROUPE ADP OUR APPROACH TO CSR CSR priorities
MATRIX OF OVERALL PERFORMANCE FOR INTERNAL AND EXTERNAL STAKEHOLDERS
10.0 Strong 9.0 12 8.0 1 21 3 20 7.0 6 4 16 19 2 6.0 5 8 13 11 22 5.0 15 14 10 23 Our stakeholders Our stakeholders are divided EXTERNAL 17 4.0 into seven categories. 18 • B2C and B2B customers. 7 • Employees. 3.0 • Public-sector organisations. • Regional development 9 organisations. 2.0 • Directors and financiers. • Airport partners. • Community intermediaries 1.0 and influencers. For details see pages 10-11. Weak Weak Strong 0.0 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 INTERNAL
ISSUES CLASSED BY IMPORTANCE AND PERCEIVED PERFORMANCE
Exemplary airport operator Well-being of our Preservation Dialogue staff and partners of the environment with the region
VERY IMPORTANT 7. Quality of our welcome and customer service to passengers WEAK PERFORMANCE 9. Accessibility of airport areas 8. Welcome and support services for disabled people and those with reduced mobility Promoting sustainable procurement and improving 11. health and safety for our service providers VERY IMPORTANT 13. Quality of life of our employees and partner organisations MEDIUM PERFORMANCE 17. Sustainable construction projects and the fight against climate change 18. Preservation of natural habitats and air quality 22. Value creation shared with our regions 14 Attractiveness as an employer and career progression IMPORTANT More two-way communication and improved relations 15. MEDIUM PERFORMANCE between Groupe ADP and its employees 23. Measurement of and information about noise pollution
LESS IMPORTANT 5. Encouraging airline growth and development VARIABLE PERFORMANCE 10. Quality of service for real-estate customers 1. Good governance and business ethics 16. Gender equality and diversity 2. Encouraging and supporting innovation 3. Public and airport safety and security
VARIABLE IMPORTANCE 6. Improving our economic performance and competitiveness STRONG PERFORMANCE 4. Robustness of our operations 19. Waste management and the circular economy 12. Occupational health and safety for Groupe ADP employees 20 Dialogue with stakeholders in the regions where our airports are located 21 Dialogue with the State and its departments
CORPORATE SOCIAL RESPONSIBILITY 2018 - 9 - GROUPE ADP OUR APPROACH TO CSR Our stakeholders
3 We listen to, discuss with, and take offer them a range of information- OUR on board the expectations of all our gathering and consultation methods, STAKEHOLDERS stakeholders and feed them into both collective and individual. our social responsibility strategy. MATERIALITY MATRIX* These regular consultations give us a In 2018, we started consultations better grasp of changes and issues, with a view to setting up a ISSUE 20 GRADED “IMPORTANT” which we then take account of in our stakeholder committee. approach to CSR. Our stakeholder * See pages 7 and following. mapping is consulted regularly. We
MAPPING AND CONSULTATION TOOLS
EXPECTATIONS INFORMATION TOOLS CONSULTATION METHODS OF OUR STAKEHOLDERS B2C Customers Passengers: www.parisaeroport.fr • My www.parisaeroport.fr • Satisfaction Passengers and people accompanying Airport (smartphone, tablet) • Customer surveys on departure and arrival. • them: Safety • Punctuality • Comfort. guides • Paris Worldwide magazine Printed matter in terminals • Single • Twitter, YouTube, Facebook, Pinterest contact number 3950 • Complaint • Electronic newsletters • Information management • Foreign consular kiosks in airports • Disabled and chambers • Benchmarks. reduced mobility persons (PRM): specific page on our website.
B2B Customers All: www.parisaeroport.fr • CSR Airlines: Airport CDM • Economic Airlines: Quality of airport services • Experts’ Space • Intranet sites • Advisory Committee • Operational Contribution to their competitiveness. Electronic newsletters • Twitter. Committees for Service Quality (COQ) Real-estate tenants and airport- Airlines: Airport Policy Committee • Local Quality Committees (CLQ) • based businesses: Lessor (COA) • Airport Operators’ Club Operational meetings • Benchmarks. services • Other services. Real-estate tenants: Conferences • Guides Real-estate tenants: Meetings • for moving into and living at our airports. Dedicated intranet site • Environment Partners Club • Satisfaction surveys. Employees All: www.parisaeroport.fr • CSR Groupe ADP: Annual employee Groupe ADP (Trade unions. Staff Experts’ Space • Annual reports. satisfaction survey • Works Council • Staff representatives): Career path Groupe ADP: Internal newsletter• Internal representatives • Union representatives. • Health and quality of life • information bulletins • Intranet sites • Airport-based businesses: Fairness • Equal opportunities • Group Committee • Information and Discussions with directors. Protecting the environment. awareness-raising booklets • Induction Airport-based businesses: day for new recruits, newly-promoted Safety • Quality of life • staff and managers • Employee guides. Protecting the environment. Public-sector organisations www.parisaeroport.fr Regulatory consultation tools (consultation France (State. Regulatory authority. • www.entrevoisins.org • CSR packs, authorisation requests, etc.) Regional authorities. National public Experts’ Space • Annual reports and • Economic Advisory Committee • interest organisations): Compliance regulatory information • Lectures, Economic, environmental and social with the law • Economic Regulation conferences, announcements • Site partnerships • Working parties. Agreement • Risk management • CSR visits • Responsible lobbying. • Application of public policies. International (European institutions. Occupational unions): Compliance with the law, risk management • CSR • Application of European policies and international agreements.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 10 - GROUPE ADP OUR APPROACH TO CSR Our stakeholders
EXPECTATIONS INFORMATION TOOLS CONSULTATION METHODS OF OUR STAKEHOLDERS Regional development www.parisaeroport.fr • CSR Experts’ Regional governance bodies • Regional Space • Annual reports • Airport promotion campaigns • Forums and organisations meetings with SMEs • Support structures (Competitiveness hubs. Regional suppliers • Forums and meetings • for start-ups • Working parties. businesses. Regional public interest Ad-hoc information about development organisations): Value creation projects • ev-labo.aeroportsdeparis.fr (economic and social) • Control of environmental impact • Noise.
Directors and financiers Directors: www.parisaeroport.fr • CSR Directors: Board of Directors (Shareholders including the State, Experts’ Space • Annual reports. • Specialist committees. the majority shareholder. Occasional Financiers: www.parisaeroport.fr • CSR Financiers: General meeting of investors and financiers. Banks. Financial Experts’ Space • Annual reports • Letters shareholders • Shareholders’ Club analysts): Economic performance • to shareholders • Quarterly presentations • Shareholder meetings • Site Shareholders’ interests • Management • Voluntary extra-financial rating. visits • Investor presentations.
Airport partners www.parisaeroport.fr • CSR Experts’ Airport suppliers • Contracts and (Suppliers. Service providers. Public- Space • Annual reports • Airport consultations including supplier self- sector services. Customs. Ground suppliers • Ethical Procurement Code assessments • Supplier, service provider, handling companies. Development • Suppliers and Service Providers CSR retailer, etc. satisfaction surveys. • partners – the travel industry, transport Charter • Conferences and lectures • Workshops on operational themes • companies, advertising media, retailers Guide to setting up at our airports. Operational Quality Committees • Working within terminal buildings. Partner parties, regional projects, State projects • airports. Clubs and associations): Environment partner clubs • Ecoairport. Clarity in our practices • Quality of service and joint working practices.
Community intermediaries www.parisaeroport.fr • CSR Experts’ Space CSR Experts’ Space • Voluntary extra- • Annual reports • www.entrevoisins.org financial rating • Response to Socially and influencers Responsible Investing (SRI) questionnaires (Local residents. Politicians and other • ev-labo.aeroportsdeparis.fr • Certified • Partnership with NGOs (Transparency elected representatives. NGOs and management systems • Press releases, kits International France) • Responsible associations. The media. Intermediaries and conferences, press liaison • Responsible lobbying •Environmental Advisory and opinion leaders. VIPs. Professional lobbying • Events organised by local Committees (CCE) • Meetings. auditors. Extra-financial analysts): elected representatives, economic players, Economic performance • Quality NGOs and educational institutions • Events of life and pollution management • organised with local economic players • Economic and social partnership • Risk Environmental and Sustainable Development management • Adoption of public policies Resource Centres • Airport visits. • Certification labels • Human rights.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 11 - GROUPE ADP OUR APPROACH TO CSR Sustainable Development Goals (SDGs)
4 They are based on universal development and responsible SUSTAINABLE principles, are interdependent and procurement. In the longer term DEVELOPMENT assume the active engagement we want to incorporate the SDGs THE UN GOALS of all stakeholders. as references when we present RELEVANT TO the results of our CSR strategy. GROUPE ADP 11 SDGs to embody change Each of our divisions, at its own Universal values Since 2016, as signatories of level, is involved in pursuing these the Global Compact, we have goals. But the most important The UN’s 17 sustainable development developed our actions within this thing to us is that everyone in the goals (SDGs) for 2015-2030 form a framework. In 2018 we expanded company, by their lifestyle and common reference framework for the number of SDGs that we can behaviour, should “be the change” all countries and economic players. align with our CSR actions from as the UN invites us to be. They aim to build a sustainable future 6 to 11. These actions commit by dealing with the global challenges Groupe ADP to quality education, of climate change, the preservation decent work, diversity, gender of natural habitats, the alleviation equality, the fight against climate of inequalities and the search change and to preserve natural for peace, justice and prosperity. resources, sustainable territorial
Groupe ADP priority issues and SDGs
The 17 sustainable development goals have been aligned with Groupe ADP’s material issues around the four themes of its materiality matrix, drawn up in 2017. The materiality matrix and its CSR issues graded by order of importance are set out on pages 7 and following.
The diagrams below and on the opposite page present Groupe ADP's material issues under the SDG pictograms and titles. The meaning of the colours of the lozenges, which match the themes of the material CSR issues, is explained below.
Ensure fair access to quality Achieve gender equality and make Ensure access to clean water education for all and all women and girls autonomous. and sanitation for everyone promote lifelong learning. and ensure sustainable management of water resources. 16 Gender equality 13 Quality of life of our employees and diversity and partner organisations 17 Sustainable construction 14 Attractiveness as an employer projects and the fight against and career progression climate change 22 Value creation shared 19 Waste management with our regions and the circular economy
Four categories of material CSR issues
Exemplary airport Well-being of our Preservation Dialogue operator staff and partners of the environment with the region
CORPORATE SOCIAL RESPONSIBILITY 2018 - 12 - GROUPE ADP OUR APPROACH TO CSR Sustainable Development Goals (SDGs)
Ensure access to affordable, Promote sustained, shared and Build resilient infrastructure, reliable, sustainable and sustainable economic growth, promote sustainable modern energy for all. full productive employment industrialisation that benefits and decent work for all. everyone and encourage innovation.
17 Sustainable construction 6 Improving our economic 2 Encouraging and projects and the fight against climate change performance and supporting innovation competitiveness 9 Accessibility of airport areas 18 Preservation of natural 11 Promoting sustainable 13 Quality of life of our employees habitats and air quality 11 Promoting sustainable procurement and improving and partner organisations health and safety for 17 Sustainable construction procurement and improving health and safety for our service providers projects and the fight 12 Occupational health and against climate change our service providers safety for group employees 14 Attractiveness as an employer and career progression 22 Value creation shared with our regions
Ensure that cities Establish sustainable modes of Take urgent action to combat and communities are open consumption and production. climate change and its impacts. to everyone, safe, resilient and sustainable. 6 Improving our economic 17 Sustainable construction performance and projects and the fight 1 Public and airport competitiveness against climate change safety and security 11 Promoting sustainable 18 Preservation of natural 9 Accessibility of airport areas procurement and improving habitats and air quality 17 Sustainable construction health and safety for 13 Quality of life of our employees projects and the fight our service providers and partner organisations against climate change 12 Occupational health and 19 Waste management and safety for group employees the circular economy 14 Attractiveness as an employer and career progression 22 Value creation shared with our regions
Preserve and restore land Increase resources to implement the ecosystems, ensuring that global partnership for sustainable they are exploited sustainably, development and revitalise it. manage forests sustainably, fight against desertification, eradicate and reverse soil degradation 1 Good governance and and halt biodiversity loss. business ethics 20 Dialogue with stakeholders in the regions where our 17 Sustainable construction airports are located projects and the fight 21 Dialogue with the State against climate change and its departments 18 Preservation of natural 22 Value creation shared habitats and air quality with our regions
CORPORATE SOCIAL RESPONSIBILITY 2018 - 13 - GROUPE ADP OUR APPROACH TO CSR Our CSR value chain
5 and to contribute to the prosperity expectations into our decision- CSR VALUE CHAIN of the surrounding communities. We making processes where relevant. have put our action plans together Our policy applies the sustainable so that this policy will create development principles to meet the value for everyone. Our CSR value expectations of all our stakeholders chain integrates our stakeholders’
RESPONSIBLE PROCUREMENT 1 • Renewal of the Responsible Procurement & Supplier Relations certification and convergence with ISO 20400. • Modernisation of logistics and restructuring of general resources. • Incorporation of energy efficiency criteria into our consultations, in addition to environmental and social criteria. • Renewal of ISO 9001:2015 certification. CREATING • Continuation of social audits of suppliers and service providers. 4 • Social inclusion clauses. VALUE FOR OUR STAKEHOLDERS More than 100,000 hours of inclusion in 2018 Wealth distribution ÎÎ SEE EFFECTIVE OPERATIONAL CONTROL page 15 • Modernisation of our terminals. 2 • Joint procedures (APOC). • Continued reduction of our carbon footprint and that of our partners (Airport Carbon Accreditation for the climate; HQE™ or BREEAM® certification for construction; responsible development; renewable energy; our own business travel). • Operational Quality Committees with airlines and ground handling. • Real estate: dissemination of good environmentally-friendly practices to tenants in our buildings. • Society and community: training and recruitment of people from the local area. +0.8% aircraft movements Organisation- wide functions • Responsible governance and ethics (Group CSR Charter, responsible 3 HIGH-QUALITY SERVICE lobbying), codes of Passengers (B2C) professional conduct. • Improved quality of service to passengers and to disabled and reduced- • Risk management mobility persons (PRM). and internal audit. • Faster and more streamlined passenger throughput. • Responsible human • Improved safety and access to airports by public transport. • Training in welcoming and customer care for our own employees and resources management those of our service providers. (training, employability, • Satisfaction surveys on departure and arrival. diversity, preventive +3.8% passengers (Aéroports de Paris SA) health measures). • Integrated management systems (IMS) – Airlines (B2B) environment, health, quality • Improved airline performance. – and energy management • Tighter airport security and improved punctuality on departure and system (EMS). arrival. • Responsible procurement • Contribution to making airlines more environmentally friendly (400 Hz sockets, inter-company business travel plans). (codes of professional • Development of flight routes departing from Paris and promotion of the conduct of Aéroports Paris-Charles de Gaulle hub. de Paris SA and the 66 new routes opened in 2018 main subsidiaries). • Dialogue with our stakeholders, Business tenants at the airports (B2B) communication, • Improvement of building quality and comfort. transparency, reporting, • Minimisation of rental costs. third-party evaluation. • Assistance with best practice in environmental management. • Complaint management.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 14 - GROUPE ADP OUR APPROACH TO CSR Our CSR value chain
WEALTH DISTRIBUTION
€97M €342m LAND TAX (1) DIVIDENDS (2)(3)
€54M €1,178M ECONOMIC EXTERNAL SERVICES (1) €392m CONTRIBUTION AND CHARGES REPAYMENT OF LONG-TERM DEBT
€124M €275M €845M OTHER TAXES STATES AND SHAREHOLDERS AND (1) €111m AND DUTIES LOCAL AUTHORITIES BANKS NET FINANCIAL EXPENSES €4,478M CONSOLIDATED TURNOVER
€1,078M €890M CAPACITY, RENOVATION PERSONNEL AND QUALITY, REAL ES- COSTS TATE, SECURITY
(1) Paid in 2018 in respect of tax liability for 2017. (2) Paid in 2017 in respect of the 2016 financial year. (3) Paid to shareholders of the parent company. Full information is presented in Groupe ADP’s 2018 reference document, available at www.parisaeroports.fr. 2018 data.
6 approach to controlling Groupe Officer. It is carried out with the RISK ADP’s activities and objectives. help of the Board of Directors, MANAGEMENT The management systems the Audit and Risks Committee, used within certain group the Executive Committee, the MATERIALITY MATRIX* entities are completely involved Operations Committee for Risk and in risk management. Internal Control (Corci), the network ISSUE 3 GRADED “VERY IMPORTANT” of Audit, Risk Management and ISSUE 4 Governance of the system Internal Control (ARC) coordinators GRADED “IMPORTANT” and the Management Systems Governance is managed by the network. The approach is based on * See pages 7 and following. Airport Security & Risk Management the “three lines of activity control” An organisation- Division which reports to the method recommended by the wide approach Groupe ADP Secretary General Institut Français de l’Audit et du (for the risk management and Contrôle Interne (French Audit Our risk management, internal internal control system) and by the and Internal Control Institute, or control and internal audit system Corporate Audit Division reporting IFACI) and the Association pour takes an organisation-wide to the Chairman & Chief Executive le Management des Risques et
CORPORATE SOCIAL RESPONSIBILITY 2018 - 15 - GROUPE ADP OUR APPROACH TO CSR Risk management des Assurances de l’Entreprise The Group risk mapping Insurance (Association for Risk Management takes account of the CSR issues and Business Insurance, or AMRAE). identified by the materiality The financial consequences of study carried out in 2017. certain risks can be covered by In 2018 the scope of this insurance policies when justified by system covered the group and its + the size of the risk and depending subsidiaries under exclusive control, See 2018 reference document – on whether cover is available with the exception of Airport “Risk and Risk management”. under acceptable conditions. International Group (AIG) and The Legal Affairs & Insurance Division Merchant Aviation, which are due to Business continuity and leads the Group’s general policy on be included in the scope in 2019. crisis management insurance, supervises the group’s use of insurance and provides Foundations of the system Groupe ADP has set up a business coordination and expertise in this continuity approach to improve domain for the group companies Groupe ADP’s governance principles control of extreme risks. It is based in France and world-wide. are ethics and compliance. The on a Group Business Continuity implementation of the group’s Policy (GBCP). The GBCP is Periodic monitoring ethics and compliance programme developed in business continuity of the system is led by the Ethics Division, plans (BCPs) for each airport (Paris- set up in 2018 and reporting to Charles de Gaulle, Paris-Orly and Monitoring of the internal the Chairman & Chief Executive Paris-Le Bourget) and for essential control and risk management Officer, and by the Legal Affairs & support functions. The final part of system is carried out by: Insurance Division. (See “Ethics and the approach is a “pandemic” plan. • follow-up of major incidents compliance” section, page 17.) and incidents with associated In terms of crisis management, unacceptable risks; Two charters provide the framework Groupe ADP’s system aims to ensure • the Audit Division, certified for Groupe ADP’s overall system. continuity of command and a high- by IFACI since 2008; The Risk Management and Internal quality response to unexpected • external control structures Control Charter specifies that the events that occur. It must contribute such as auditors and other Group applies the provisions of to keeping operations running at relevant organisations, including the reference framework published satisfactory quality levels, while government departments. by the Autorité des Marchés complying with safety and security Financiers (French Financial Markets obligations. The group on-call Protection of information Authority, or AMF) in 2007 and and crisis management system is and information systems updated in July 2010. The Internal described in a booklet. In addition, Audit Charter is based on the crisis management exercises are Protection of information and international standards and code of carried out several times a year information systems is a major issue ethics for internal auditing that are to test the system’s effectiveness. for Groupe ADP. Large-scale global distributed in France by IFACI and Feedback on these exercises is cyberattacks are becoming more and which constitute the international used to make it more robust. more frequent and sophisticated as reference framework for internal the group’s activities are becoming auditing. A risk management Internal control increasingly digitised. Such attacks and reference document, describing the entry into force, in May 2018, of the methodology used by the The purpose of internal control is the European General Data Protection group, completes the system. to contribute to risk management, Regulation (GDPR) have led Groupe the effectiveness of Groupe ADP to implement compliance plans. Risk Management ADP’s operations and the efficient use of its resources. The group’s measures to protect The purpose of this system is to This system is based on: information and its information provide all stakeholders with an • Organisation-wide systems are based on: accurate, organisation-wide view of implementation applicable • group policies on information the Group’s key risks and the extent to all group entities; protection, personal data protection to which they are controlled. The risk • Implementation in each entity, and information system security; mapping is therefore updated each notably through the management • specific organisational and year and is used to identify the key systems (ISO 9001). governance structures managed risks, prioritise them, handle them by the Group Information System and monitor actions identified. Security Officer (RSSI).
CORPORATE SOCIAL RESPONSIBILITY 2018 - 16 - GROUPE ADP OUR APPROACH TO CSR Ethics and professional codes of practice
Groupe ADP has taken As ethics and compliance arise contacts, notably internationally certain actions including: firstly out of a change of culture and in the divisions of the parent • a major awareness-raising rather than a change of procedures, company Aéroports de Paris with plan, “Vigie Info” (Info Watch) a large part of this plan is devoted support from the “Ethics and aimed at group personnel; to awareness-raising and training as Compliance” intermediaries. • a compliance plan to ensure well as to our staff’s understanding the group’s compliance with and perception of these issues. Ethics Committee – In the first GDPR, which led notably half of 2019, we will set up an ethics to the appointment of Data It contains seven strands: the committee. This committee will be Protection Officers (DPOs) for example set by management, risk chaired by the Groupe ADP General Aéroports de Paris SA and its mapping (revised in 2018); new Secretary who has appointed a main subsidiaries in 2018. forms of governance; the definition philosopher as vice chairman. and dissemination of policies, rules Three or four times a year, it will and methods; a whistle-blowing bring together the various group system; training and awareness- divisions and external persons to 7 raising; and a sanctions system. carry out forward-looking thinking ETHICS AND on ethics for Groupe ADP. CODES OF This programme is monitored PROFESSIONAL regularly within the company's Codes of Professional CONDUCT various governance bodies Conduct and Best Practice (Executive Committee, Works MATERIALITY MATRIX* Council, Board of Directors and its FRANCE Audit and Risks Committee) and ISSUE 1 GRADED “VERY IMPORTANT” those of its main subsidiaries. Our Group Code of Professional Conduct is appended to the * See pages 7 and following. internal regulations and meets Example the requirements of the “Sapin For Groupe ADP, ethics and set by management II” law on transparency, anti- compliance cover compliance In 2018, all the Executive corruption measures and economic Committee members with laws and regulations and modernisation. To make it accessible (including our subsidiary with the group’s four core ADP International) made a to staff, we produced a Group values of trust, commitment, written pledge to implement code of conduct in 2018 containing boldness and openness. the Ethics and Compliance the main principles, illustrating action plan in their areas of them with practical situations and responsibility. These written Ethics in our roadmap specifying good practices, banned pledges will be copied for our subsidiaries TAV Airports, AIG, practices and areas for vigilance, Two objectives relating to ethics ADP Ingénierie and Hub One. etc. Procedures specify the practices appear on our roadmap as part of (See page 87 – Subsidiaries.) expected for the main ethics and our 2016-2020 Strategic Plan: compliance issues such as gifts and • To strengthen the ethics and invitations, conflicts of interest, etc. compliance programme, Dedicated governance including corruption prevention, system This code is supplemented by prevention of conflicts of a Code of Good Data Security interest and the vigilance plan; In order for our ethics and Practice (Cobosi) and a Code • To strengthen the ethics compliance action to be applied at of Good Stock Market Practice. and compliance culture the highest level of the organisation, These codes are appended to within the Group. we set up an Ethics Division in 2018. our internal regulations. All new Its director reports directly to the members of staff are asked to sign A 7-POINT ACTION PLAN Chairman & Chief Executive Officer, an undertaking to comply with the which guarantees her independence key ethical principles. Our French In 2018 we drew up our “Ethics to handle whistle-blowing. The subsidiaries have their own code of and Compliance” action plan. It Ethics Division manages ethics and conduct which includes the main was approved by the Executive compliance across the organisation principles of the Groupe ADP code. Committee and the Board of together with the Legal Affairs Directors and its Audit and & Insurance Division. The action Risks Committee (CAR). It will plan is applied in the subsidiaries be reviewed each year. by their “Ethics and Compliance”
CORPORATE SOCIAL RESPONSIBILITY 2018 - 17 - GROUPE ADP OUR APPROACH TO CSR Ethics and professional codes of practice
In 2018 the code of conduct laws, risks detected and actions Ethics and Compliance was made available to staff on our already taken in relation to human culture The ethical climate intranet. In early 2019 it will be rights, employment contracts and in figures Employees surveyed in sent personally to each member working conditions and protection In order to strengthen the ethics 2018 for the ethical climate of staff of Aéroports de Paris SA. of the environment. Working and compliance culture within barometer survey parties will be organised in 2019 our Group, the Ethics Division 692 employees of INTERNATIONALLY to determine how and within has drawn up a communication, Aéroports de Paris SA. what time scale these subsidiaries awareness-raising and training plan. 36 employees of ADP International. A code of conduct translated should implement Groupe ADP’s 49 employees of ADP Ingénierie. into seven languages has main commitments that have not WEBSITES AND E-LEARNING 129 employees of Hub One. been disseminated in our yet been taken into account. 904 employees of TAV Airports. international subsidiaries. It An intranet site and a website 187 employees of AIG. includes the main principles of WHISTLE-BLOWING SYSTEM dedicated to the Ethics and Results the Group code of conduct and Compliance action plan were 75 % felt concerned by the international standards. We comply with the French launched in December 2018. Four the actions taken by the legislative provisions entitling Group e-learning modules, which company on ethics. In 2018, the 13 procedures defined employees to report any are mandatory for all employees, will 88 % said they would be willing for international subsidiaries, notably psychological and sexual also be gradually set up in 2019. They to be a whistle-blower. 62 % trust the company covering third-party evaluation, harassment, corruption, serious will cover ethics and compliance, to protect them. facilitation payments and embargo health and environmental risks, anti-corruption, gifts and invitations policies, were implemented in conflicts of interest, or facts and conflicts of interest. the international subsidiaries constituting an offence or a crime controlled by Groupe ADP. to their representative bodies. The OUR ETHICS AND COMPLIANCE company’s internal regulations PROCEDURES Duty of vigilance stipulate that no employee may be subject to disciplinary action for Group procedures have been The law of 27 March 2017 introduced exercising these rights. Employees’ produced on conflicts of interest a duty of vigilance for parent protection includes confidentiality and gifts and invitations. They companies and contractors with concerning their identity. are disseminated as a priority regard to their subsidiaries, sub- to managers so that they can contractors and suppliers. The aim pass them onto their teams and of this duty of vigilance is to prevent A Group whistle-blow- are available to everyone on the serious violations of human rights ing platform intranet. These procedures enable and fundamental freedoms, and In October 2018, we opened an each employee to understand the serious harm to the health and safety online whistle-blowing platform issues, identify good practices and of persons and to the environment. that meets the requirements of know where to find information if the Potier law (duty of vigilance) they are unsure about anything. and the Sapin II law (fight against A mapping of our suppliers’ corruption). This secure platform social and environmental risks is accessible to all Groupe ADP BAROMETER SURVEY was carried out. The Purchasing employees and to those of its Division of Aéroports de Paris suppliers. As part of the platform, In 2018 we carried out our first a charter sets out the whistle- SA drew up the procurement risk barometer survey of the ethical blowing admissibility criteria, the mapping and notably implemented handling of whistle-blowing and climate to measure our employees’ a Suppliers CSR Charter which, the protection of whistle-blowers. perceptions of it, in particular on since 2018, has incorporated the The charter and platform are the subjects of conflicts of interest requirements of the anti-corruption available in seven languages and corruption. This barometer so that they are accessible law (Sapin II law) and of the law survey also enables us to gauge for staff of our international on the duty of vigilance. (See subsidiaries. They were how well known the whistle- “Procurement” section, page 24.) publicised to our employees and blowing system is and how much those of our main subsidiaries. trust is placed in it. The survey, of International: the Ethics Division, 2097 Groupe ADP employees, was in close collaboration with the carried out by GMV Conseil between Legal Affairs & Insurance Division, November 2018 and January 2019. assessed the level of compliance of the international subsidiaries AIG (Jordan) and TAV Airports (Turkey) and the latter's subsidiaries, local
CORPORATE SOCIAL RESPONSIBILITY 2018 - 18 - GROUPE ADP OUR APPROACH TO CSR Governance and organisation
Ethics and Compliance In 2017 we were added to the Groupe ADP’s internet portal, culture The ethical climate Register of Interest Representatives in the “Passengers” section. in figures kept by the Haute Autorité pour Employees surveyed in In order to strengthen the ethics la Transparence de la Vie Publique + 2018 for the ethical climate and compliance culture within barometer survey (Supreme Authority for Transparency See the 2018 reference document. our Group, the Ethics Division 692 employees of in Public Life), in compliance with the has drawn up a communication, Aéroports de Paris SA. Sapin II law. We have set up an internal awareness-raising and training plan. 36 employees of ADP network of coordinators to centralise International. 8 the actions of each division and send GOVERNANCE 49 employees of ADP Ingénierie. WEBSITES AND E-LEARNING 129 employees of Hub One. them to the Supreme Authority. AND 904 employees of TAV Airports. ORGANISATION An intranet site and a website 187 employees of AIG. UN CONVENTIONS dedicated to the Ethics and Robust governance Results Compliance action plan were We develop our business in line 75 % felt concerned by launched in December 2018. Four the actions taken by the with the principles of the UN Global BOARD OF DIRECTORS AND Group e-learning modules, which company on ethics. Compact (Global Compact) to which EXECUTIVE COMMITTEE are mandatory for all employees, will 88 % said they would be willing we have been signatories since also be gradually set up in 2019. They to be a whistle-blower. 2003. We monitor our compliance Aéroports de Paris is a French 62 % trust the company will cover ethics and compliance, with the ten principles it decrees, société anonyme (public limited to protect them. anti-corruption, gifts and invitations which relate to human rights, company) with a board of directors. and conflicts of interest. working conditions, protection of the An internal regulation defines the Public-sector positions environment and the fight against Board of Directors’ responsibilities OUR ETHICS AND COMPLIANCE corruption. We confirm our support and procedures. Aéroports de Paris PROCEDURES TRANSPARENCY for the fundamental conventions SA makes every effort to comply INTERNATIONAL FRANCE of the International Labour with the principles laid down in Group procedures have been Organisation (ILO) included in the the AFEP-MEDEF governance produced on conflicts of interest We are members of the association Global Compact. In this context, we code for listed companies, which and gifts and invitations. They Transparency International France publish good practice guides that was revised in November 2016 are disseminated as a priority through our parent company are officially recognised by the UN. (and updated in 2019 with the to managers so that they can Aéroports de Paris SA and we We have been recognised as being approval of the Haut Comité pass them onto their teams and subscribe to its principles of at the “ advanced” level since 2015. du Gouvernement d’Entreprise are available to everyone on the transparency. We hold regular (High Committee for Corporate intranet. These procedures enable discussions with the association about BUSINESS ETHICS CIRCLE Governance)). The Chairman & each employee to understand the its practices and its progress in the Chief Executive Officer, Augustin issues, identify good practices and fight against corruption. We have Since 2017 we have been de Romanet, is responsible for know where to find information if signed the Membership Charter of members of the Business Ethics strategic and operational leadership they are unsure about anything. the Forum des Entreprises Engagées Circle, which brings together of the company, supported by (Forum of Committed Businesses) businesses, universities, business the Executive Committee. BAROMETER SURVEY and signed its joint declaration on ethics experts and students. responsible lobbying in 2016. + In 2018 we carried out our first ANTI-DISCRIMINATION MEASURES See the 2018 reference document. barometer survey of the ethical A Group Charter for Responsible climate to measure our employees’ Lobbying was adopted in 2016. It In 2015, at the request of the GROUP SECRETARY GENERAL perceptions of it, in particular on requires compliance at all times with Défenseur des Droits (French the subjects of conflicts of interest our ethical principles when liaising Citizens Rights Protector), we Since 2013 a Group Secretary and corruption. This barometer with public-sector decision-makers. signed the Charter of commitment General, who is a member of survey also enables us to gauge It can be found online on the Group’s to protect equality and fight racism. the Executive Committee, has how well known the whistle- website and requires all our employees All our employees are asked by the been working to make our social blowing system is and how much to be aware that lobbying is an issue Chairman & Chief Executive Officer responsibility policy into an trust is placed in it. The survey, of within the public domain. It also to read this charter and consult the organisation-wide culture. He brings 2097 Groupe ADP employees, was applies to our service providers in website égalitécontreracisme.fr, which together all functions within the carried out by GMV Conseil between this domain. We are contributing presents possible means of action. company working on risk control November 2018 and January 2019. to the development of a guide to and sustainable development. declaring lobbying expenses. Since September 2016, a These functions are carried out by “discrimination” item has been added the Environment, CSR and Regions to the Contact and Complaint Division and the Risk Management Form that can be accessed via and Compliance Division.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 19 - GROUPE ADP OUR APPROACH TO CSR Transparency and CSR performance
A CSR criterion for the Coordination of our General, the information in which Chairman & Chief Executive CSR programmes is provided by the various divisions Officer’s remuneration of Aéroports de Paris SA. OUR CSR NETWORKS The variable gross remuneration INFORMATION AND of the Chairman & Chief Executive We operate via networks, both to AWARENESS-RAISING Officer of Aéroports de Paris is ensure organisation-wide liaison based on three quantitative and between the various divisions of In 2018, we produced a film for three qualitative objectives. One the parent company, Aéroports our employees and stakeholders, of these qualitative objectives is de Paris SA, and its three main shown on the Group website, corporate social responsibility, directly or indirectly wholly-owned presenting our approach to CSR. which includes managerial subsidiaries and to strengthen motivation and employee safety. further our CSR reporting at group level. A CSR network for subsidiaries 9 Involvement of the sets joint CSR guidelines, notably TRANSPARENCY Board of Directors for codes of professional conduct, AND CSR human resources, procurement PERFORMANCE Since 2015 the Board of Directors and the environment. has been directly involved in thinking Reports on our CSR actions and decisions relating to exercising In 2018, we strengthened corporate social responsibility and our network of CSR contacts We report our sustainable assessing CSR performance. by appointing a CSR contact development activities to our for all the group entities. stakeholders. This is done in In 2018, the Board of Directors accordance with the Global examined the “Ethics and 22 CSR contacts in 2018 Reporting Initiative (GRI) guidelines. Compliance” programme and the Since 2015, CSR Information non-discrimination and diversity DESIGN AND IMPLEMENTATION has replaced the Corporate policy for the first time. Responsibility Report that we had The process of designing and published every year since 2006. Operational governance implementing our CSR programmes Our reporting methodology and and CSR is treated as a top priority by our the content of the information senior management and involves we provide are compliant with We regularly present CSR projects to all our employees at all levels. the GRI G4 core guidelines. the group’s operational governance This coordination is undertaken bodies: the Executive Committee, within Aéroports de Paris SA We have set up on our Group the Strategic Investment Committee, by an Environment, Energy and website a data visualisation module and the Environment, Energy CSR Committee whose members of our CSR performance on the and CSR Committee, chaired by include the Airport Directors and environment, human resources Deputy CEO Edward Arkwright. the Directors of Engineering and and community engagement. This Development and of Real Estate. innovative medium reinforces Environment, CSR and It is chaired by the Deputy CEO. our educational tools and makes Regions Division our communication to our The process consists of five phases: stakeholders more transparent. The Environment, CSR and Regions 1 – CSR strategic direction and plan. Division is charged with five key 2 – Objectives for 2020 At Group level: TAV Airports, the missions relating to environmental broken down into KPIs (Key Turkish airport manager 46.12% management, regional economic Performance Indicators). of which we own, was included development, solidarity with local 3 – CSR policy covering for the first time in our annual residents, keeping local residents all relevant aspects. reporting in 2018, covering Istanbul, informed, and management 4 – Implementation and Ankara and Izmir airports. of soundproofing grants. roll-out of actions. 5 – Support for divisions. In 2018, a CSR unit was set up in the Environment, CSR and Regions Every three months the Environment, Division to strengthen our actions CSR and Regions Division presents and make our approach clearer to a scorecard to the Executive all our stakeholders (see page 10). Committee, via the Group Secretary
CORPORATE SOCIAL RESPONSIBILITY 2018 - 20 - GROUPE ADP OUR APPROACH TO CSR Transparency and CSR performance
Management report The scope of the rating covers checked by a third party Groupe ADP (the parent company 2020 target raised and its three main directly or since 2018 We had set ourselves the target An independent third party indirectly wholly-owned subsidiaries). of scoring 83/100 in our Group checks the social, community and voluntary extra-financial rating environmental information set out The rating scale consists in 2020, an improvement of in our management report. This of four levels: five points on the 2014 score. In check complies with Decree no. • 75-100: excellent. 2018, we exceeded our target with an overall Group score 2012-557 of 24 April 2012, relating • 50-75: advanced. of 86/100. As a result, in early to organisational transparency • 25-50: improving. 2019 we decided to raise the requirements in these spheres. Both • 0-25: introduction. target for 2020 to 86/100. our qualitative and quantitative The scores, which are out of data are evaluated, with reasonable 100, take account of three or moderate confidence levels, management principles: policy, + depending on the indicators. system and performance. Details of the subsidiaries’ This report includes the extra- ratings are available on page 87, financial performance declaration GROUPE ADP 2018 “Subsidiaries’ commitment” section. (EFPD) required by Decree no. 2017-1265 of 9 August 2017. Scope: Aéroports de Paris The agency notes an improvement SA, ADP International, ADP in the management principles + Ingénierie, Hub One (policy, system, performance). See the 2018 reference document. on our website. Consolidated score: 86/100 Weighting +4 points (82/100 in 2016; The Group score is a weighted 2018 Extra-financial rating 78/100 in 2014). average of the scores of each +3 points against the 2020 entity in accordance with MEASURING IN ORDER TO IMPROVE objective of 83/100. the following principles: Level: excellent • The “governance”, “environment”, Since 2003 we have had our “customers/procurement” performance evaluated every two The Groupe ADP results demonstrate and “community” themes are years by an independent extra- an excellent level of maturity weighted according to the financial rating agency. Since 2014 it globally, up four points compared turnover of each entity; has been done by EthiFinance. The to 2016. All the entities within • The “human capital” theme is 2018 results are presented here. the scope show improving extra- weighted according to payroll; financial performance. The agency • The 2016 score was recalculated We are the only major European highlights in particular progress on to take into account the airport group that undergoes extra- ethics in all the group entities as consolidation of Hub One financial rating at its own request. a result of the Sapin II law and the (previously two scores were We appear in the main Socially general data protection regulation. allocated, one for the parent Responsible Investing (SRI) indexes company Hub One Télécom and classifications – See Appendix 3. The parent company, Aéroports and one for its subsidiary de Paris SA, obtained the best rating Hub One Mobility) and the Rating areas with an overall score of 87/100 removal of Hub Safe from the We measure improvement in (+4 points) in the “excellent” level. Groupe ADP scope of operations; our performance in the areas of Among the subsidiaries, the agency • Some action areas of the corporate governance, human highlights Hub One (78/100, 8 reference framework do resources (human capital), the points more than in 2016) which not apply to all entities. environment, customer relations, achieved “excellent” level and supplier relations (procurement) and shows the greatest improvement community engagement. Areas for within the overall score. Each improvement that emerge from the with a score of 69/100, ADP rating agency’s recommendations International and ADP Ingénierie inform the improvement plans have reached “advanced maturity” managed by each Group entity and level, improving respectively by coordinated by the Environment, 6 points compared to 2016 for the CSR and Regions Division. former and 3 points for the latter.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 21 - GROUPE ADP OUR APPROACH TO CSR Transparency and CSR performance
2018 RESULTS BY THEME AND BY ENTITY Improvement over 2016 © EthiFinance
ADP ADP ADP SA Hub One Groupe ADP Ingénierie International
OVERALL 87 69 69 78 86 +4 points +3 points +6 points +8 points +4 points
Governance 86 77 71 84 86 +4 points +4 points +4 points +8 points +5 points
Environment 86 77 71 84 86 +4 points +4 points +4 points +8 points +5 points
Human capital 85 77 68 83 84 +5 points +6 points +7 points +9 points +5 points
Customers/ 88 71 71 77 87 procurement +4 points +1 points +6 points +4 points +4 points
Community 83 47 62 71 82 +2 points +2 points +11 points +3 points
Policy 94 80 76 87 93 +2 points +3 points +5 points +7 points +2 points
System 89 71 73 82 88 +5 points +2 points +6 points +8 points +5 points
Performance 78 56 58 68 77 +3 points +5 points +7 points +10 points +4 points
CONSISTENT IMPROVEMENT SINCE 2014 TREND GROUPE ADP 2014 2016 2018 2018 VS 2016 Overall score 78 82 86 +4 out of 100 Score per theme
Governance 77 81 86 +5 Environment 82 86 91 +5 Human capital 77 79 84 +5 Customers/ 79 83 87 +4 procurement Community 74 79 82 +3 engagement
Scope: Groupe ADP: Aéroports de Paris SA, ADP Ingénierie, ADP International, Hub One
CORPORATE SOCIAL RESPONSIBILITY 2018 - 22 - GROUPE ADP OUR APPROACH TO CSR Transparency and CSR performance
2018 RATING OF AÉROPORTS EthiFinance highlights the stronger Procurement DE PARIS SA ownership of environmental matters, 90/100 both in governance bodies and +5 points Overall score: 87/100 in development and engineering (85 in 2016, 81/100 in 2014) + 4 points projects, and its gradual ownership Level: excellent (83/100 in 2016; 80/100 in 2014) by Aéroports de Paris SA’s internal Level: excellent and external stakeholders. The Customer satisfaction: EthiFinance agency notes further progress in notes in particular the new With a score that remains excellent, environmental management and management structure in the up 4 points compared with 2016, the results in line with (or even better Customer Division; an offering put Aéroports de Paris SA approach to than) the targets for reducing together jointly with customers CSR continues to be consolidated. emissions, waste and drinking and new actions to welcome EthiFinance evaluates very positively water consumption. It underlined passengers and disabled and the deployment of the 2016 targets the relevance of the actions reduced mobility persons (PRM). (energy, climate, human capital, taken to promote biodiversity, customers, responsible procurement, while emphasising the need to Procurement: EthiFinance notes ethics and professional codes of continue their deployment. a considerable improvement conduct) included in Connect in responsible procurement 2020, which it deems “in line with Human capital management, with the updating the anticipated trajectory”. It notes 85/100 of the Suppliers CSR Charter, in particular the large projects +5 points more detailed CSR monitoring started since 2016: organisation- (80/100 in 2016; 79/100 in 2014) of suppliers, the improvement wide approach to innovation, Level: excellent of performance indicators (CSR strengthening of compliance and and energy criteria) and actions risk management; prevention culture The score for “Human capital” targeted at supplier compliance. in health and safety and, in the reflects Aéroports de Paris SA’s It also underlines the move to context of the future privatisation of continued efforts to achieve a compliance with the Sapin II law and Groupe ADP, support for employees. cultural transformation of its the measures arising from that. The agency also highlights the operating methods. EthiFinance dissemination of the key CSR issues highlights the SWP (strategic Community engagement to employees, the strengthening workforce planning) report, the new 83/100 of the pledges made in 2016 and issues taken into account in 2017, the +2 points the progress made in developing protection of the external mobility (81/100 in 2016; 75/100 in 2014) policies and the associated systems. system and the career management Level: excellent processes for managers. EthiFinance Governance comments favourably on: in terms EthiFinance notes as positive 86/100 of working conditions, the review points the reorganisation of the +4 points of the managers’ remuneration Environment, CSR and Regions (82/100 in 2016; 78/100 in 2014) system and the deployment of Division units responsible Level: excellent teleworking; in terms of diversity, for participating in regional the appointment of a diversity development, for economic Governance has improved by contact and the creation of an and social partnership and for four points. This good results appeal body; in terms of safety, communication with local residents. is due to “CSR being managed stronger governance and new tools The agency also notes greater by the governance bodies”, to prevent psychosocial risks. clarity and the deployment of the “strengthening of CSR large-scale actions in favour of jobs governance”, which gives it weight Customers and procurement as well as increased monitoring and exposure, and the significant 88/100 of the performance indicators. effort made in terms of risk +4 points Regarding the patronage policy, management and compliance. (84/100 in 2016) EthiFinance praises the creation of Level: excellent the Citizen Engagement Division and Environment/Climate Score per domain employees’ stronger involvement 92/100 Customers in charitable actions and notes +4 points 85/100 the positive effect of the update (88 in 2016, 85 in 2014) +2 points in 2017 of the materiality matrix Level: excellent (83/100 in 2016, 79/100 in 2014) in structuring communication Level: excellent with local stakeholders.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 23 - GROUPE ADP RESPONSIBLE PROCUREMENT
Our Procurement Policy, signed in 2015 by the Chairman & Chief Executive Officer of Aéroports de Paris and by our main subsidiaries – ADP International, ADP Ingénierie and Hub One – aims for economic, ethical, environmental and social excellence. It contributes to improving Groupe ADP's performance and the satisfaction of its customers. It aims to optimise expenditure within operational constraints and the constraints of technical standards, quality objectives, timescales, budget and social responsibility (CSR).
RESPONSIBLE PROCUREMENT ROADMAP 2016-2020 AND ACHIEVEMENTS IN 2018
SDG(1) OBJECTIVES FOR IMPROVEMENT STATUS OUR 2018 ACHIEVEMENTS 2016-2020 SUPPLIERS SDG 7 Energy criteria (energy efficiency) for 50% • 80% of energy-intensive procurements SDG 13 of procurements in 2016 and 100% in 2020. include an energy criterion.
SDG 11 CSR criteria in 75% of our procurements. • Over 92% of energy-intensive procurements include a CSR criterion. • 91% of procurements include a CSR criterion. Renewal of the label • Label obtained in 2014, retained in 2018. Supplier Relations & Responsible Procurement.
SDG 11 Solidarity in procurement • Change in the social inclusion rate in "structural work" projects: from 5% to 7% of the number of anticipated hours. SHELTERED SECTOR SDG 8 Achieve procurements of • €855,000 generated versus a €1.2 million in 2020. target of €1,000,000 in 2018. GOVERNANCE Maintain the ISO 9001 certification • Certification renewed in 2018. (2015 version) obtained in 2016 for the Procurement Division. Maintain conformity with the ISO 20400 • Conformity renewed in 2018. standard (sustainable procurement).
Started In progress Advanced Achieved
RESPONSIBLE PROCUREMENT VOLUNTARY EXTRA-FINANCIAL 100% RATING 2018 OF OUR SAFETY SERVICE (scope: Aéroports de Paris SA) PROVIDERS HAVE BEEN THE SUBJECT OF A SOCIAL AUDIT. 2014 2016 2018
€855,000 +5 OF PURCHASES IN THE points SHELTERED SECTOR IN 2018. /100 81/100 85/100 90
relating to all stakeholders in ETHICS AND the Procurement process. 100% TRANSPARENCY In 2018, a map of ethics and of suppliers under contract corruption risks in procurement was with Aéroports de Paris in 2018 Professional conduct drawn up, in accordance with the were audited without any major Sapin II act. Based on this map, we nonconformity being identified. A Code of Professional Procurement will roll out a mechanism to assess Conduct is appended to the our suppliers before contracting Internal inspection internal regulations of Aéroports and during the performance of the de Paris and its subsidiaries. It contract. In 2019, the approach In 2015, we created an entity contains all of the ethical rules will focus on incoming suppliers. dedicated to internal control,
CORPORATE SOCIAL RESPONSIBILITY 2018 - 24 - GROUPE ADP RESPONSIBLE PROCUREMENT
reporting to the Director of Services, by the Minister for the Economy 3 – combat corruption; Logistics and Procurement, to and by Compagnie des dirigeants 4 – protect the environment. enhance ethics and compliance in et acheteurs de France, France's procurers' practices. Two people are purchasing managers' organisation. It In 2018, the charter was revised, responsible for risk management presents ten best practices to major in liaison with the Ethics and and internal control. The Services, companies to build a framework of Compliance Division, to incorporate Logistics and Procurement Division reciprocal trust and a sustainable the requirements established by works in close collaboration and balanced relationship that the Sapin II anti-corruption act with the Ethics and Compliance protects suppliers' interests. The and by the act on the duty of Division of Groupe ADP. label certifies compliance with vigilance for the prevention of the charter's commitments and social, environmental and energy CSR ADVISORS includes the appointment of a risks (Potier act). The follow- mediator to foster conflict resolution. up audits and plans were also In 2018, a CSR advisor was The Audit Director performs this enhanced. Since November 2018, appointed to the Services, Logistics role within Aéroports de Paris. this comprehensive charter has been and Procurement Division. associated with all new contracts. A Group Procurement Advisor was ISO 20400 standard appointed in 2015 to coordinate Risk mapping and manage synergies between Since 2018, the Services, Logistics the parent company and its and Procurement Division has SOCIAL RISK subsidiaries. We hold meetings with followed the guidelines of the non- our subsidiaries every two months. certifiable standard ISO 20400 Social risk mapping in procurement In relation to CSR, the Procurement Sustainable Procurement, in which identifies services with high social Advisor's role includes deploying it has obtained the conclusive level. stakes (health, safety at work, the responsible procurement The performance level is the subject etc.) per procurement segment measures across the entire Group. of an annual follow-up audit. and provides input for supplier performance analysis before and QUALITY AND OUR SUPPLIERS' after contracting. Since 2014, certain RESPONSIBLE LABEL CSR COMMITMENT contracts in progress – notably services contracts – have been the Quality CSR criteria in our subject of social audits conducted procurement contracts by an independent firm. The results The ISO 9001 certification of the are presented to the companies procurement process quality In keeping with the and can potentially result in an management system, obtained in recommendations of the Supplier improvement plan. We also have December 2016, was maintained Relations & Responsible Procurement a tool for checking our suppliers' in 2017 and 2018 during the Charter, our procurement process social and financial information. annual monitoring audits. incorporates such criteria into the assessment of our tenders. For the 100% + majority of invitations to tender, of safety service providers and The Procurement Division was we draw up an assessment grid 88% of road service connection named "organisation of the that comprises environmental and works contracts were the subject year" by the EIPM-Peter Krajlic labour criteria and complies with of a social audit in 2018. Awards of the European Institute best practices in the procurement of Purchasing Management sector. These criteria account for ENVIRONMENTAL RISK (EIPM) in December 2017. 5% to 10% of the score of bids. The environmental risk map was Responsible charter Our supplier CSR charter updated in 2018, in liaison with the and label Environment, Territories and CSR Since 2014, during the contracting Division. This new map identifies In 2010, Aéroports de Paris signed process, our suppliers have signed the environmental risks and key the Supplier Relations & Responsible up to our supplier CSR charter that challenges for Aéroports de Paris SA. Procurement charter and in 2014 applies to the Aéroports de Paris SA An action plan is being prepared to obtained the Supplier Relations & scope. They undertake to: cover the risks identified and adjust Responsible Procurement label. 1 – respect human rights; the CSR rating grids for selecting This label has been maintained 2 – adopt best practices for industrial suppliers. An energy performance since. The charter is put forward relations and work conditions; criterion, separate from the CSR
CORPORATE SOCIAL RESPONSIBILITY 2018 - 25 - GROUPE ADP RESPONSIBLE PROCUREMENT
criterion, is incorporated into our help us to ensure the fluidity of our with the Gesat grouping of adapted invitations to tender where justified processes, including a collaborative businesses, on families of innovative by the purpose of the contract. procurement platform for managing procurements with strong potential records and contracts, a system that for Groupe ADP (computing services helps with drawing up invitation to or minor building repairs, for Energy and life cycle tender documents and a platform example). We carry out awareness- In 2018, we developed an for the electronic signature of new raising initiatives with our procurers internal procedure to integrate the "life cycle" approach into contracts and amendments to and prescribers. We intend to the procurement process, in existing contracts. This enables us increase our visibility in this sphere. accordance with the requirements to exchange secure information of the ISO 14001:2015 standard. with our suppliers in real time and Social inclusion clauses This approach takes into guarantee the traceability of flows. account the environmental impacts at each stage of the Since 2013 we have included social life cycle. We also enhanced Well-developed dialogue inclusion clauses in some of our the consideration of energy procurement contracts. These efficiency in our procurement. A The dialogue constructed with clauses commit our suppliers to quantified performance target is our suppliers relies on three main reserving some working hours incorporated into contracts that have a high impact on Groupe tools for keeping them informed for people experiencing social ADP's energy consumption. A and gathering their feedback: work-related problems. guide has been made available 1 – The "business" aspect of our website. to prescribers and purchasers. 2 – The reversed barometer – we As part of the contract for the The "energy" criterion concerns give our suppliers the opportunity connecting building between the 50% of targeted contracts since 2016 and will concern 100% to respond to a barometer survey Paris-Orly terminals, in July 2018 of these contracts in 2020. that measures their satisfaction we achieved a total of 100,000 with our procurement practices. inclusion hours, which is the target 3 – A web page for contacting initially set for the entirety of this CONTINUOUS IMPROVEMENT our Supplier Mediator. project until its completion in 2019.
In the context of our quality 80% In the case of four other major management, we operate a supplier In 2017, our suppliers reported projects in progress, at Paris- performance measurement system 80% overall satisfaction, as in Charles de Gaulle and Paris-Orly, we for certain specific contracts. This 2016 (source: SME Pact). have anticipated a total of 200,000 enables us to assess the quality of inclusion hours. A contract with a and compliance with contractual SOLIDARITY IN company specialising in this area will commitments. We are then PROCUREMENT help to bring together contractors able to introduce a continuous and social inclusion companies. improvement system with them. To expand our solidarity in procurement, we are working OUR PARTNER Innovating with SMEs on two fronts: relations with the NETWORK sheltered and adapted work Since 2012, we have been members sector and social inclusion. We surround ourselves with partners of the SME Pact association, who are specialists in the domain which manages and encourages Sheltered and adapted work of responsible procurement. Since partnerships between key 2011, we have drawn on a partnership accounts and innovative SMEs. For the 2016-2018 period, we set with the Gesat, an organisation Our Innovation unit identifies SMEs ourselves the objective of reaching that facilitates contact between the capable of developing cutting-edge €1 million in orders annually from sheltered and adapted work sector solutions with us. We regularly companies in the sheltered and and contractors. Our subsidiaries hold meetings between SMEs and adapted work sector at the end can also make use of these. We are our procurers in order to remain of 2018. In order to maintain gradually increasing our interaction attentive to the supplier market. constant improvement, we are with several players in the world identifying the procurement of disability, including dedicated A secure system sectors offering opportunities. In recruitment agencies. We are members 2018, we achieved a procurement of the Observatoire des Achats We have advanced interconnected throughput of €855,000 with the Responsables (Obsar, Responsible electronic tools covering all of our sheltered and adapted sector. Procurement Institute) and of the procurement processes. Several tools We have worked, in partnership Agrion network of CSR experts.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 26 - GROUPE ADP HUMAN RESOURCES
Our workforce policy contributes directly to the priorities of the Connect 2020 Strategic Plan and the Economic Regulation Agreement 2016-2020. It aims to improve collective performance while ensuring respect for diversity, equal opportunities and our employees’ quality of life.
1 OUR PRIORITIES P. 30
2 PROFESSIONAL DEVELOPMENT P. 31
3 DIVERSITY P. 34
4 WORKING CONDITIONS P. 37
5 HEALTH P. 38
6 QUALITY OF LIFE AT WORK P. 40
7 INDUSTRIAL RELATIONS P. 41
HUMAN RESOURCES VOLUNTARY EXTRA-FINANCIAL RATING 2018 (scope: Aéroports de Paris SA)
2014 2016 2018
th 5 PLACE +5 HAPPY TRAINEES points RANKING 36.8% IN 2018 OF WOMEN MANAGERS IN 2018 /100 COMPARED WITH 35.6% IN 2014. 79/100 80/100 85 4,225 EMPLOYEES ELIGIBLE FOR TELEWORKING. €2.5M OVER 3 YEARS MADE WITH THE PROTECTED 33.1% SECTOR. of employees recruited in 2018 were young people compared with a target of 30% over 3 years.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 27 - GROUPE ADP HUMAN RESOURCES Human Resources roadmap 2016-2020 and achievements in 2018
SDG(1) OBJECTIVES FOR IMPROVEMENT STATE OUR 2018 ACHIEVEMENTS 2016-2020 OPTIMISE SDG 5 Organise our resources in the interests • Recruitment of 75 managers and SDG 8 of operational robustness. 79 non-managers in 2018. SDG 4 Rationalise our organisations and • Work on organisational changes: Airport SDG 8 departmental structures for greater operations division, Information Systems effectiveness and responsiveness. division, reception skills; international; Paris- Orly and Paris-Charles de Gaulle 2020. • Creation of the Services, working environment and logistics division. • Introduction (in progress) of the induction process and internal redeployment in the context of the “Welcome to Paris” project. • Redeployment process and/or bridges between occupations: Duty Office Operations Manager pool, paramedic pool, HR pool, firefighter pool, technical occupations’ pool. SDG 4 Apply our tools and processes to ensure • Continuation of the Mob’RH tool SDG 8 more rigorous management practices. (coordination of skills development) for managers and extension to non-managers. Implementation of professional development reviews. • Implementation of new collaborative systems such as co-development, wiki (OPCC), learner networks, lean analysis of operational processes. • Budgetary responsibility of divisions in areas that concern employee benefit costs (including payroll, training and temporary work). • Signing of a new SWP agreement for 2019-2021. ATTRACT SDG 8 Become the employer of choice for talent. • Redesign of the fast-track management process (“Cadre Viviers”): Graduate Programme (shared recruitment, network coordination). SDG 8 • Implementation of the induction system: On Boarding project (gamification and uploading of information to a web platform). SDG 8 • Great Place to Work© survey rolled out and division action plans pending. • Continuation of forums and familiarisation exercises for airport occupations (including coordination by the Environment, CSR and Regions Division: Orly International – forum on jobs for disabled people, etc.)
Start-up In progress Advanced Achieved (1) For a better understanding of our SDG decisions, please refer to pages 12 and 13.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 28 - GROUPE ADP HUMAN RESOURCES Human Resources roadmap 2016-2020 and achievements in 2018
SDG(1) OBJECTIVES FOR IMPROVEMENT STATE OUR 2018 ACHIEVEMENTS 2016-2020 SDG 8 Innovative systems and ways of working. • Continuation of the Sparted project (gamification of the induction process); generalization of the Speach Me project (video capsule and online) and AEF 2018 award for this trial. • Continuation of the uploading of the digital passport, which provides an introduction to the digitization of processes. Launch of the “Impulsion RH” project. SDG 8 Promote the Groupe ADP brand. • Definition of the employer brand's pledges and implementation of a “The Brand” e-learning course; presence on professional social-media networks. • Employer brand events (StepStone Digital Challenge, Happy Trainees, Trium forum (engineering universities) • Partnerships signed and in place with Sciences Po, HEC, Essec and Enac, and Training of technical occupations. EXPAND SDG 8 Synergy and shared experiences • Support for those on work placement with our networks. during their induction and departure (in liaison with Air France-KLM). SDG 4 New issues and markets with our regions. • “Our District’s Got Talent” operation; partnership with Mosaïk RH; inter-ministerial labelling of the Trades and Qualifications Campus managed by the Roissy-CDG Public Interest Group for Employment (in connection with the signing of PaQte). • Actions dedicated to the employment of young people from the city's priority districts and preparation for recruitment (“Envol Pro” scheme). • Labour audits of our subcontractors’ HR commitments at airports. SDG 8 Export of our expertise. • Continuation of the “Staff Exchange” SDG 5 programme with TAV Airports and Schiphol Group and secondment/ expatriation of Groupe ADP employees - focus on short expert assignments (Madagascar – Francophony days, Schiphol Group, Digital assignments).
Start-up In progress Advanced Achieved (1) For a better understanding of our SDG decisions, please refer to pages 12 and 13.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 29 - GROUPE ADP HUMAN RESOURCES Our priorities
1 Balancing workforce higher-education establishments OUR PRIORITIES management and employees carrying out external mobility projects. RECRUITING FOR OUR MATERIALITY MATRIX* CORE BUSINESSES We also broadcast a promotional ISSUES 12, 13, 14, 15 video aimed at these students and RANKED: We have been developing the employees on our Group website, 12 “VERY IMPORTANT” 13, 14, 15, 16 “IMPORTANT” recruitment process within our YouTube and social media. core business lines over the past * See page 7 et seq. three years. To meet our payroll Since 2017, we have stepped up our optimisation and management presence on social media. We have A strategic issue targets, our payroll coordination released 14 videos on these networks system comprises a forward-looking to raise awareness of our occupations Faced with a changing air transport “employment and skills” section and recruitment requirements. sector and growing competitive whose purpose was revised in 2018 pressure from other airports, we as part of a new SWP agreement for On the professional networking must innovate constantly. Our 2019-2021. Changes in the workforce site, LinkedIn, the number of competitiveness depends on our require the implementation of a subscribers to our page has risen by employees’ involvement, their workforce safeguarding plan in 55% in one year and the number of willingness to take initiative and order to anticipate departures, employee accounts has risen by 9%. the synergy between their talents. particularly in the core operational and airport businesses. We have also created an internal IMPROVING PERFORMANCE AND social network that brings together QUALITY OF LIFE AT WORK GRADUATE PROGRAMME more than 1,100 employees.
Our human resources policy aims to We anticipate a medium-term FOUR BRAND PLEDGES improve the company’s collective supply of candidates for key posts efficiency and social responsibility in the organisation thanks to our In 2016, on the occasion of our third while maintaining industrial relations, Graduate Programme. The purpose Economic Regulation Agreement, which is vital to the development of this programme is to attract the Chairman & Chief Executive of its projects and to its employees' young graduates from leading Officer of Aéroports de Paris signed quality of life. This policy is gradually higher-education establishments twenty brand pledges, including four expanding across the entire Group. and those with Masters degrees that concern our staff and together into a range of occupations. form the golden thread running We anticipate and support changes These young recruits will follow through our employer brand. to occupations and employment, a pathway of three mentored Pledge 17 – Becoming part of while applying our four values: eight-month assignments, in three a group that is performing well trust, commitment, boldness and different entities, before taking up in a fast-growing industry. openness. We are particularly a position within our operational, Pledge 18 – Growing professionally attentive to industrial relations, technical or support subsidiaries. within an international group well-being in the workplace and that offers a wide range of jobs the prevention of health risks. FORUM FOR ACCESS TO EMPLOYMENT and career possibilities. Pledge 19 – Joining a group Our 2016-2020 roadmap (page In 2018, we participated in 20 that is rapidly expanding, has 28) sets out the commitments of (physical and virtual) airport customers at its heart and our third Economic Regulation occupation and recruitment makes innovation a priority. Agreement (2016-2020) and the forums. Since 2015, we have also Pledge 20 – Being part of a group three priorities identified by the been partners of the University- that is committed to strong values, Connect 2020 Strategic Plan: Enterprise Encounters Initiative plays a key role in its region, and optimise, attract and expand. of Sciences Po and Atout demonstrates social responsibility. Jeunes et Universités (AJU).
Our image as an employer
We are implementing an action plan intended to boost our image as an employer with students in
CORPORATE SOCIAL RESPONSIBILITY 2018 - 30 - GROUPE ADP HUMAN RESOURCES Professional development
A GOOD IMAGE AS AN EMPLOYER 2 SWP PROFESSIONAL In 2018, we appeared in several DEVELOPMENT THE 2016-2018 AGREEMENT ratings of the best companies to work for: fifth place in the Happy MATERIALITY MATRIX* On 29 January 2016, we signed our Trainees ranking of companies first collective agreement relating to ISSUE 14 whose trainees are “the happiest”, RANKED: “IMPORTANT” strategic workforce planning (SWP), 26/250 in the Randstad Awards skills training and the generational under the “Transport and logistics” * See page 7 et seq. contract for the three-year period, category; 139/500 in the “Best 2016-2018. This agreement signals Employer in France 2018” ratings, Talent management, including our will to link these three issues published by Capital magazine, in the career development, is a priority for together very closely and to “Transport and logistics” category; our organisation and contributes encourage internal mobility and 10th best company with more to making our employer brand increase supply levels for posts. than 5,000 employees according more attractive. It is underpinned to Happy/Index®AtWork (ranked by our endeavours to ensure the THE 2019-2021 AGREEMENT by employees) developed by the satisfaction and employability ChooseMyCompany platform; score of the people we recruit. In the second half of 2018, of 4.3/5 on Glassdoor (appraisal negotiations on the renewal of the of the company and of general Anticipating change SWP agreement began and ended, management); 72/100 in the Online on 16 January, with the signing of a Talent Communication ranking of Our employment policy aims to new three-year agreement (2019- Otac Potential Parc; score of 3.6/5 anticipate changing job roles and 2021) in order to prepare for the on the social network, Viadeo. to steer career development while challenges posed by changes to the continuing to fulfil our corporate workforce and skills in around 2025. Our culture of social social pledges. In accordance with responsibility the goals of our Connect 2020 Thanks to the first SWP agreement, Strategic Plan, we are optimising we were able to structure our policy The Human Resources Division our resources and processes and on how to support changes within participates, in the areas that transforming our organisations. In the company. With this second concern it, in the organisation-wide order to attract and retain talent, agreement, we have strengthened management of CSR alongside the we are devising new work and the tools and resources available Environment, CSR and Regions management methods, as well as for the policy's implementation. Division and takes part in the developing skills. We encourage The aim is to respond, more resulting actions. It promotes the self-determined mobility, which is specifically, to the challenges raised pledges made within our Group important for career progression by changes to employment and CSR Charter and to this end makes and enrichment and a lever skills, while safeguarding careers use of various incentivisation for economic performance. and professional development. tools, both financial and non- financial. The Chairman & Chief
Executive Officer has asked that OUTCOME OF THE 2016-2018 SWP AGREEMENT a CSR objective be included in Objective 2018 results the objectives of managers. 2016-2018 as a % as a %
Work-study rate 3 3.1
Recruitment of young 30 33.1 people (under 25 years of age)
Recruitment of 2 7.1 older people (over 50 years of age)
Internal mobility >16.9 (2015) 21.9
CORPORATE SOCIAL RESPONSIBILITY 2018 - 31 - GROUPE ADP HUMAN RESOURCES Professional development
Under this second agreement - like In 2016, we set up a joint internal Training in the first - we shall continue to occupations and skills observatory. In create and share a forward-looking 2018, we pursued the development Our training programmes support vision of our occupations and skills. of three priority projects launched our employment policy, mobility Updated in 2018, this vision will be in 2017 to address the challenges and the projects stemming from extended to cover a period of five associated with the Group’s growth: the SWP. Their purpose is to years as from 2019, in accordance updating of career review processes, help staff to adapt to changes with the new agreement, in order to building a tool for managing in the way work is organised, anticipate, in particular, the impact professional development based on technological advances and changes of employee retirement in the future short- to medium-term organisational in our culture and management and to safeguard the renewal of skills. needs, and a process for reviewing practices, and to develop new talent management internationally. skills to support redeployment. Provisions concerning jobs for young people and seniors are Mobility In 2018, we supported the also included in the new SWP “Welcome to Paris” project, which agreement, in line with the previous OUR MOBILITY CHARTER aims to foster a welcoming attitude agreement (see page 31). and approach towards customers Our Group Mobility Charter, among all members of staff. We TALENT AND CAREER PROGRESSION published in June 2015, sets out strengthened the digital training the mobility principles for our offer available to all employees, The SWP is our key tool for steering business and commits managers particularly training in office career progression and mobility. It and Human Resources staff to automation and languages. ensures we use suitable means that applying them and promoting Our subsidiaries develop training enable employees to adapt their them in a transparent manner. programmes appropriate skills in line with changes within the to their activities. organisation and sets out an MY MOB’: OUR MOBILITY TOOL attractive vision of their career path. 3.7 million euros This guidance is based on our job We are putting our mobility policy spent in 2018 on job training role framework and a skills into practice through the My Mob’ and skills developments for framework, both updated in 2017. programme with the help of staff, Aéroports de Paris SA. dedicated careers centres, events, and an intranet site dedicated to NEW RECRUITS AND PROMOTIONS Main lines mobility. The computerised MyMob’ of the agreement HR tool helps managers assess Our organisation-wide induction Have a presence in all airport the skills of their staff and brings programme, entitled “On boarding”, value-chain competencies, particularly in high value-added together all the questionnaires offers new recruits – managers, and expert competencies. relating to the performance and workers, employees, technicians and Secure the renewal of career development interview, supervisors – a range of information, competencies thanks to internal objectives and employee appraisal. discussion and awareness-raising levers (career paths focused on It was rolled out for managers in modules. We tell them about the critical skills, orientation and redeployment of employees) 2016 and for workers, employees, organisation and its strategy, ethics, and external levers (external technicians and supervisors in values and social pledges. A digital recruitment, accompanying 2017. In 2017, we also overhauled welcome booklet and a smartphone of external mobility projects, the performance appraisal app have been developed. employees who are retiring). system for managers in order to Acquire and develop new competencies. increase their involvement in the organisation’s overall performance.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 32 - GROUPE ADP HUMAN RESOURCES Professional development
INDIVIDUAL TRAINING A NEW MANAGEMENT MODEL toolbox were made available to them: 1,589 employees logged In addition to the regulatory training By working on managerial skills into this space in 2018. that helps maintain skills, our we can improve the quality of • Lead & Change targeted employees benefit from training day-to-day labour relations. Since 130 top managers to help pathways designed to suit their 2015, a formalised approach to them embody the leadership own needs and ambitions. Training management development has principles and thereby facilitate for mobility or redeployment and provided a common reference point the company's structural and individual training can take the for line and project managers. This cultural transformation. form of accreditation of prior process increases self-awareness • Since 2017, they have had access learning (Validation des Acquis and strengthens the systemic to a 360° feedback programme d’Expérience or VAE), a long-term impact. At the end of 2018, that evaluates, in particular, their training course or modular courses feedback revealed the existence of managerial skills on the basis of linked to taking up a new position. managerial practices that performed feedback provided by colleagues. Training may be combined with better in terms of commitment, work experience, especially in the empowerment, feedback, flexibility, In 2018, each manager received context of a mobility project. cross-functionality and cooperation a remote one-to-one coaching as well as the transformation of offer, in addition to the traditional We reserve a time budget of processes and bodies (particularly face-to-face assessment, 22,000 hours specifically for in terms of decision-making). The development and coaching offer. training for internal promotion greater integration of methods and redeployment. that make use of collective Supporting change: the Human intelligence at the service of Resources Division works with Every year, we take a large performance was also noticed. the teams concerned by an number of sandwich-course organisational change project so that students on apprenticeship or they can incorporate the support work experience contracts. As at 4 values and 4 provided before any changes occur. 31 December 2018, 214 sandwich- principles In 2018, this process concerned far- course students were working within The basis of the managerial reaching changes at Paris-Charles the organisation, including 188 on model comprises four Group de Gaulle and Paris-Le Bourget. values (trust, commitment, apprenticeship contracts and 26 boldness and openness), on work-experience contracts. four managerial roles that Co-development: we offer embody these values and managers co-development Managerial development four leadership principles that programmes during which illustrate associated know-how: they are invited to meet their • develop a better understanding Within their respective divisions, counterparts in other divisions in and awareness of oneself; managers assume responsibility for • come together around order to work together on their implementing Human Resources an inspiring vision; managerial practices. A mentoring (HR) policies, with support from • develop autonomy and project is currently in place. their local HR function. They set empowerment; • take practical steps to objectives for their units in terms of CSR training: within our “Flight embrace cooperation. headcount, develop their staff’s skills Path” modules, which focus on and help them work towards their basic management principles, we career goals. They are partners in SPECIFIC SUPPORT PROGRAMMES have created CSR awareness-raising organisational agreements and their modules. These modules were implementation. They contribute Between 2015 and 2017, all taken this year by 90 Aéroports to risk prevention. They are made managers benefited from specific de Paris SA employees (over 500 aware of the human values upheld training and awareness-raising in 2017 and over 200 in 2016). by the organisation’s social policy. programmes that focused on We also involve them in putting the values, managerial roles together the training plan for their and principles of leadership. staff and we give them training for • Attitude Manager invited 1,700 their role of acting on behalf of senior supervisors, managers and the Human Resources Division. senior managers to embrace the managerial practices stemming from the company's four values. A manager’s guide and an online
CORPORATE SOCIAL RESPONSIBILITY 2018 - 33 - GROUPE ADP HUMAN RESOURCES Diversity
3 THE MAIN PROVISIONS 495,291 euros DIVERSITY The amount of the free portion By signing its first Diversity of the apprenticeship tax spent MATERIALITY MATRIX* Agreement, Groupe ADP has in 2018 in favour of diversity. signalled its will to guarantee career ISSUE 16 HIGH-CLASS TRAVEL: “IMPORTANT” progression for all employees based Public-sector commitments solely on skills and experience. * See page 7 et seq. The Agreement refers to the 24 DIVERSITY CHARTER discrimination criteria listed by law. A long-standing commitment Within our organisation, four criteria Aéroports de Paris and its main have already been the subject subsidiaries are signatories For several years, we have had of negotiations, agreements and to the Diversity Charter, which a proactive policy that commits action plans (gender, disability, supports cultural, ethnic and social us to promoting diversity union membership and age). diversity within our organisation and equal opportunities. (2013 for Aéroports de Paris, Our commitments: we are 2014 for ADP International, ADP First Diversity Agreement committed to giving concrete Ingénierie, a subsidiary of ADP expression to our policy via HR International, and Hub One). On 27 April 2017, Aéroports de Paris processes that ensure equal signed its first Diversity Agreement, opportunities and treatment EQUALITY PACT for the period 2017-2019, the for all our employees. We have outcome of a process launched appointed a Diversity Officer who In March 2017, we signed the in 2012 with its first Diversity must implement and be the driving Department of Employment’s “Pact assessment. This Agreement consists force behind the diversity policy. for the equal treatment of job of organisation-wide commitments We have set up a review body for candidates regardless of origin”. for all discrimination criteria. These employees, run by the Diversity provisions are part of the ongoing Officer. We have defined monitoring REGARDING OUR SPHERE agreements under which the indicators and are making sure OF INFLUENCE organisation is already committed to of everyone’s commitment. equal opportunities (5th Agreement We communicate and promote on Workplace Equality Between STEREOTYPES our approach by organising or Women and Men, 9th Disability participating in inter-company Agreement, 1st SWP Agreement). Since 2015, we have taken a range of discussions. We raise the awareness measures to help our staff become of our partners and service providers. This Agreement is accompanied aware of discriminatory stereotypes, by communication and awareness- especially sexist stereotypes. Gender equality in raising campaigns. A summary is the workplace currently being prepared for those DIVERSITY AND THE involved in recruitment. Where our APPRENTICESHIP TAX FIFTH GENDER EQUALITY AGREEMENT service providers and partners are concerned, we are communicating The way we distribute the free On 29 November 2017, we signed our commitments and continuing portion of the apprenticeship our fifth three-year agreement to to incorporate social criteria into tax reflects our approach to promote equality in the workplace our consultation documents. diversity. We make donations to between women and men for educational establishments that the period, 2018-2019. This fifth promote or encourage diversity, agreement reaffirms, among other to organisations that contribute things, our will to improve the to training disadvantaged young gender balance within particular people such as “Écoles de la occupations and to ensure equal Deuxième Chance” (second-chance pay. A Gender Equality Officer has schools), and specialist training been appointed. We are aiming for centres for people with disabilities. 40% of our managers and 50% of recruits to our Graduate Programme to be women, compared with 40% in our previous agreement. We are continuing our partnership with the women’s network, “Elles
CORPORATE SOCIAL RESPONSIBILITY 2018 - 34 - GROUPE ADP HUMAN RESOURCES Diversity
Bougent” (Women Taking Action). 36.8% 2016-2018, in support of employing We are planning other measures, The proportion of women people with disabilities, was signed including increasing the proportion managers in our organisation in by all the unions on 25 January 2016. of women in senior management. 2018 (36.7% in 2017, 36.1% in 2016, It seeks to facilitate and favour the 36.3% in 2015, 35.6 % in 2014). employment and retention of people with a disability and to strengthen Pay gaps: since 2014, pay-gap our support for the sheltered HeForShe situations have been examined on a work sector. Some of its measures On the occasion of International case-by-case basis. Our new Gender apply to employees caring for a Women’s Day on 8 March 2018, Equality Agreement 2017-2019 child or a partner with a disability. Groupe ADP demonstrated its commitment to diversity makes provision for carrying out a It will be renegotiated in 2019. by supporting the HeForShe pay assessment and the automatic campaign. Launched in 2014 analysis of any gaps. With regards THE FOUR STRANDS OF THE by the Goodwill Ambassador, to pay gaps, 16 assessment requests 2016-2018 AGREEMENT Emma Watson, and the former were made in 2018 for a workforce Secretary-General of the United Nations, Ban Ki-Moon, HeForShe of 2,409 women: three resulted The 2016-2018 Agreement is is a UN solidarity programme in pay being adjusted. The overall organised around four themes: that invites men and boys to pay gap between men and women - action to support take the floor and fight against (based on average gross pay) is continuing employment; inequalities that affect women now below 9% (10% in 2017, after - the issues of induction and and girls around the world. remaining unchanged at 9.3% in 2015 job training, including hiring and 2016). In 2019, a new specific for the ordinary workplace; PERFORMANCE study on salary structures and pay- - obtaining support from adapted gap factors will be carried out. businesses and from establishments Increasing the proportion of and services for helping people with women on the Board of Directors OUR GENDER EQUALITY IN THE disabilities to find employment; and the Executive Committee WORKPLACE NETWORKS - raising awareness among relevant In 2018, half of those on our Board people within the organisation. ` of Directors were women. We are We are partners of the “Elles participating in the “Board Women Bougent” association, which 7.5% Partners” programme, the aim of promotes teschnical and engineering The proportion of jobs held by which is to increase the proportion occupations to female students at disabled staff at Aéroports de of women on Boards of Directors. secondary schools and in further and Paris in 2018. In 2014, we achieved Our Executive Committee has higher education establishments: a rate of 6.46%, which exceeds one woman on it, amounting to 40 of our female employees have the legal requirement of 6%. an 8% female membership rate become mentors. In February 2018, at the end of December 2018. we took part with “Elles Bougent” In 2018, people with in a national innovation challenge disabilities represented 0.65% Our promotion rate is favourable (“Innovatech”) during the “Networks of external recruitments; 451 for women: 5.2% versus 3.8%. The and careers for women” forum and, people with disabilities were proportion of women among our in November 2018, in a “Science and part of the Aéroports de Paris total workforce promotions was engineering for women day” event. permanent workforce. 43.6% in 2018, higher than the overall proportion of women (37.6% In October 2018, for the fifth ESATS (ESTABLISHMENTS AND in 2018, 37.9% in 2017 and 2016). A time, more than one hundred SERVICES TO HELP PEOPLE WITH large proportion of recruits are still male and female employees took DISABILITIES FIND EMPLOYMENT) taken from technical and regulatory part in the annual charity long- occupations, which have a very distance race organised by the We aimed to achieve revenue of 2.4 high proportion of men. Shifting the association, Odyssea, on behalf million euros over the duration of balance to include more women at of the Gustave Roussy breast- the Agreement with companies in senior levels within the organisation cancer research institute. the adapted and protected sector, or has plateaued. The proportion of €800,000 per year. This target was women managers stands at 36% in Disability beaten with revenue of 2.5 million the top management committees. euros over three years. In 2018, we In 2018, we celebrated the 27th entrusted €855,000 of services anniversary of our Disability Policy. to 16 suppliers from this sector. Our 9th three-year Agreement, for
CORPORATE SOCIAL RESPONSIBILITY 2018 - 35 - GROUPE ADP HUMAN RESOURCES Diversity
OUTCOME OF THE 2016-2018 DISABILITY AGREEMENT 2016-2018 target by category Outcome as at 31 December 2018
Permanent employment contracts minimum of, 15 11 (73% of the target)
Sandwich-course contracts minimum of, 6 2 (33% of the target)
CAE and/or fixed-term contract (1) 15 4 (27% of the target)
Disabled interns (2) minimum of, 6 12 (200% of the target)
Global target: to recruit at least 42 people who qualify under the mandatory employment of disabled workers (OETH). Remark: 2018 was characterised by the withdrawal of CAE contracts in the company, which affected the CAE target and the permanent employment contract target as a very large share of those recruited on a permanent basis previously had a CAE contract. Scope: Aéroports de Paris SA.
(1) CAE: support-in-employment contract. CDD: permanent employment contract. (2) from specialist training centres, secondary and higher education establishments and into-work and back-to-work organisations.
OUR DISABILITY TASK FORCE Generational contract OLDER EMPLOYEES
Our Disability Task Force is Our SWP Agreement 2016-2018 We aim to keep older employees in the go-to point of contact for incorporates the provisions relating work and provide training to support disabled employees. Employee to the generational contract (for their professional development. volunteers act as “induction combating youth employment, We offer older employees a full buddies” for new recruits with retaining older employees, passing end-of-career planning process. disabilities. We are partners with on knowledge and combating the disability advisory clubs. discriminatory recruitment practices). The 2016-2020 Agreement provides for older workers YOUNG PEOPLE (minimum age of 50) to account Duoday 2018 for 2% of employees recruited on In 2018, Aéroports de Paris took We back the promise to facilitate permanent contracts, with over- part in the first national Duoday. On a specific day throughout the recruitment of young people 55s making up an average of 14.5% France, a company, a local and their integration into the of the average workforce. In 2018, authority or an association labour market. We support the recruitment rate was 7.1% of hosts a disabled person who young people through specific permanent contracts (5.1% in 2017, teams up with an employee who mechanisms for accessing training, 4.4% in 2016) and the share of over- volunteered to take part in this initiative. Duoday was rolled out accommodation and transport. 55s in the average workforce was in France in 2018 by the secretary 22.6% (22% in 2017, 20.5% in 2016). of state to the prime minister Over the term of the SWP In 2018, we introduced end-of- responsible for disabled people. Agreement, we have set a target career part-time schedules in the to ensure 30% of our permanent form of skills-sharing schemes. contracts go to young people. Employees may work within an Every year, our Disability Task In 2018, we achieved a rate association with which they share Force takes part in a range of events of 33% (43.8% in 2017; 40% their professional experience. (See related to employment for people in 2016). The 30% target was the “Solidarity” chapter in the with disabilities, such as the virtual increased to 35% under the new Social commitment section.) online forum “Talents Handicap” and SWP Agreement 2019-2021. the “Disability, Jobs and Responsible With the high-priority Procurement” fair. It also organises, Since 2017, in order to increase areas of the city throughout the year, awareness- diversity among recruits to our raising events for employees, Graduate Programme, we entered For several years, we have particularly during the European into a partnership with Mozaïk undertaken various initiatives aimed Disability Employment Week. HR, a recruitment and human at secondary-school students and resources consultancy specialising young graduates aged 18 to 26 in Since 2013, we have been in promoting diversity. priority districts of the city policy partners of the Institut National (QPV) under the “Companies des Jeunes Sourds (Young and Districts” charter, to which deaf people’s association). the Group was a signatory.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 36 - GROUPE ADP HUMAN RESOURCES Working conditions
In 2016, we signed the Seine- 4 Pay Agreement Saint-Denis Equality Charter. WORKING CONDITIONS 2018 In September 2018, Groupe ADP In 2018, mandatory annual joined the PaQte programme, MATERIALITY MATRIX* negotiations on pay and the sharing an initiative of the Ministry for ISSUE 14 of added value did not result territorial cohesion and relations HIGH-CLASS TRAVEL: “IMPORTANT” in the signing of an agreement. with local authorities. Through this Nevertheless, general management programme, French companies * See page 7 et seq. and the executive committee commit themselves to a city’s high- decided that Aéroports de Paris priority districts. We are committed An organisation- SA employees should benefit from to offering 300 internships (of wide approach unilateral pay measures for 2018: which 66% will concern interns from • a general pay increase of a city's high-priority districts) and REWARDING PERFORMANCE 0.3% on 1 July 2018; take 200 sandwich-course students • full compensation for the per year, on average, until 2021. Our remuneration policy is rise in the CSG (General based on two principles: Social Contribution); Since 2015, we have been partners • ensuring the internal fairness • a revaluation of managers’ of the association, “Ma caméra chez and external competitiveness performance-based les pros”, which is supported by of the remuneration offered; variable target pay; the Groupe ADP Foundation. This • rewarding employees’ association invites secondary-school performance and fostering a sense 2019: a pay agreement was students in areas targeted for special of being part of the organisation. signed in January 2019. help in education to find out about These principles are applied within less well-known and less readily- the framework of an organisation- CSR within the accessible occupations by spending wide approach to remuneration framework of pay time in companies and preparing that encompasses, in addition to reports on their experience. We fixed and variable pay (including CSR OBJECTIVES have also been partners, since 2015, share ownership, profit-sharing and of the association Nos Quartiers the Group savings plan), welfare Our performance-based policy ont des Talents (“Our District’s Got schemes (health, insurance, pension), makes explicit provision for setting Talent”), which, among other things, employee services (staff restaurant, CSR objectives linked to our provides opportunities for young nursery, home-help vouchers, etc.) variable individual and collective graduates from the city’s high- and working hours (deferral of paid pay system. We thus emphasise the priority districts to find work. We leave, exchanging leave for pay, part- key role of CSR in the organisation’s have supported 50 young people time working, teleworking, etc.). performance and reward it financially. since 2015 and had 21 mentors Each subsidiary has its own Every year, a reminder of this among our employees in 2018. pay and benefits system. policy is issued in a note from the Chairman & Chief Executive TRANSPARENCY Officer to all managers. Its concrete expression within the objectives We systematically give our set for teams and individual staff employees regular updates is assessed by the Environment, concerning our Pay Policy CSR and Regions Division. and any changes to it using a range of measures (collective PROFIT-SHARING AGREEMENTS information via the intranet, forums, roadshows, our internal Our 11th Profit-Sharing Agreement, newsletter, electronic newsletters, signed in June 2018 and etc.). We use the HR network to applicable for 2018-2020, takes reply directly to employee queries. account of five criteria: • three economic criteria (Ebitda Groupe, load-per-passenger ratio, revenue-per-passenger ratio); • a CSR criterion concerning customer satisfaction measured via an ACI survey;
CORPORATE SOCIAL RESPONSIBILITY 2018 - 37 - GROUPE ADP HUMAN RESOURCES Health
• another CSR criterion, which PERCOG since 2010 are guaranteed 5 is the rate of workplace ten years of top-up payments. HEALTH lost-time accidents. In 2018, the top-up payment MATERIALITY MATRIX* Our subsidiaries, ADP Ingénierie, made by the organisation for ISSUE 12 a wholly-owned subsidiary of ADP this purpose was nine million RANKED: “VERY IMPORTANT” International, and Hub One also euros, as in 2017 and 2016. have a Profit-Sharing Agreement. * See page 7 et seq. ADP BOND MUTUAL FUND In 2018, the total amount of Health Policy profit-sharing that appeared in To maintain the momentum of the accounts for all Groupe ADP the employee savings scheme, an The Aéroports de Paris Health & companies came to 14 million ADP bond mutual fund, invested Safety at Work Policy emphasises euros (13 million euros in 2017). mainly in unquoted bonds issued by risk prevention and adapting work Aéroports de Paris, was implemented to people. It is the subject of regular The participation amount stood at in 2018 when the profit-sharing communication with employees. 28 million euros in 2018, compared amount for 2017 was collected. It with 22 million euros in 2017. is now closed to subscriptions. OUR RISK PREVENTION PROGRAMME 2016-2020 SOLIDARITY FUND We implement a multi-annual Special bonus Indirectly, the solidarity investments occupational risk prevention Groupe ADP and its wholly- offered to members of the Employee programme for the whole of owned subsidiaries, ADP International, ADP Ingénierie Savings Scheme contribute to the Aéroports de Paris SA. Its purpose and Hub One, decided to spread of a culture of responsibility. is to improve working conditions pay in January 2019 a special Such is the case with the Amundi and reduce workplace accidents. “purchasing power” bonus to Solidarity ESR mutual fund for Occupational risks are the subject all of their employees in France employees offered within PEG and of an annual assessment. whose total gross annual pay is less than 50,000 euros. This PERCOG. The solidarity portion of bonus concerns more than 45% the fund is invested in the France The scope of our prevention of the employees at Groupe Active investment company, which programme includes: ADP and in its subsidiaries. finances, among other things, • road and pedestrian traffic ecological projects, projects to accidents (almost 50% combat social exclusion, and of workplace accidents Employee savings projects to help integrate young in our organisation); and employee shareholding people into the world of work. • psychosocial risks; This fund has the CIES label for • risks associated with asbestos, The Employee Savings Scheme socially responsible investment. noise, ionising radiation, vibration, consists of a Group Savings Scheme use of chemical products, (PEG) and a Group Staff Pension SUPPLEMENTARY HEALTH-CARE COVER electricity, lifting and handling, Scheme (PERCOG); 99% of the and muscular-skeletal disorders; employees of Aéroports de Paris SA Our employees benefit from • and risks associated with are shareholders within the PEG via supplementary health-care cover. concurrent activities. the employee’s mutual fund (FCPE) Across the Group, work to converge called, ADP actionnariat salarié supplementary health-care cover Towards a culture (“ADP employee shareholders”). was carried out in 2017 on the of risk prevention occasion of the call for tenders. In EMPLOYER TOP-UP CONTRIBUTIONS 2018, this resulted in a single level OUR ACTION PLAN of service from the same insurer Where Aéroports de Paris SA is and for all our subsidiaries. Since 2015, we have applied an concerned, we top up the payments action plan for risk prevention and made into this employee’s mutual safety created by the Executive fund within the PEG. Current Committee following an analysis agreements provide for a top- of workplace accident statistics. up payment into the PEG and PERCOG for the years 2016 to • Goals: to reduce accidents 2019. Employees investing in the significantly and prevent
CORPORATE SOCIAL RESPONSIBILITY 2018 - 38 - GROUPE ADP HUMAN RESOURCES Health the recurrence of serious two Safety Days per year. We Our management and accidents, whether involving run workshops for managers monitoring tools our own employees or users and activities that are open to of the installations we make everyone at our three airports We have an integrated information available to the businesses in the Paris region. We place system, brought into production that operate at our airports. particular emphasis on road and in 2016, that brings together all • Four priorities: prevention of pedestrian traffic risks and first aid. our occupational risk evaluation attacks and verbal abuse; prevention In 2018, local initiatives procedures (the “single document”), of risks associated with movement were given priority. difficult working-condition factors, and transportation; prevention the declaration, the monitoring and of psychosocial risks (PSR); and CONSTRUCTION SITE SAFETY analysis of workplace accidents prevention of risks to our contractors. and occupational diseases. In our These priorities are the subject of Since the summer of 2017, a safety operational units, we have rolled a communication and commitment action plan has been implemented on out a regulatory monitoring tool from the Chairman & Chief our construction sites. It comprises for “hygiene, safety, working Executive Officer to all employees. initiatives relating to culture conditions and the environment”, (receiving visitors, notices displayed, supplemented by a compliance In 2016, a communication awareness-raising, feedback and analysis tool for putting corrective plan was introduced to involve analysis), actions aimed at our actions into place. We also use managers and employees service providers (information and a tool that monitors concurrent in implementing actions. An safety clauses included in invitations activities, which is regularly updated. explanatory leaflet was distributed. to tender, penalties in the event of A computerised management workplace accidents) and systematic tool updates all safety data sheets In 2017, a new strategy was supervision and monitoring actions. and the regulatory requirements formulated aimed at developing a relating to chemical products used shared culture of risk prevention Difficult working conditions by employees on all our sites. at every level of the company. Several actions have been taken Since 2015, factors relating to CERTIFIED MANAGEMENT to strengthen the management difficult working conditions have of risk prevention, particularly been taken into account in our Our Paris-Charles de Gaulle and the production of a framework of information system. We have Paris-Orly airports are OHSAS 18001 managerial practices in this area, the introduced systematic automated certified for the management of creation of a training module and monitoring of the regulatory factors health and safety in the workplace. the writing of a guide to factoring that affect us in relation to difficult human beings into change projects. working conditions: working at night, and crews working shifts. From 2016, Workplace accidents In 2018, we started to discuss how new factors contributing to difficult 2018 Overview the collective and transversal nature working conditions have been taken In 2018, the number of lost-time of the network of occupational safety into account for Aéroports de Paris accidents was very similar to managers could be bolstered. SA, in compliance with the relevant that of 2017: 139 accidents in regulations. The corresponding 2018, compared with 132 in 2017. However, there was a fall in the STEERING AND MONITORING social declarations are made in number of hours worked, which accordance with the regulations. has an automatic and detrimental An interdepartmental Prevention impact on the frequency rate. Steering Committee, co-chaired by For expatriates The analysis of the causes of lost- the deputy CEO and the Human time accidents reveals control Resources Director, meets every Expatriates and Group personnel over technical occupational risks (handling, use of machinery three months to evaluate and posted abroad are covered by a and tools); the primary cause monitor the actions put in place. system of protection based on the remains work-related travel, An update on workplace accidents constant monitoring of the levels of whose causes are multiple. is presented to the Executive safety in the countries concerned. Committee every two months. This warning system operates in real time. Expatriates and envoys SAFETY DAYS have access to an intranet site and are made aware of safety issues. Since 2015, as part of our ongoing action plan, we have organised
CORPORATE SOCIAL RESPONSIBILITY 2018 - 39 - GROUPE ADP HUMAN RESOURCES Quality of life at work
Preventing psychosocial risks In 2018, the guide was Our Teleworking Agreement is published in electronic format based on teleworking being strictly Preventing psychosocial risks and in the form of a leaflet. It voluntary, and on the preservation (PSRs) is one of the priorities of was presented to the Executive of a social connection and of our action plan for preventing Committee, in all of the CHSCTs, employee social groups, respect for occupational risks, drawn up to HR representatives and employees’ home lives, reversibility, since 2015. The plan seeks to: occupational safety managers, and in and the absence of any differential • make PSR prevention a part the various management committees. treatment of teleworking employees. of the training of managers; Teleworking is the subject of an • assess PSRs in the single Supporting change amendment to the employment document and analyse accidents 2016-2020 contract. Following a launch phase to prevent situations which make in 2017, teleworking was introduced people feel unhappy or uneasy; Within the context of the project gradually in 2018. Teleworking is the • carry out projects with PSR Paris-Orly 2020 project, which subject of regular feedback supplied prevention in mind, especially entails massive changes in our to social partners and management before reorganisations, encourage organisational structures, we as it is a new way of working. and support the full understanding have made the monitoring of of the issues, contributions from psychosocial problems part of A total of 4,225 employees are all, autonomy and cooperation. our support programme. eligible for teleworking. In 2017, 765 employees teleworked; this OUR LISTENING AND number rose to 1,181 in 2018 (these PREVENTION SYSTEM 6 figures exclude teleworking carried QUALITY OF out occasionally, exceptionally We have introduced LIFE AT WORK or for medical reasons). On a listening system and a specific average, teleworkers work from method to assess PSRs. At the end MATERIALITY MATRIX* home 2.5 days per month. of 2018, over 330 working groups ISSUE 13 met to assess psychosocial risks and RANKED: “IMPORTANT” PARENTAL LEAVE AND define improvement actions together. PART-TIME WORKING * See page 7 et seq. A SINGLE DOCUMENT We have introduced paid paternity Private life and working life leave and elective part-time working, Since 2016, a cross-functional granted as of right to parents of assessment of PSRs within Aéroports At Aéroports de Paris SA, there are children aged from three to six years de Paris SA has been carried out several measures in place that help (the law provides for this only for with occupational doctors, social employees strike a positive work/ parents of children aged three or department representatives and life balance, including parental leave, under) and ensured parental leave occupational safety managers. This part-time working, nurseries, financial has a neutral effect on promotion. assessment is updated every year. aid, help with accommodation and a teleworking agreement. GIFTING OF DAYS OFF A METHODOLOGY GUIDE TELEWORKING AND THE “TIME In January 2016, we entered In the midst of transition and SAVINGS ACCOUNT” into an agreement with all the profound cultural change, we representative trade unions which thought it necessary to put together In December 2016, in response to allows any employee to make an a methodological guide to enable a strong desire on the part of our anonymous gift of a day off to a us to anticipate the impact of employees, and consistent with the colleague understood to be dealing change on the company’s men and modernisation of our organisational with the serious illness of a child, women. The guide was written in structures, we signed our first spouse or partner. This gift of a day 2017 by a multidisciplinary group of three-year teleworking agreement off means the beneficiary will be managers, Human Resources Division (2017-2019). In December 2016, paid during his or her absence. representatives and representatives Aéroports de Paris SA also signed from the organisation-wide Health, an agreement concerning the This agreement was revised Safety and Working Conditions Compte Épargne Temps (CET), on 3 May 2018 to include Committee (CHSCT) and from the or “Time Savings Account”. informal care providers. Occupational Health Department.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 40 - GROUPE ADP HUMAN RESOURCES Industrial relations
NURSERIES 51% Our employer-employee dialogue Share of employees who is structured around our Group Two inter-company nurseries have took part in the Great Place Committee for Groupe ADP and, for been open for over ten years at Paris- to Work® survey in 2017. Aéroports de Paris SA, the Works Charles de Gaulle and Paris-Orly. Council, seven Health, Safety and Employee-driven innovation Working Conditions Committees CESU (STATE-FUNDED (CHSCTs), an organisation-wide EMPLOYMENT VOUCHERS) We have several initiatives in place CHSCT – set up in 2017 – and to encourage our staff to suggest a central authority made up of We offer our employees on innovative solutions in relation to staff representatives and over 50 permanent contracts financial aid the social responsibility themes, union representatives, under an within the context of company including protecting the environment, agreement concerning union rights. agreements. This aid is provided passenger services, health and in the form of a voucher that safety, and quality of life at work. 2018 agreements can be used to pay for domestic Our employee-driven innovation help such as cleaning, within the scheme, Innov’idées, is one such In 2018, several collective bargaining limits of the allocated budgets. initiative. Driven by ideas put agreements were signed in various forward by employees, the scheme areas. To facilitate industrial HOUSING rewards their ingenuity, makes them relations, two agreements in feel more involved and gives their particular were reached: We have opened a website dedicated careers a boost. Their suggestions • on 7 February 2018, the open- to housing. We pool our resources make our processes more efficient, ended agreement on the use of with those of our subsidiaries, improve customer service and teleconferencing to hold meetings other large companies and Comité health and safety at work, and have with staff representative bodies; Habitat, an organisation within positive effects on our CSR policy. • on 31 July 2018, the agreement the Planèt’Airport association. on the method to be used to organise negotiations on the 7 implementation of the social Great Place to Work® INDUSTRIAL and economic committee (CSE). opinion survey RELATIONS As from 1 January 2020, this new body, specified in order no. We measure our employees’ MATERIALITY MATRIX* 2017-1386 of 22 September 2017, perception of their quality of life will structure industrial relations ISSUE 15 at work. Since 2015, this survey, RANKED: “IMPORTANT” in the company. It will replace which respects the anonymity of the works council, the staff our employees, has been conducted * See page 7 et seq. representatives and the CHSCTs. by the international institute, Great Place to Work®, which assesses Organisation Several agreements have every two years companies that of industrial relations been revised to take company offer a great work environment. changes into account, This assessment, which provides Quality employer-employee especially organisational elements for comparison with dialogue fosters the development changes at the airports. companies of a similar size, is of a climate which encourages part of our brand pledges and our collective and individual efficiency. Each of these agreements has been continuous improvement process. In keeping with the principles of the communicated to all employees via The survey asks questions about International Labour Organization the intranet and internal newsletters. five criteria: credibility, respect, (ILO), we encourage and support fairness, pride, and camaraderie. such dialogue by recognising the The results of the 2017 survey trade unions and acknowledging were presented to our staff. the employees’ right to union membership and training and In 2018, management committees, the wish to communicate via teams and employee representative union processes and meetings bodies examined the results. Action and staff representatives. plans were then drawn up and Quality of life at work contacts were appointed for each division.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 41 - GROUPE ADP CLIMATE AND ENVIRONMENT PLEDGE
We are committed to taking practical measures in relation to the climate and the environment. We are developing renewable energy sources at our sites and striving to improve energy efficiency and reduce our greenhouse gas emissions. We monitor water and air quality at our airports very closely. We preserve biodiversity. We share good practice within the airport community.
1 POLICY AND PLEDGES P. 45
2 ENERGY P. 47
3 AIR, EMISSIONS AND CLIMATE P. 49
4 WATER P. 53
5 WASTE P. 54
6 BIODIVERSITY P. 55
ENVIRONMENT VOLUNTARY EXTRA-FINANCIAL RATING 2018 (scope: Aéroports de Paris SA)
2014 2016 2018 2030 WE AIM TO BECOME +4 CARBON NEUTRAL 15% points OF TOTAL ENERGY CONSUMED FOR OUR INTERNAL IN 2020 CAME FROM EMISSIONS BY 2030. /100 RENEWABLE RESOURCES. 85/100 88/100 92 387 CHARGING POINTS AT OUR AIRPORTS FOR ELECTRIC M AND HYBRID CARS €44for environmental investment (31.12.2018). planned under our third Economic Regulation Agreement (2016-2020).
CORPORATE SOCIAL RESPONSIBILITY 2018 - 42 - GROUPE ADP ENVIRONMENT Environment roadmap 2016-2020 and achievements in 2018
SDG(1) OBJECTIVES FOR STATE OUR 2018 ACHIEVEMENTS IMPROVEMENT 2016-2020 ENERGY SDG 7 Improve our energy efficiency by • 2018 results: 5.9% 1.5% per year in the period, 2016‑ • Continued replacement of traditional 2020 (7% over five years). lighting systems with more energy- efficient LED systems. • Monitoring of energy use by rolling out “local energy performance indicators”. • Remote reading of electricity meters to monitor use and detect anomalies better. SDG 7 Raise the share of renewables in our total • 2018 results: 15.8% energy consumption to 15% by 2020. SDG 13 Reduce our CO emissions per passenger • 2018 results: 69.0% 2 SDG 15 by 65% between 2009 and 2020. SUSTAINABLE CONSTRUCTION AND DEVELOPMENT SDG 11 Certify 100% of our buildings • HQE™ certification Breeam®( in progress) of SDG 13 with an environmental badge the head office at Paris-Charles de Gaulle. (HQE™, Breeam® or other). • Breeam® certification in progress for the Baïkal building (office furniture). SDG 11 Develop a sustainable development • Updating of the “electricity, water and SDG 13 standard for our airports. waste” sections of the standard.
SDG 11 Update the procedure for polluted sites. • The procedure was completed and SDG 13 distributed to the relevant stakeholders. AIR, EMISSIONS AND CLIMATE SDG 13 Increase the proportion of clean • 2018 results: 25.4% of vehicles in our light vehicles (hybrid, electric, etc.) in our vehicle fleet are electric or hybrid. light vehicle fleet to 25% by 2020. • 241 electric or hybrid service vehicles. • 387 charging points at the airports. SDG 13 Maintain Airport Carbon • ACA Level 3 for Paris-Charles de Accreditation (ACA) Level 3 in 2020 Gaulle, Paris-Orly and Paris-Le for our three main airports. Bourget renewed in June 2018. • Commitment to be carbon neutral by 2030 (ACA Level 3+). SDG 13 Limit emissions of aircraft on the ground • Pre-Departure Sequencing (2014) and of runway equipment and vehicles. at Paris-Charles de Gaulle and, since 2017, at Paris-Orly. • Deployment of 400 Hz sockets on new aircraft contact stands. SDG 13 Continue taking action to reduce emissions • Implementation of teleworking and from vehicles accessing our airports development of new collaborative and from internal traffic (company and tools (video-conferencing, etc.). inter-company mobility schemes). • Trialling of a driverless electric shuttle. • Commissioning of an innovative digital car-sharing platform as part of the inter-company mobility scheme.
Start-up In progress Advanced Achieved (1) For a better understanding of our SDG decisions, please refer to pages 12 and 13.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 43 - GROUPE ADP ENVIRONMENT Environment roadmap 2016-2020 and achievements in 2018
SDG(1) OBJECTIVES FOR STATE OUR 2018 ACHIEVEMENTS IMPROVEMENT 2016-2020 WATER SDG 6 Reduce our internal consumption of • Increase of 2.8% in 2018. drinking water per passenger by 5% • Monitoring of water consumption. by 2020 compared with 2014. • Rainwater recycling at Paris-Orly for use in the toilet facilities. • Installation of water-saving toilets whenever toilet facilities are renovated. SDG 6 Continue improving the management • Updating of waste-water blueprints for SDG 15 of winter pollution. Paris-Charles de Gaulle and Paris-Le Bourget. • Completion of the holding-pond restructuring and interconnection project at Paris-Charles de Gaulle. WASTE SDG 12 Achieve 45% recovery and recycling rate • 2018 recovery and recycling rate: 37.5% for internal non-hazardous waste by 2020. (4.4 points higher than 2017). • Continue taking action to separate biowaste at source and to treat it. SDG 12 Achieve a 70% recovery and recycling • More stringent requirements SDG 11 rate for construction-site waste by 2020. for subcontractors. SDG 12 Offer the biowaste collection service • Continue energy recovery and recycling to 100% of our customers by 2020. via a used cooking oil and biowaste collection service offered at all our sites. BIODIVERSITY SDG 15 Devise and implement an • Specific recommendation in ecology management plan for our development guides. our development work. SDG 15 Carry out a biodiversity study • Approval of the “Biodiversity, for development projects development and landscape” blueprint and for all our airports. for Paris-Charles de Gaulle. • Continue the “Biodiversity, development and landscape” blueprints for Paris- Orly and Paris-Charles de Gaulle. SDG 15 Maintain a reduction of 50% in • Average reduction of 56% in our our consumption of phytosanitary use of phytosanitary products over products between 2008 and 2020. three years (2015, 2016, 2017). • Zero phytosanitary products at Paris- Orly (airside and landside).
Start-up In progress Advanced Achieved (1) For a better understanding of our SDG decisions, please refer to pages 12 and 13.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 44 - GROUPE ADP ENVIRONMENT Policy and pledges
1 development and standing, both Toussus-le-Noble aerodrome (2015) POLICY AND in France and abroad, and to its have an Environmental Management PLEDGES competitiveness and prestige. System (EMS) that complies with the ISO 14001 standard (2015 version). Our ambition Six themes In 2018, the ISO 14001 certificates Within an increasingly strict Our policy comprises, within six for the three airports were renewed. legislative, regulatory and political themes (energy, water, waste, framework, we have for the past air and emissions, biodiversity, 20 years been implementing a sustainable construction and ISO standard 14001, proactive environment and energy development), ambitious targets 2015 version The ISO 14001 standard, updated policy, especially with regard to connected to the aims of the in 2015, places greater emphasis combating climate change and Economic Regulation Agreement on environmental management improving air quality. We are the 2016-2020 and the Energy Transition as part of the company’s only major European airport group Act for environmentally-friendly strategic direction. It encourages that undergoes extra-financial growth of 18 August 2015. the use of sustainable resources, the control of the company’s rating at its own request. Carried climate impact, the adoption out every two years (see page 21), In 2018, our goals and of a lifecycle perspective (we this rating assesses our progress commitments for the themes, take account of products and in five CSR areas, including “air and emissions, biodiversity services from cradle to grave) environmental conservation. In 2018, and noise” were reaffirmed and the introduction of a strategy for communication and Groupe ADP obtained a rating of at the National Symposium dialogue with stakeholders. 91/100 (up 5 points on 2016) and on Air Transport. They were the parent company, Aéroports uploaded to our Group site and de Paris, obtained a rating of to our site, Entrevoisins.org. Our Energy Management System 92/100, up 4 points on 2016. (EMS) has been certified as Management compliant with international Our environmental policy standard ISO 50001 since June 2015. is systematically reviewed in Our aim is to control all risks, while It covers all company operations at light of our strategic five-year complying with the requirements of the three airports in the Paris region. plans, the most recent of which the legal and regulatory framework covers the period, 2016-2020. within which we operate. All our ISO 50001 certification of the management systems are an integral EMS was renewed in 2018. Three principles part of our internal control system and play a key role in risk control. Our environment and energy policy, signed in December 2015 by our Paris-Charles de Gaulle and Chairman & Chief Executive Officer, Paris‑Orly have certified Integrated falls within the scope of the 2020 Management Systems (IMS) (May European Climate and Energy 2008 in the case of Paris-Charles Package for combating climate de Gaulle; October 2013 in the case change. It increases the extent of of Paris-Orly). The IMS complies our collaboration with all of our with international standards for stakeholders. It conforms to the three quality management (ISO 9001), objectives of our 2016-2020 Strategic environmental protection (ISO Plan: “Optimise, Attract, Expand”. 14001 - 2015 version) and for the management of health and safety 1 – Optimise by exceeding in the workplace (OHSAS 18001). It regulatory requirements. takes into account airport safety and 2 – Attract by boosting existing security rules set by EU regulations measures and involving all and the DGAC (French Civil Aviation departments, staff, suppliers, the Authority). In 2017, Paris-Charles de airport community as a whole Gaulle and Paris-Orly successfully and our other stakeholders. underwent IMS renewal audits. 3 – Expand so that our leadership in the areas of sustainable development Paris-Le Bourget (2005), the Issy-les- and CSR contributes to the Group's Moulineaux heliport (2009) and the
CORPORATE SOCIAL RESPONSIBILITY 2018 - 45 - GROUPE ADP ENVIRONMENT Policy and pledges
Training • the use of central units with low electricity consumption; European Sustainable Throughout the year, our employees • the printing of payslips Development Week are made aware of the importance using only black ink; Promoting good environmental practices includes sharing of conserving and protecting the • the recycling of “Tensabarriers” such practices with all our environment and controlling energy coils (over 3,000 with the former stakeholders. During European consumption. Information on these Groupe ADP logo) to reuse Sustainable Development subjects is shared via internal the belts as promotional items Week 2018, we invited communication tools, particularly the following the removal of the logo; several start-ups to talk about the circular economy electronic document management • the recovery of used ink pads to encourage networking and system, the internal newsletter in the secretarial offices, which employee involvement. Connexions and the Groupe ADP resulted in a 50% saving on the intranet site. An energy management purchase cost of an ink pad; training course has been in place • the organisation of a “Gratiferia” Our laboratory since 2016 and 200 employees will (free second-hand goods fair) in have taken this course by 2020. partnership with the association, The State tasks us with the Specific initiatives have also been Planèt’AIRport and the alternative environmental monitoring of the rolled out (free distribution of supermarket project, EP’Autre; Paris airports. This mission is LED bulbs to employees, creation • the collection of electrical undertaken by our laboratory, which and broadcast of humorous films and electronic waste (WEEE) has ISO 9001 certification and is to raise awareness of controlling thanks to a WEEE collection accredited by the Comité Français energy consumption, etc.). box, “Electribox” (the outcome d’Accréditation (French Accreditation In 2018, we overhauled of a partnership between Committee, or COFRAC). our training course on the Ecologic and Lyreco), for the environment and energy. association, AFM-Téléthon: The Aéroports de Paris laboratory 15,000 PCs and 53 tonnes of monitors ambient air quality Green employees WEEE were collected (equivalent at the Paris airports by means to a €20,800 donation). of a network of permanent and Since 2015, employees wishing to get temporary measuring stations. involved in preserving the environment Promoting good practice It keeps inventories of airport while they work can join the Green activity emissions, monitors the Employees Community: 76 staff Within the Paris Airports quality of airborne emissions members have already signed up Environment Partners Clubs (CPE), from thermal plants and carries online to our Green Charter, a list of we bring together the businesses out studies on interior air quality everyday environmentally-friendly operating at our three airports in the (terminals, car parks, etc.). Thanks actions. These green employees Paris region. These clubs, created to its four monitoring stations, it are genuine ambassadors for good in 2003, are places for discussing continuously measures nitrogen environmentally-friendly practices and and reviewing good practice. They dioxide (NO2) levels, fine particle meet on a quarterly basis to decide organise events and take joint concentrations (PM 10 and PM 2.5) on their top-priority actions. At the action with us at national and and ozone (O3) concentrations. final meeting of the year, they draw up European level. The site Ecoairport, an action plan for the coming year. overhauled in 2017, can be accessed Waste water from operations by CPE airport members. It provides at Paris-Charles de Gaulle, Paris- Eight actions have been environmental news and information Orly and Paris-Le Bourget and developed since 2015: to help them take practical industries in the airport area • the collection and recycling of sustainable-development measures. undergoes rigorous monitoring. coffee and tea capsules (over The Aéroports de Paris laboratory 4,390 kg recycled in 2017 and Some 100 businesses are uses a network of measurement 2018 in the Askia building at members of the CPEs. points (piezometers) to monitor Paris-Orly and at the Paris- the level of the water table and the Charles de Gaulle head office); quality of the rainwater running • an action that encourages off into the natural environment. people to use ashtrays and a campaign to raise awareness The laboratory continuously on cleanliness, carried out by measures aircraft noise at and green employees on the terrace around the Paris airports. By of the Orly South terminal; combining these values with
CORPORATE SOCIAL RESPONSIBILITY 2018 - 46 - GROUPE ADP ENVIRONMENT Energy aircraft trajectories, a noise level 2 to improving our energy efficiency can be attributed to each aircraft ENERGY and reducing our carbon footprint. having taken off from or landed at Paris-Orly and at Paris-Charles MATERIALITY MATRIX* The EMS has complemented our de Gaulle. We also provide the Integrated Management System ISSUE 17 authorities (particularly the DGAC) RANKED “VERY IMPORTANT” and Environment Management with the measurements and System (IMS/EMS). By adopting analyses they need for making * See page 7 et seq. this approach, we have identified decisions about controlling and our installations’ “Significant Energy monitoring airborne noise. Our objectives for 2020 Uses” (SEUs), namely, the processes Lastly, the laboratory is responsible that consume the most energy. Our for the environmental monitoring 2018 was our third year of actions aim to improve the energy of soil quality using the method implementing our Energy Policy. efficiency of our processes and prescribed by the Ministry for It is our ambition to improve our of the equipment used to provide Ecological and Inclusive Transition. energy efficiency by 1.5% per year, the desired level of service. The purpose of this monitoring is on average, over the period 2016- to check that the condition of site 2020 and to raise the proportion of An Energy Manager is responsible environments is compatible with their our total consumption provided by for managing the EMS at each use and/or redevelopment projects, renewable energy to 15% by 2020. of our three main Paris airports and, if necessary, to instigate the We are taking several measures to and within our Real Estate treatment of site pollution. achieve this. We are reducing our Division. This network is led by energy consumption (electricity, the company's EMS manager, who Since 2014, the laboratory's heating and cooling). We are making is responsible for its robustness, website, Ev-labo.aeroportsdeparis. our buildings more energy-efficient coherence and effectiveness. fr, has provided access to by using new and more efficient measurements and monthly technology for lighting, ventilation Within the framework of our EMS, and annual reports concerning and electromechanical equipment. we have implemented local Energy noise, atmospheric pollution We are increasing the proportion Performance Indicators (EPIs) at and water quality. of renewable energy within our all of our airports since 2016. We energy mix. We are aiming to reduce can thus monitor processes and
44 our CO2 emissions per passenger areas very closely and, given the million euros by 65% between 2009 and 2020. increased frequency of checks, The total amount of environmental This objective, which boosts our more readily detect excessive investment planned under our involvement in the fight against consumption and correct it. We third Economic Regulation climate change (see page 49), was keep records of warnings, their Agreement (2016-2020). made public in June 2015 in the Joint nature and the corrective action Manifesto that we signed with Air taken. This feedback and analysis France-KLM and the Groupement des helps prevent future excesses. Industries Françaises Aéronautiques et Spatiales (French Aerospace Industries Group, or GIFAS).
2030 We aim to become carbon neutral for our internal emissions by 2030.
One energy management system
Our Energy Management System (EMS) was certified as compliant with international standard ISO 50001 in June 2015. We are the first airport management group of this size (105.3 million passengers in 2018) to obtain this certification. Renewed in 2018, it recognises our commitment
CORPORATE SOCIAL RESPONSIBILITY 2018 - 47 - GROUPE ADP ENVIRONMENT Energy
Energy efficiency in the Paris region. They use hydro-electric power stations, wind solar, geothermal and biomass farms or photovoltaic farms. At OUR PLAN FOR IMPROVING energy. These arrangements were Paris-Le Bourget airport, 100% of ENERGY EFFICIENCY supplemented by the creation, in the electricity used has come from 2015 at Paris-Le Bourget, of an renewable sources since 2016, while Our improvement plan is structured original system combining an array at Paris-Charles de Gaulle and Paris- around three priorities: of photovoltaic panels mounted on Orly, 80% of electricity will come 1 – making our installations robust a shade canopy with a heat pump. from renewable sources by 2020. and sparing in their use of energy; Studies on the decarbonisation 2 – optimising operations of the heating networks of our Sustainable construction (operation and maintenance) in three airports in the Paris region and development terms of energy efficiency; are currently taking place. 3 – improving the quality of the • At Paris-Orly, the geothermal THE SUSTAINABLE AIRPORT CITY built environment and facilities. plant commissioned in 2011 should ultimately produce enough The development of land and LOW-CONSUMPTION warmth to heat the terminals and the construction and renovation INTELLIGENT LIGHTING IS A PRIORITY the Cœur d’Orly business district of buildings, both on our own while avoiding the emission, at behalf and on behalf of businesses Lighting represents 25% of our normal running speed, of 9,000 established at our airports, represent energy consumption and is one tonnes of CO2 per year. a significant proportion of our real of the priorities targeted by our • Paris-Charles de Gaulle estate activity. We also invest in energy-efficiency improvement commissioned in 2012 a high- the growth of the “airport city”, a strategy. We have embarked on a output thermo-frigo pump that concept that refers to the urban large-scale programme to gradually heats and cools Hall M, as well as a development projects that a large replace our lighting with economical biomass plant that provides 25% of airport attracts to the area under its systems combined with intelligent the airport’s required heating and, influence, such as Roissypôle or the lighting management. Our aim is when operating normally, avoids future Cœur d'Orly business quarter. to use the latest low-consumption the emission of 18,000 tonnes of We also contribute towards setting technology to provide the optimal CO2 per year. Preliminary studies up ecodistricts, and we comply amount of light, when and where for the construction of a deep with green construction rules. needed. We are focusing on using geothermal plant have begun. LED lights in our new installations • Paris-Le Bourget has had since the and in all renovations. By using these end of 2015, 600 m2 of photovoltaic systems throughout, we are creating solar panels and a geothermal The bio-climatic airport a consistent lighting ambiance and plant that produces heat (meeting In 2017, we launched an thus enhancing customer comfort. almost 70% of the internal heating international competition entitled “Play Your Airport” to requirements of Aéroports de design the airport of the future. Renewable energies Paris) as well as cold. In total, it The competition was open to covers the equivalent of 30% of employees, travellers, students In 2018, we produced enough the internal energy consumption and businesses. The bio-climatic renewable energy to meet 15.8% of of Aéroports de Paris at the airport project, “EarthPort”, was one of the entries selected our internal energy needs for our airport and avoids the emission in 2018. The winning team will three airports in the Paris region of around 120 tonnes of CO2. be supported by Groupe ADP combined; €12.7 million has already to trial some of its solutions. been invested in geothermal energy GREEN ELECTRICITY The competition was repeated production, which includes €3 in 2018 for the development of an eco-district at Roissypôle. million in subsidies from ADEME As a further measure to reduce and the Île-de-France region, while our carbon footprint, we signed €8.65 million has been invested in up to an offer from our electricity the use of biomass, including €3 provider which committed the million in subsidies from ADEME. provider to supplying 65% of our electricity from renewable SOLAR, GEOTHERMAL, BIOMASS sources in 2018 (compared with 50% in 2015). An energy specialist Several energy-production systems provides statements certified by based on renewable energy a third-party expert, confirming are in operation at our airports that this quota was produced by
CORPORATE SOCIAL RESPONSIBILITY 2018 - 48 - GROUPE ADP ENVIRONMENT Air, emissions and climate
CERTIFIED GREEN BUILDING PRACTICES COMMISSION Our CO2 emission reduction plan Within all our real-estate projects, From 2016 to 2020, new airport we promote compliance with the projects and projects with an Groupe ADP made reducing its High Environmental Quality (HQE) investment of over 60 million euros carbon footprint one of the pillars rules. We will have our future will be subject to a commission of its environmental policy. By the buildings certified under HQE™ (a during which the building’s and end of 2016, we had cut our CO2 French certification), BREEAM® (a systems’ energy efficiency will emissions per passenger by 63% British certification that applies be checked. For example, the compared with 2009, thereby worldwide), or any other relevant International Pier of the south beating our initial target of 50% label. We will systematically explore terminal at Paris-Orly, commissioned over this period. Consequently, in the possibility of having our airport in April 2016, is the first building December 2016, we increased our projects certified. We encourage our designed and executed by internal emissions per passenger partners and customers to build in Groupe ADP to have its technical target to 65% compared with 2009, accordance with these principles. We installations and quality of execution which is to be reached by the anticipate future standards that will subjected to a commission to end of 2020. Between 2009 and apply in 2020. Future environmental confirm their actual energy 2018, we reduced our internal CO2 regulations (“RE”) will replace the performance. The pier emits 60% emissions per passenger by 69%. current thermal regulations (“RT”) less CO2 than the average terminal. and penalise not only a building's It has “HQE™ NF Tertiary Building INTERNAL CARBON PRICE direct consumption but also its certification (Level: Excellent)”. carbon impact throughout its life. Since the beginning of 2017, we have included an internal carbon Our new head office at Paris- price in the economic evaluation of Charles de Gaulle, inaugurated in 3 projects costing more than three March 2017 and part of a group AIR, EMISSIONS million euros. This measure helps of three buildings, was certified AND CLIMATE us build a business model that HQETM Excellent in 2018. HQE™ anticipates the financial impact Excellent certification is the goal MATERIALITY MATRIX* of carbon neutrality. Its scope has for the future connecting building been extended to other types of ISSUES 17 AND 18 between the south and west RANKED “VERY IMPORTANT” project that have a big impact on terminals at Paris-Orly, the opening the airports’ energy consumption. of which is planned for 2019. * See page 7 et seq. In March 2017, we signed the Offsetting Committed to the fight against "Decarbonize Europe Manifesto",
We offset the CO2 emissions of climate change, we consider the introduced by the think tank "The our head office at Paris-Charles reduction of our carbon footprint Shift Project", and added our de Gaulle by purchasing carbon to be one of the pillars of our support to the Carbon Pricing credits from greenhouse gas environmental policy. Having paid Leadership Coalition, which is emission reduction projects. close attention to the messages working to establish a price on of the Intergovernmental Panel carbon at international level. The architectural style of the VIP on Climate Change (IPCC), we are lounge at Paris‑Orly, delivered in convinced that we can and must POSITIVE ENERGY March 2017, is simple. This 1,000 act to help to “stabilise global square-metre building, designed warming at a non-hazardous level”, In order to reach carbon neutrality, by our subsidiary, ADP Ingénierie, the main objective of the United we wish to increase the share of takes advantage of natural Nations Framework Convention renewable energy sources in our light. Complying with the most on Climate Change (UNFCCC). In electricity supply: a minimum of stringent environmental standards, 2017, this ambition was expressed 80% green electricity in our 2020 it was certified HQE™ Excellent in particular through our aim to consumption, compared with and Breeam® Good in 2018. make all our internal operations an average of 65% in 2018. For carbon neutral by 2030. some of our future buildings, we are aiming for positive energy. This is the case for the Terminal 4 project at Paris-Charles de Gaulle, which is expected to produce more energy than it consumes.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 49 - GROUPE ADP ENVIRONMENT Air, emissions and climate
2025 TIME HORIZON with the DGAC, pre-departure Since 2009, we have participated sequencing (PDS) by relying on an in the Airport Carbon Accreditation In compliance with the obligations IT tool. PDS, the outcome of a joint (ACA) programme set up by ACI- laid down by the decree of 10 May process (Collaborative Decision Europe, the European arm of 2016, pursuant to the law relating Making - CDM), reduces an aircraft’s Airports Council International, in to the energy transition for green taxiing time between leaving the relation to carbon management. growth, we communicated to the parking stand and taking off, which The ACA programme assesses and French Environment and Energy not only saves appreciable amounts recognises the efforts made by Agency (ADEME) our estimated of fuel but significantly reduces airports to reduce their greenhouse reductions in carbon intensity and carbon emissions. Continuous gas emissions. Performance air pollutants for the time horizons descent is used for some approaches, assessments are verified by an of 2020 and 2025, together reducing the demands made on independent third party. with the associated reduction the engines, and thus their fuel plan. The reduction action plan consumption and emissions. 261 airports around the world for 2018 was presented to the formed part of the ACA programme environmental advisory committee THE HUMAN FACTOR at the beginning of 2019. (CCE) for the three airports. To raise employee awareness, 4 accreditation levels Our climate solutions throughout 2017, the Environment, 1 – mapping of emissions CSR and Regions Division broadcast (scopes 1 and 2); To reduce our internal emissions, on the company intranet site 2 – reduction of internal we are taking action to tackle three a series of video clips with an emissions (scopes 1 and 2); key sources: thermal plants, energy environmental theme. We apply 3 – optimisation, consideration consumption and service vehicles. an indirect pedagogical approach: of external emissions a series entitled “Bref, sauvons (scopes 1, 2 and 3); • The commissioning of the la planète” [“Let’s Get On With 3+ – neutrality (for internal geothermal plants at Paris- Saving the Planet”], – a spoof of emissions) (for scopes 1 and 2) . Orly and of the biomass real television series – consisted and photovoltaic plants at of six episodes featuring positive OUR ACCREDITATION Paris-Charles de Gaulle has steps that anyone can take to reduced our carbon emissions reduce our impact on the climate. In 2018, Paris-Charles de Gaulle, by 27,000 tonnes per year. Paris-Orly and Paris-Le-Bourget • Renovating and constructing Airport Carbon achieved level 3 Airport Carbon low-energy buildings has Accreditation (ACA) Accreditation. ACA confirms reduced emissions attributable our airports’ internal emission to our consumption of heat WHAT IS ACA? calculations and reduction measures and electricity by almost (across the whole of Aéroports de 4,000 tonnes per year. Paris - scopes 1 and 2) as well as • Replacing our service vehicles Decarbonising cars those of our stakeholders (external with electric or low-emission To reduce our carbon footprint, to Aéroports de Paris – scope 3). vehicles reduced the carbon our fleet of vehicles is “going green”. On 31 December 2018, footprint of our fleet by 20% With our partners we had a fleet of 241 electric or between 2009 and 2018. We are committed not only to hybrid cars (or 25.4% of the light vehicle fleet) and 387 charging reducing the impact of our activities We are reducing our external points: 72 more than in 2017. Since (scopes 1 and 2) but also to involving emissions with our stakeholders: September 2018, the charging and working with our partners so Paris-Charles de Gaulle and Paris- points installed in public car parks that low-carbon solutions can be can be reserved in advance on Orly have developed, in partnership rolled out at our airports (scope 3). the Internet. This service is free of charge. To support the use of electric taxis powered by fuel cells, there are two hydrogen refuelling stations at Paris- Charles de Gaulle and Paris- Orly, operated by Air Liquide.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 50 - GROUPE ADP ENVIRONMENT Air, emissions and climate
A number of joint actions have Protection Plan (“PPA”) for thus been taken to optimise the Île-de-France region. ADAPTING TO CLIMATE CHANGE aircraft taxiing time (using the Approved on 31 January 2018, this Airport-Collaborative Decision PPA aims to improve air quality Alongside the publication of the Making approach, or A-CDM) in the Paris region by 2025. It second National Climate Change and to reduce the use of aircraft plans to reduce, in particular, the Adaptation Plan (PNACC 2018-2022) engines on the ground. At Paris- emissions of aircraft APUs, runway in December 2018, we reviewed our Charles de Gaulle and Paris-Orly, vehicles and aircraft while taxiing. risk map linked to the consequences 400 Hz ground sockets have been of climate change (see the “Risk installed to supply connected The internal CO2 emissions (scopes management” section, page 16) for aircraft with electricity, replacing 1 and 2) of the three Paris airports our activities both in France and diesel electricity-generating units remained steady at 65,445 tonnes abroad. The map considers risks and Auxiliary Power Units (APU). in 2017. External emissions (scope such as flooding, high winds, snow 3) at the three airports increased and hail. Means to control these We were also involved in to 1,984,946 tonnes in 2017. risks have been defined and an formulating the third Atmosphere action plan has been introduced.
GREENHOUSE GAS EMISSIONS 2017 - AÉROPORTS DE PARIS SA
1% ELECTRICITY SOLD 70% TO THIRD PARTIES AND WASTE THERMAL PLANTS
5% AUXILIARY POWER UNITS (APU) 26% PURCHASE OF ELECTRICITY
2 % GROUND SUPPORT 4% VEHICLES (GSE) SERVICE VEHICLES
60% AIRCRAFT Direct Indirect emissions emissions 3% EMISSIONS AÉROPORTS DE PARIS 29% PASSENGER AND EMPLOYEE ACCESS: PASSENGERS 17% EMPLOYEES 12%
Airport external emissions +0.4% Internal emissions (Aéroports de Paris) -9% tCO2 tCO2
Total: 1,984,946 tCO2 in 2017 Total: 65,445 tCO2 in 2017 (1,977,180 tCO2 on average over the years, 2014, 2015 and 2016) (71,700 tCO2 on average over the years, 2014, 2015 and 2016) Emissions remain stable despite the increase in traffic. The decrease is mainly due to the thermal plants’ reduced consumption of fossil fuels, our increased production of renewable energy and local management of energy consumption.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 51 - GROUPE ADP ENVIRONMENT Air, emissions and climate
Better use of transport ADP, recalled the importance of the CDG Express project We are optimising business travel Driverless shuttle to ensure the future of Paris- Over a period of six months, we and on-site movement, both for Charles de Gaulle, which adds to tested at Paris-Charles de Gaulle our own employees and those of a driverless shuttle service that the appeal and competitiveness the businesses operating at our crosses a road: a first at a French of Paris and its region. airports. We promote shared modes airport. This eight-seater electric vehicle, which ran between our of transport, contribute to their LINES 14, 17 AND 18 head office and Roissypôle train use, and spur ourselves on to take station, made 7,500 journeys up more “active” ways of getting without a problem. The test, which Metro line 14 is also expected to about, such as walking or cycling. ended in June 2018, helped the connect Gare de Lyon, in Paris, to technical teams better understand Paris-Orly in 23 minutes by 2024. this type of vehicle, its constraints MOBILITY SCHEMES Metro line 17 will connect Saint- and limits as well as the benefits Denis-Pleyel to Paris-Le Bourget of this new mode of travel. Almost 90% of employees at our by 2024. The extension of the line airports come to work by car. For to Paris-Charles de Gaulle will almost 15 years, we have been Since 2014, the association, be completed by 2030. Line 18, running a travel scheme (the PDM, R’Pro’Mobilité has managed the a railway line between Paris-Orly formerly the PDE) to reduce the inter-company mobility scheme at and Versailles, is set to connect environmental impact of commuter Paris-Charles de Gaulle. It brings Paris-Orly to Plateau de Saclay by journeys and business travel. We together 11 companies: Aéroville, Air 2027 at the latest. The whole of the have also implemented with the France, Bolloré Logistics, CIF Keolis, line will be operational in 2030. businesses operating at our airports, DB Schenker, DHL Aviation, FedEx inter-company mobility schemes Express, Hub Safe, La Poste, Groupe Monitoring of air quality (formerly known as PDIEs): in ADP and its subsidiary, Hub One. 2011 at Paris‑Charles de Gaulle, These companies, which employ Our COFRAC-accredited laboratory in 2012 at Paris‑Orly and in 50% of the airport’s workforce, monitors ambient air quality at 2013 at Paris-Le Bourget. are committed to promoting more the Paris airports by means of environmentally-friendly ways of a network of permanent and The 2016-2018 inter-company getting about. In September 2017, temporary measuring stations (see mobility scheme consisted of ten R’Pro’Mobilité set up a car-sharing page 45, “Policy and pledges”). In actions based on four themes: platform, R’Pro’Covoiturage, for March 2016, we signed the joint new working practices, active employees at the Paris airports. Air Transport Sector Agreement, modes of travel, new forms of a continuation of the 2008 Air mobility, and the involvement Since 2016, the inter-company Transport Sector Agreement. and awareness of employees. The mobility scheme at Paris-Le Bourget Group's subsidiaries were involved has also set up an association + in several of these actions. When called “Bourget Pro’Mobilité” and See our laboratory website: the scheme came to an end, 16 has trialled an electric shuttle Ev-labo.aeroportsdeparis.fr deliverables were completed, service between Le Bourget including the teleworking agreement, RER B station and the airport. the creation of a coworking space and open-access offices, the CDG EXPRESS generalization of videoconferencing, a “worksite mobility” tool, the The future CDG Express, with an trialling of a driverless shuttle and expected journey time of 20 minutes an assessment of paths for non- between Paris-Charles de Gaulle motorised traffic at Paris-Le Bourget. and Gare de l’Est in Paris, will also provide a low-carbon link, thereby helping to combat climate change. Works are due to be completed by 2024. From 2030 onwards, the CDG Express will carry seven to eight million passengers a year. In December 2018, Augustin de Romanet, Chairman & Chief Executive Officer of Groupe
CORPORATE SOCIAL RESPONSIBILITY 2018 - 52 - GROUPE ADP ENVIRONMENT Water
Treatment – At Paris-Orly and Paris-Charles de Gaulle, in addition Aéroports de Paris monitors its emissions in real time to holding ponds and pollutant In 2017, in the case of Paris-Charles de Gaulle, and in 2018, in the case of Paris-Orly, the Aéroports de Paris laboratory introduced a new system that isolation, we operate rainwater continuously monitors the emissions of the thermal plants. Today, data is treatment facilities as a means of processed in real time. In addition to providing data on the emission of air meeting the regulatory requirements pollutants (NO , CO, SO , dust) and of CO in the form of a single regulatory x 2 2 for evacuation into the natural monthly report, the laboratory also gives plant operators access to patterns environment laid down by a local that are identified on an hourly basis and combined with a predictive analysis. With this information, the operators can manage the boilers’ output government order specific to each more efficiently and flexibly as thanks to real-time monitoring it is not as airport. Paris-Orly also has 6,500 necessary to apply a large safety margin to comply with regulatory emission square metres of filtration marsh limit values (ELV). Optimising the process in this way is very significant, that optimises rainwater treatment. especially for the operating of biomass boilers, which are slower to start For better-controlled rainwater up and shut down than gas-fired boilers. The self-monitoring of emissions is a regulatory obligation for the operators of classified facilities. Paris- evacuation, Paris-Charles de Gaulle Orly has one thermal plant and Paris-Charles de Gaulle has two thermal completed work in 2018 on a project plants (one of which has two wood furnaces) equipped with this system. that served to restructure and interconnect its holding ponds. We expect to complement this project 4 Managing the water cycle with pipework that will be several WATER kilometres in length and will evacuate We manage the entire water cycle treated water from the holding MATERIALITY MATRIX* at our airports, from distributing ponds directly into the River Marne. drinking water to treating runoff. ISSUE 18 RANKED “VERY IMPORTANT” We carry this responsibility for REUSING RAINWATER all our own operations as well * See page 7 et seq. as those of our partners. At all of our airports in the Paris region, we recover and recycle over Cutting consumption WASTE WATER AND RAINWATER 72,600 cubic metres of rainwater annually, which is equivalent to OBJECTIVE AND CURRENT SITUATION Waste water is collected and 5% of our annual consumption disposed of via local authority of drinking water. This recovery We intend to reduce the internal conduits that take it to purifying and reuse generates annual consumption of drinking water per stations in the Paris region. We savings of around €150,000. passenger by 5% between 2014 and manage our processes in line with 2020. We have introduced several the “Water” strategic plans, which measures to achieve this. At all our were updated in 2018 for Paris- Improving separation terminals, water consumption is Charles de Gaulle and Paris-Le Following two years of work, we completed in September monitored and the water supply Bourget, and in 2014 for Paris-Orly. 2018 work on separating water automatically cut off in the event at Paris-Charles de Gaulle. of unusual outflow. This metering Offset – Paris-Charles de Gaulle Comprising a separation unit enables us to quickly detect leaks and Paris-Orly together have an and networks of underground and seal them off without delay. impervious surface area of 1,600 pipes, this system separates rainwater in accordance We recover rainwater and recycle hectares. We have undertaken to limit with its organic pollutant it for a range of purposes. We and offset future impervious surfaces content. The most heavily use water-efficient facilities in our when renovating or developing loaded effluent is channelled airport toilets. Under our “Water” our airports, by creating holding towards a treatment unit while strategic plans, we facilitate ponds with an impervious capacity unpolluted water is discharged into the natural environment. rainwater infiltration, thus limiting of 500 cubic metres per hectare. the risk of flooding in the event of extreme climate events. Monitoring – We have introduced a procedure for monitoring waste water and rainwater evacuation from the various on-site operations and industries based at the airports. We also monitor water table levels.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 53 - GROUPE ADP ENVIRONMENT Waste
Soil Our waste recycling We fight objectives against food waste The Aéroports de Paris laboratory is also responsible for the As part of our 2016-2020 At our airports, we are raising environmental monitoring of soil Environment and Energy Policy, we contractors’ awareness of biowaste quality using the national method have made a commitment to reduce management and taking action prescribed by the Ministry for the waste generated at our airports to raise awareness in liaison with Ecological and Inclusive Transition. and recycle it more effectively. The the inter-company restaurant The purpose of this work is to aim of this package of measures service providers and through the check that the condition of site is to reduce the amount of natural Works Council, which manages environments is compatible with resources we consume, and its six staff canteens on our sites. their use and/or redevelopment implementation is spurring us on to: projects, and, if necessary, to • reduce waste production and In 2018, 239 tonnes of biowaste instigate the treatment of site encourage our partners to from Paris-Orly were sent to the pollution. Our procedures for adopt the same practices; Bionerval anaerobic digestion preventing and managing soil • achieve a recycling rate of 45% plant near Paris-Orly, generating pollution risks were updated in 2017. for internal non-hazardous waste; almost 414 MWh of electricity. The • recycle 70% of construction- digestates (the residue of anaerobic site waste; digestion) are given free of charge 5 • take action within the context to farmers, who reuse them as crop WASTE of the circular economy; fertilisers. Used cooking oil from • offer a biowaste collection service the four staff restaurants at Paris- MATERIALITY MATRIX* to all our customers by 2020; Orly is converted into agrofuels. • reduce food waste at our ISSUE 19 RANKED “IMPORTANT” staff restaurants. We are developing selective collection * See page 7 et seq. The waste collection and treatment contracts at Paris- We have introduced selective Our responsibility Orly and Paris-Charles de Gaulle, collection at our airports, on our notified in 2016 and 2017 for administrative premises and on As airport owners and operators, we Paris-Le Bourget, plan to increase the piers of Terminals 1 and 2 of manage the waste generated by our recovery rates by improving waste Paris-Charles de Gaulle Airport. operations and those of our partners. sorting facilities at the collection Bi-flow sorting bins are available to provider's treatment centres. passengers in all of our terminals. All NON-HAZARDOUS WASTE our administrative premises have a At the end of 2017, two compactors system for recovering and reusing We organise the collection of non- for non-recyclable waste were paper and printer cartridges. hazardous waste and determine the installed at Paris-Orly (one for each sorting rules, container locations terminal). Thanks to these machines, The selective collection of waste and transport arrangements. liquid and paste-like waste (primarily at Paris-Charles de Gaulle and from the forbidden items seized Paris-Orly has been entrusted to the Biowaste and non-hazardous waste at security screening checkpoints) company, Paprec. The procurement at our airports are sorted by type. are separated from our recyclable contract includes collecting and waste more effectively. We thereby recycling the paper used within the HAZARDOUS WASTE achieve a better waste recycling rate. company. We are members of CITEO, the green organisation contracted by We offer our partners joint the state to increase paper recycling. management of hazardous waste. Hazardous waste is either recycled or treated according to the relevant regulations for each type of waste.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 54 - GROUPE ADP ENVIRONMENT Biodiversity
REUSING WASTE study for development projects and for all our airports; The measures put in place by Gratiferia: • reducing our consumption of Groupe ADP for recycling the waste exchanging instead phytosanitary products by 50% of throwing away produced at its airports are bearing between 2008 and 2020. We have been raising awareness fruit. Of the 16,200 tonnes of internal among employees of the need waste collected in 2015, 27% was to reduce waste over the past Our programmes recycled. This recycling rate rose to eight years. On 20 November 30.5% in 2016 and to 33.1% in 2017. In 2018, as part of European Waste In 2014, we carried out a biodiversity Reduction Week, we overhauled 2018, 37.5% of the total tonnage of assessment on the land at our three our approach. The community of internal waste sorted and separated green employees (see page 46) main airports. In 2015, Paris-Orly at the Paris airports was recycled. organised the first Gratiferia started to work with the association, (free fair) at Paris‑Orly. Under Hop! Biodiversité and Paris-Charles a large marquee, employees PIER STEWARDS de Gaulle followed suit in 2016. This donated half a tonne of clothing, association offers French airports books, toys and shoes. Each Since 2017, we have increased the visitor was able to take what he the chance to study and promote presence of pier stewards in certain or she needed free of charge. the biodiversity present on their terminals. These technicians, who This introduction to the circular sites. This assessment also gives come from a work integration economy won over around 100 our employees and partners the participants. The remaining company, help waste producers opportunity to observe the plants items were taken to the waste at Paris-Orly and Paris-Charles de sorting and recovery centre in and animals that occupy the green Gaulle to sort and separate their Portes de l’Essonne, Athis-Mons. spaces and grasslands within the waste correctly. Their work has led airports’ footprint (1,200 hectares at to a 4.4-point increase in the waste Paris-Charles de Gaulle). The results recycling rate and reduced the In 2018, 1,461,078 bottle tops (2,440 collected are fed into our databases volume of waste sent for incineration. kg) were collected. This corresponds and those of the National Museum of to 22.7 months of electricity Natural History. We will thus be able COMMUNITY-MINDED COLLECTION consumption for one person and to develop our infrastructure while
represents a saving of 3,733 kg of CO2 respecting the most fragile biotopes. Within the Paris Airports (compared with 2,662 kg in 2017). Environment Partners Club, some For the second consecutive year, 20 businesses collect bottle tops we carried out in 2018 an inventory on an ongoing basis. This helps of the animal and plant species living the community and demonstrates 6 at Paris-Charles de Gaulle airport. solidarity by allowing an annual BIODIVERSITY Conducted by around 50 volunteers, financial contribution to the Frédéric who work for Groupe ADP or partner Gaillanne Mira Europe Foundation, MATERIALITY MATRIX* firms, the inventory was based on a which specialises in the training and scientific and participatory method ISSUE 18 provision of guide dogs for sight- RANKED “VERY IMPORTANT” created by Hop! Biodiversité in impaired young people and children partnership with the National with other disabilities in France, Spain * See page 7 et seq. Museum of Natural History. Previous and Portugal. The bottle tops are observation campaigns led to the collected by people on work-inclusion Our lines of work discovery of different varieties of contracts. This initiative is an effective orchids, butterflies and invertebrates, learning tool that helps develop With over 6,600 hectares of as well as a praying mantis and autonomy and confidence in people land in the Paris region, we are a common midwife toad. who are having difficulty finding work. directly involved in preserving In 2017, the number of collection biodiversity. This is one of the points rose, as did the volume of six themes of our 2016-2020 bottle tops collected (1,740 tonnes Environment and Energy Policy. compared with 1,153 tonnes in 2016). Preserving biodiversity is an integral part of our corporate strategy and is based on three lines of work: • defining and deploying an ecology management plan for development work; • carrying out a biodiversity
CORPORATE SOCIAL RESPONSIBILITY 2018 - 55 - GROUPE ADP ENVIRONMENT Biodiversity
In 2018, we approved the act4nature “Development, landscaping On 10 July 2018, as part of the act4nature initiative run by the and biodiversity” blueprint for association, Entreprises pour l’Environnement (EpE), we undertook, Paris-Charles de Gaulle. This alongside 64 large French firms, NGOs and scientific institutions, to document presents the airport’s incorporate the preservation of biodiversity into our strategy. The four main lines of our commitment consist of: biodiversity-rich areas. It gives • making sure that we are familiar with the biodiversity developers a framework and at our airports by conducting flora and fauna solutions to take biodiversity into inventories, which are regularly updated; greater consideration upstream • incorporating a forward-thinking perspective into our development of their projects: adaptation or that takes the preservation of biodiversity into account; • reinforcing the ecology management approach for our green spaces; modification of projects to avoid • raising awareness and implementing a collaborative or reduce their impact, preparation approach with our stakeholders. of compensatory measures.
800,000 developing alternative ways of These measures encourage Paris-Charles de Gaulle is home to maintaining green spaces and pollinating insects to recolonise our 800,000 trees and shrubs, according reducing our use of phytosanitary natural spaces. to an inventory carried out in 2012. products by 50% between 2008 Our three main airports in the Paris and 2020. Paris-Orly no longer uses region and the general aviation Our alternatives to using phytosanitary products to maintain airport at Toussus-le-Noble are phytosanitary products airside and landside green spaces. home to 43 beehives, which produce honey certified fit for consumption. In 2010, as part of the Ministry of 56% Agriculture’s Écophyto programmes By the end of 2017, our (I, II and III) for reducing the use of average use of phytosanitary phytosanitary products, we signed products over a period of three a framework agreement on the years had fallen by 56%. use of pesticides for professional purposes in non-agricultural areas. This agreement commits us to
CORPORATE SOCIAL RESPONSIBILITY 2018 - 56 - GROUPE ADP COMMUNITY ENGAGEMENT The aim of our community pledge is to ensure the value created by our airport operations benefits the regions in which we are based. Active participation in their development is the eighth pledge within our Connect 2020 Strategic Plan.
1 POLICY AND PLEDGES P. 60
2 GROWING WITH THE REGIONS P. 61
3 REGIONAL GROWTH AND ATTRACTIVENESS P. 62
4 SOCIAL COOPERATION AND EMPLOYMENT P. 64
5 QUALITY OF LIFE P. 67
6 DIALOGUE WITH LOCAL RESIDENTS P. 68
7 NOISE AND SOUNDPROOFING P. 69
8 CHARITABLE INITIATIVES P. 71
SOCIAL 3.9 % VOLUNTARY EXTRA-FINANCIAL OF REGIONAL GDP RATING 2018 IS GENERATED BY THE (scope: Aéroports de Paris SA) OVERALL ECONOMIC ACTIVITY OF THE PARIS 2014 2016 2018 AIRPORTS SYSTEM.
90,190 +2 DIRECT JOBS WERE GENERATED BY points THE ACTIVITY OF PARIS-CHARLES DE GAULLE /100 /100 /100 IN 2016. 75 81 83 206 COMMITTED EMPLOYEES WORKED WITH ASSOCIATIONS SUPPORTED BY OUR 2.2 FOUNDATION IN 2018. MILLION EUROS ARE INVESTED EVERY YEAR 130 IN OUR PARTNERSHIPS. Over 130 pupils benefited from the “Careers Advice” scheme in 2017-2018.
* (scope: Aéroports de Paris SA)
CORPORATE SOCIAL RESPONSIBILITY 2018 - 57 - GROUPE ADP SOCIAL Social responsibility roadmap 2016-2020 and achievements in 2018
SDG(1) OBJECTIVES FOR STATUS OUR 2018 ACHIEVEMENTS IMPROVEMENT 2016-2020 GROWING WITH THE REGIONS SDG 8 Running and promoting the airport city. Greater Roissy-Le Bourget SDG 11 • Participation in building the Economic, Employment and Training Area of Greater Roissy-Le Bourget. • Participation in the governance and running of the Hubstart Paris Région® alliance and the Roissy-CDG Public Interest Group for Employment. Greater Orly • Participation in the construction of Greater Orly. • Participation in the governance of the Orly Paris® regional pact. REGIONAL DEVELOPMENT AND ATTRACTIVENESS SDG 8 Attracting. Greater Roissy-Le Bourget SDG 11 • Continuous work by the Hubstart Paris Région® alliance, to promote the region. Greater Orly • Continuous work by Orly International. SDG 8 Support for SMEs and micro-businesses. • Plato networks. SDG 11 • Orly Enterprise Club. • Financial support for associative networks that support enterprise development. • “Faites de l’International” meetings in Greater Roissy-Le Bourget. • Orly International entrepreneurship event. • Hubstart Paris Center incubator (Greater Roissy-Le Bourget). • Housing assistance at Paris-Orly. • Support for innovation via our membership of the SME Pact association. • Support for start-ups by Groupe ADP’s Innovation Department. SOCIAL COOPERATION AND EMPLOYMENT SDG 8 Encourage and support careers advice and • “Skills Hub” programme. SDG 4 access to employment and training. • “Envol Pro” scheme. • “Careers Advice” scheme. • Seminars presenting airport careers; information and recruitment forums. SDG 8 Vulnerable people • TILT: Social economy and solidarity SDG 4 actions by the Planèt’AIRport network. • Authorisation for Planèt’AIRport to conduct the TOEIC©. • Esus training and accreditation for the integration organisation First Stade. • Groupe ADP engagement in the PaQte law. • Support for priority education. • Co-founder of “second chance” schools. • Partnership contract with Les Ulis within the framework of the educational success programme. • Receiving young people from high- priority districts for one-week work experience placements.
Launch In progress Advanced Achieved (1) To better understand our choices concerning the SDGs, see pages 12 and 13.
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SDG(1) OBJECTIVES FOR STATUS OUR 2018 ACHIEVEMENTS IMPROVEMENT 2016-2020 SDG 8 Promoting workforce integration and return • Workforce integration clauses to work. in our procurement contracts in excess of 10 million euros. • €855 K of purchases in the adapted and protected sector. QUALITY OF LIFE SDG 11 Transport. • Filéo, on-demand transport service for employees at Paris-Charles de Gaulle: new agreement for 2018-2023. SDG 11 Childcare for employees working unsocial • Two inter-company nurseries. hours. DIALOGUE WITH LOCAL RESIDENTS AND ELECTED REPRESENTATIVES SDG 11 Elected representatives. • Partnership initiatives for economic ends, school, cultural or sports events. • Company visits. SDG 4 Local residents. • In October 2018, launch of a public SDG 11 consultation process in the context of the construction project for Terminal 4 at Paris-Charles de Gaulle. • Regular updates about the Paris-Orly and Paris-Charles de Gaulle redevelopment work. • Continuous activity of the Environmental and Sustainable Development Resource Centres. • Football tournaments for young people (Paris Aéroport Cup) at Paris-Charles de Gaulle and Paris-Orly; several exhibitions and cultural events. NOISE SDG 11 Managing funds for assistance with • Continuation of programmes soundproofing, originating from the tax on already underway. noise pollution (TNSA). SDG 11 Participation in Environment Advisory • Contribution to aircraft noise reduction as Committees. part of an interdisciplinary working group. SDG 11 Surveillance and monitoring of noise levels • Information accessible to the by our laboratory. public via our laboratory's site. CHARITABLE INITIATIVES SDG 4 Organisation of support for local actions. • Creation of the Paris Airport Community Endowment Fund. • Creation of Groupe ADP’s Civil Engagement Division. • €1000 K to support 63 projects. SDG 4 Combating illiteracy. • “Illiteracy in the workplace” conference in September 2018. • Co-founding of the Foundation for Writing. SDG 4 Voluntary involvement of Groupe ADP • Seniors’ skills patronage integrated employees. into Groupe ADP’s SWP Agreement. • Salaries rounded up in favour of charitable associations. • 206 Groupe ADP employees involved in associations.
Launch In progress Advanced Achieved (1) To better understand our choices concerning the SDGs, see pages 12 and 13.
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1 2017 IMPACT STUDY Chief Executive Officer of Groupe POLICY AND ADP, signed some 20 brand pledges PLEDGES We regularly measure the economic including six concerning the regions. and social impact of our activity. Since 2015 we have been setting In 2017 we commissioned a socio- Pledge 11 – Making life easier for the gold standard for corporate economic impact study from the those working at our airports. social responsibility among the Utopies consultancy. Based on data Pledge 12 – Developing five leading European airport from 2016, the study quantified and the local economy. management companies (London- analysed the impact in terms of Pledge 13 – Protecting the Heathrow, Fraport, Aena, Schiphol employment and wealth creation environment of local residents. Group and Groupe ADP – according from the activity of our three Paris Pledge 14 – Encouraging training, to ratings by Sustainalytics in 2015). airports: Paris-Charles de Gaulle, employment, and social integration. Our leadership was confirmed Paris-Orly and Paris-Le Bourget. Pledge 15 – Promoting local when we achieved first position regions in order to attract in a worldwide benchmarking of In 2016, these three airports international businesses. the CSR performance of the top supported 2.2 % of employment Pledge 16 – Affirming our world 10 international airport groups, in France and created 30.3 billion leadership in corporate social and carried out by Ethnifinance in euros of wealth for the national environmental responsibility. 2017. Within the framework of economy. At regional level in Île- our Strategic plan for 2016-2020 de-France, the overall economic Three key objectives we have formalised our company activity generated by the Paris pledges. We have placed particular airports system represents 3.9% Our Economic and Social emphasis on our will to promote of the region’s GDP and 7.9% of Cooperation Policy is based the airport areas, to share economic employment with 570,860 jobs. on three key objectives. development, to encourage and 1 – Support for policies promoting support training and employment The economic activity generated access to employment for those and to protect the local residents’ by Paris-Charles de Gaulle Airport living in the départements affected environment. We invest 2.2 million has supported a total of 403,300 by our three main airports. euros annually in our partnerships. jobs, including 90,190 people 2 – The economic development employed directly at the airport. and promotion, at regional, Our economic and The economic activity generated by national and international level, social impact Paris-Orly Airport has supported of the regions of Greater Roissy- a total of 157,440 jobs, including Le Bourget and Greater Orly. Our activity and that of all airport 28,360 people employed directly at 3 – A relationship of mutual trust players has a direct impact on the the airport. The economic activity with local elected representatives, development of the local economy generated by Paris-Le Bourget associations and residents. and quality of life in the regions Airport has supported a total of where we are based. Our three main 10,120 jobs, including 3,490 people Action in which our airports – Paris-Charles de Gaulle, employed directly at the airport. stakeholders are Paris-Orly and Paris-Le Bourget – closely involved are identified as strategic economic 7.9 % drivers by the Regional Plan for of employment in Ile-de- Our Economic and Social Economic Development, Innovation France is generated by the Cooperation Policy is led by the and Internationalisation in the Paris airports system Environment, CSR and Regions Île-de-France Region (SRDEII). Division. This Division takes Six brand pledges action with the help of its regional delegations, which are tasked Our development strategy, which with ensuring that airport activity supports the competitiveness of development is acceptable to our the air transport sector and the stakeholders and working with attractiveness of our country, has as them to build shared interests one of its priorities the sharing of and a shared future. They work growth with the regions where we with some Divisions within the are based. In 2016, on the occasion Group to take practical action of our third Economic Regulation relating to our pledges. Agreement, Augustin de Romanet,
CORPORATE SOCIAL RESPONSIBILITY 2018 - 60 - GROUPE ADP SOCIAL Growing with the regions
2 international trade. Groupe ADP 45 GROWING WITH took part in its construction. initiatives to promote the region in THE REGIONS 2018 for Hubstart Paris Region®. GREATER ORLY SEINE BIÈVRE Partners of the CDG-Hubstart MATERIALITY MATRIX* We are participating in the Public Interest Group for ISSUE 22 construction of Greater Orly, which Employment: the State, the Île-de- RATED “IMPORTANT” is getting underway with the France region, the départements of * See page 7 onwards. project to establish Greater Orly Seine-et-Marne, Seine-Saint-Denis Seine Bièvre as an official area. and Val-d’Oise, the multi-community In partnership with regional and local This area, re-delineated under area of Paris Terres d’Envol, the institutional players and private- the NOTRe Act, is the largest in Roissy-Pays de France urban sector players, we are participating in the Greater Paris area after Paris community, Groupe ADP, Air France, the co-construction and development itself, with 700,000 inhabitants Europa City, the regional Chamber of the airport areas in Greater Roissy- and 24 communes (2018). This of Commerce, and the regional Le Bourget and Orly for the benefit innovation area is home to several Chamber of Trades and Crafts. of their businesses and residents. burgeoning excellence networks.
We have contributed, in those Our operational tools Regional engineering domains in which we are The new regional leadership competent, to rethinking the We take action through three shared and governance tool picks strategic positioning of these governance bodies: Hubstart Paris up and coordinates the missions devolved to the regions within the framework of Region® and the Public Interest Roissy-CDG Public Interest State-Region agreements. Our Group for Employment for the Group for Employment shared objective is to increase the Greater Roissy-Le Bourget region and the attractiveness and attractiveness and dynamism of and Orly Paris® for the Orly region. promotion missions of these regions within dedicated Hubstart Paris Region®. Missions organisations and alliances. HUBSTART PARIS REGION AND ® • To promote the region under THE ROISSY-CDG PUBLIC INTEREST a unique brand to attract A public-private GROUP FOR EMPLOYMENT companies and investors partnership strategy (especially international ones). For many years now, we have • To boost the attractiveness of the region for inhabitants, GREATER ROISSY-LE BOURGET been actively contributing to the employees and visitors. governance and actions of the • To help inhabitants to access The Greater Roissy-Le Bourget area Hubstart Paris Region® alliance and employment, help businesses has been delineated by the Île-de- of the Roissy-CDG Public Interest to recruit, and provide training France region under the Regional Group for Employment. These two in the skills needed in the region’s five key growth areas. Plan for Economic Development, partnership arrangements were the Areas for action Innovation and internationalisation operational tools for the actions on • Structural projects: the (SRDEII). It is positioned as the economic and social cooperation Greater Roissy-Le Bourget region’s aeronautics and international in which we participate alongside Cité des métiers which was exchange cluster. It combines public and private-sector bodies in “in planning” at the end of 2018, the Trades and the urban area of Roissy Pays the Greater Roissy-Le Bourget area. Qualifications Campus “Airport de France and the public body and International Exchange Paris Terres d’Envol run by the In December 2018, at the Hub”, and the investing in Greater Paris metropolitan area. instigation of the Île-de-France the future programme “Skills It has a population of over 700,000 region, Hubstart Paris Region® and Hub” which entered its operational phase in 2018. across 50 communes (2019). the Roissy-CDG Public Interest • Targeted actions on the It benefits from the dynamism Group for Employment merged region’s five priority sectors. created by Paris-Charles de Gaulle as a reformed Public Interest Airport and Paris-Le Bourget Group. This new entity is a unique Airport, and by nationwide leadership and governance tool structural projects. It is structured for the area. It brings together a around five key economic group of 12 public and private- areas: tourism and professional sector bodies, chaired alternately events, transport and logistics, by the State and the Region. aeronautics, airport services, and
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ORLY PARIS® using measures aimed at French GREATER ORLY and foreign investors: exchanges We have been participating since between airport areas; receiving In 2018, in the context of the 2009 in the governance of the Orly foreign and French delegations; opening of the new routes to the Paris® regional pact of the Orly themed seminars and workshops People’s Republic of China from Economic Hub, the leading economic and promotional campaigns (trade the Parisian airports, Groupe ADP hub in the southern Ile-de-France fairs, digital communication); welcomed the Chinese delegation region. The aim of the pact is to and personalised services. from the Ministry of Transport and boost economic performance and Communication and shared its improve access to employment for GREATER ROISSY-LE BOURGET relational management method local residents, in order to facilitate with institutional players. the development of Greater Paris. Hubstart Paris Region©, which is especially active at international Groupe ADP shared its vision Initiatives to promote the region level, increases the size of its of the Paris-Orly airport city with and support access to employment network every year, and for eight the members of the Metropolis are deployed by the supporting years it has been organising a now delegation, an association of organisation Orly International. We renowned international seminar, large global metropolises based supply it with human resources alternately in France and abroad. in Barcelona. This exchange took and skills for its major events. place as part of the METROAirports 8th seminar on sustainable initiative under the aegis of the 34 airport areas Àrea metropolitana de Barcelona regional promotion initiatives in The Sustainable Airport Areas (SAA) (Barcelona metropolitan region). 2018 for Orly International. seminar, put on by the Hubstart Paris Hubstart Paris Region© and Orly Region© alliance in late October International were contributors. Principal partners for the Orly 2018, brought together 16 airport The themes explored (urban Paris® III Pact and Orly international: areas from Europe, Asia and ’North planning, socio-economic impacts the Île-de-France region, the local America, some 40 speakers and 300 and governance of airport regions councils of Essonne and Val-de- participants. This 8th edition focused in a metropolitan context) were of Marne, the State, the consular on the theme: “Building the success particular interest to the Catalan chambers, the Association for the of sustainable airport areas thanks authorities, to feed into Barcelona’s Development of Orly Rungis (ADOR) to key differentiating factors”. It was future metropolitan master plan. to which Groupe ADP belongs, the also an opportunity for work meetings The Atlanta Regional Commission development agencies, the inter- with Hubstart’s partner, Beijing (USA) and the Île-de-France commune bodies, the regional New Aerotropolis Holdings, and for Development and Urban Planning management of Pôle Emploi (the business meetings with the companies Institute (IAU île-de-France) national employment agency). of Greater Roissy-Le Bourget. also took part in this event.
3 United States, Europe and Asia 2 REGIONAL Work has continued to develop a Orly-Paris® business tours. GROWTH AND partnership network with airport ATTRACTIVENESS areas worldwide. At this eighth + Hubstart seminar, two partnership Find about more about the agreements were concluded, one Hubstart Paris Region® initiatives MATERIALITY MATRIX* between Paris Terres d’Envol and the ISSUE 22 Daxing municipality, and the other + RATED “IMPORTANT” between the Hubstart Alliance and Find out more about theOrly * See page 7 onwards. the Vantaa municipality (Helsinki). Paris® initiatives These agreements come in addition Attracting to the four preceding agreements: Greater Atlanta; Shanghai-Pudong; In order to strengthen the Beijing New Aerotropolis Holding; international reputation of the Taoyuan Aerotropolis (Taiwan). Paris region’s airport area and to increase its attractiveness, Hubstart Paris Region® for Greater Roissy-Le Bourget and Orly International for Orly Paris® are
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Support for SMEs and gives advice and start-up lump potential to work with us to develop micro-businesses sums to enterprises founded by avant-garde solutions. Our public young people aged under 26. We website has pages dedicated to Our airports’ local economic are partners of Roissy Entreprises innovation, which present start-ups fabric consists mainly of SMEs and of Entreprendre à Tremblay. with opportunities to collaborate and micro-businesses. We have with Groupe ADP, together with around 10 levers for action to Membership fees and subsidies our Best Practice Charter. We are support them, including the SME to associations in 2018 targeting three domains: the smart Pact and supporting innovation. • €67.9 K for Paris-Orly. airport, new modes of transport and • €567 K for Paris-Charles de Gaulle. robotics. We are partners with some NETWORKS AND CLUBS 15 or so bodies and organisations MEET-UPS dedicated to supporting start- The Plato networks ups and innovative SMEs. We are a financial partner and “Faites de l’International” in sponsor organisation of the Plato Greater Roissy-Le Bourget 5 million euros networks led by the Chambers of “Faites de l’international” is an invested in start-up development Commerce and Industry. Within annual national meet-up put on between 2014 and 2017. these networks, large businesses, by the Chambers of Commerce via volunteers from among their and Industry for French SMEs, BUSINESS INCUBATORS senior managers or directors, to facilitate their establishment share their experience with SME abroad and to support their export Hubstart Paris Center and micro-business directors and activities. In November 2018, the The Hubstart Paris Region® business support them for two years. second edition once again brought incubator supports the set-up of together Greater Roissy-Le Bourget’s businesses within the five priority Plato: some statistics three Chambers of Commerce and growth areas for the Greater Roissy- The Greater Roissy-Le Bourget Industry, on the initiative of Groupe Le Bourget area. Since its creation, 2016-2018 Plato network ADP. 120 SMEs met 35 country it has welcomed and supported 165 • 3 groups experts and 60 business experts. creators and young businesses. With • About 50 SMEs the merger of the Roissy-CDG Public • 12 manager-coaches Entrepreneurship Meet-Up Interest Group for Employment and • Annual contribution to Groupe ADP: In November 2018, Orly International Hubstart Paris Region®, effective €10 K; 1 volunteer senior manager, organised the fifth Entrepreneurship since the end of 2018, the incubator loan of premises at Roissytech. Meet-Up, in partnership with is going to become an independent The Greater Orly Plato network Groupe ADP. Faithful to the event entity, the status of which is 11 businesses since its creation in 2012, 80 currently under consideration. • 11 manager-coaches companies and structures devoted • Annual contribution to Groupe to entrepreneurship welcomed 420 Housing assistance ADP: 1 volunteer manager. visitors. Two prizes created for this Orly Paris® offers housing assistance edition, “The Great Idea” and “The to people setting up a new Enterprise Club Great Company”, rewarded the business, so they can live close We contributed to setting up initiatives of two young companies. to the industrial premises, offices the Orly Enterprise Club, whose With Réseau Entreprendre, we or land where they operate. members are businesses from the proposed a series of conferences commune and several businesses and participated in the selection INNOVATION FOR THE ENVIRONMENT intimately involved in the airport’s committees choosing candidates In 2017 we entered into a partnership growth, such as Air France Industries. for the interest-free loans. Réseau with the “Water, Environment, Entreprendre brings together Soil” cluster set up by the Greater Alongside enterprise associations volunteer entrepreneurs who Orly Seine Bièvre regional public Simply as members or via subsidies, support the creation of businesses. body (EPT). The purpose of this we support several associative association is to generate impetus networks that encourage and Supporting innovation and momentum for innovation in support enterprise creation and these three fields by contributing to growth and economic initiatives. In our capacity as members of the growth of businesses operating in Since 2013 we have been lending the SME Pact association, which them. We have committed ourselves our support to the “Cap’Jeunes” we joined in 2012, we are helping to turning the Environmental and initiative of the Val-de-Marne innovative SMEs. Our Innovation Sustainable Development Resource -based association VMAPI, which Department identifies those with the Centre at Paris-Orly into a showcase
CORPORATE SOCIAL RESPONSIBILITY 2018 - 63 - GROUPE ADP SOCIAL Social cooperation and employment for technologies and solutions put Looking ahead (SWP) focuses more particularly forward by these businesses. With on the major regional projects, for the regional public body, we co-host We are working with the economic example the terminal 4 project. workshops for companies, start- players in the regions where we To this end, Groupe ADP has ups and Groupe ADP employees. are based to construct systems signed a partnership agreement for regional strategic workforce with the Roissy-CDG Public In 2018, a flora and fauna study planning (SWP). This means Interest Group for Employment. of the Paris-Orly Environmental and anticipating the needs of businesses Sustainable Development Resource and project holders and making GREATER ORLY Centre site was conducted with available to them up-to-date agricultural science and technology information, both quantitative and For the Greater Orly region, in students from Paris‑Est‑Créteil qualitative, about changing job 2017 Orly Paris® coordinated the University (Upec) as part of their roles and the training available. introduction of an SWP. As partners first-year Masters placement. of the Grand Orly Seine Bièvre regional body, which has also set Skills Hub for Greater up an SWP, we are helping it to 4 Roissy-Le Bourget think about the type of training to SOCIAL We are involved in setting up a be offered at the future Greater local centre for excellence and Paris Green Building Campus. COOPERATION in the dynamic development AND EMPLOYMENT of employment channels via the “Skills Hub” project. In 2018, alongside the Val-de- This project was set up as Marne and Essonne local councils, MATERIALITY MATRIX* part of the “Investing in the Groupe ADP helped relaunch Future” programme, with the ISSUE 22 the dynamic of the old “Assises RATED “IMPORTANT” aim of better meeting the recruitment needs of businesses d’Orly” with a new initiative: The * See page 7 onwards. in Greater Roissy-Le Bourget “Rencontres d’Orly”. In 2019 and and helping local residents 2020, these events will focus For about twenty years now we become better able to access on three themes: environment, and remain in employment. have been investing in employment transport and employment. Benefiting from 2.6 million aid structures adapted to the euros of joint funding from a specificities of airports (Groupe consortium of 25 members, Advising, informing, ADP’s pledges 12 and 14 in 2016). including Groupe ADP, and recruiting We have defined three key spheres led by the Roissy-CDG Public Interest Group for Employment, of intervention: careers advice and CITÉ DES MÉTIERS it received a contribution of information, training and innovation, 2.9 million euros from the and assistance for vulnerable people. Caisse des Dépôts (agreement The overall offer of the future Cité signed on 4 September 2017). des Métiers careers information Our levers centre in Greater Roissy-Le The Skills Hub has been Bourget, as planned by the “Skills set up to provide: Our action relies in particular upon: • support for businesses and a Hub” project, will include: • public employment and regional strategic workforce • advice on careers, training policies; plan (SWP), particularly on employment and occupational • the Hub Skills project, led by the major regional projects; skills and training; • guidance for residents the Roissy-CDG Public Interest • jointly-provided and shared towards current and future Group for Employment on behalf jobs (Greater Roissy-Le resources, facilities and services; of a consortium of businesses Bourget Cité des métiers); • public and private-sector and public-sector bodies; • an integrated sandwich employment and training services, • some 10 or so partnerships course project; all together in one place. • training modules covering with public and private-sector key employment skills economic players in the area; for the local area. The project received the “Cité • the associative bodies for des métiers d’Universcience Cité the social and solidarity- des Sciences et de l’Industrie” based economy of the label at the end of 2018. Planèt’AIRport brand. GREATER ROISSY-LE BOURGET Groupe ADP will be investing For Greater Roissy-Le Bourget, 250,000 euros between now and the strategic workforce plan 2020 to help develop premises for
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the Cité des Métiers and the new “DISCOVERING AIRPORT Alongside Orly International CDG-Hubstart Public Interest Group PROFESSIONS” SEMINARS The 2018 d’Orly Paris® Employment for Employment at Roissypole. Meet-Ups, to which Groupe ADP Several times a year, at the contributed, mobilised 95 companies THE “CAREERS ADVICE” SCHEME Environmental and Sustainable and over 100 partner structures. Development Resource Centres at They attracted 5 000 visitors from Since 2015-2016, our “Careers Paris-Charles de Gaulle and Paris- Essonne and Val-de-Marne, who were Advice” scheme has worked to Orly, we hold “discovering airport offered 30 themed activities. This attract students towards the professions” seminars that are event gave rise to 700 pre-recruitment priority stream businesses in the open to jobseekers. We provide interviews in job meeting form, with Greater Roissy-Le Bourget region. information about airport-based 28% of candidates selected and 600 The scheme covers secondary occupations and the requisite recruited (estimate). Groupe ADP and schools in the districts prioritised training for them, in partnership Orly International were also involved by urban policy in our three with careers guidance services, in three other events: the Parc Icade départements. Teaching staff select businesses, public-sector services Employment Meet-Ups, the “Work/ small groups of motivated pupils and training organisations. Study Maintenance” forum and the whom we then place in businesses “Airport safety careers” forum. for an immersive experience, and PROFESSIONALISATION FOR take to meet professionals. CAREERS ADVISERS With PLIE Nord Essonne We hosted the Job Dating for PLIE Over 130 pupils benefited In 2018, with the Roissy-CDG Public Nord Essonne at the Paris-Orly from the “Careers Advice” Interest Group for Employment, we Environmental and Sustainable scheme in 2017-2018. conducted a “professionalisation” Development Resource Centre. process for careers advisers (national This event involved four integration WORKING WITH THE NATIONAL employment service, local initiatives, and employment structures and 35 EDUCATION SYSTEM etc.), thanks to the organisation of companies. 151 job offers were made, six events. Once familiarised with the 286 candidates were received and Our teams go into schools occupations within our local sectors, 455 interviews were conducted. to talk about what we do and the advisers are better equipped the kinds of work we offer. to advise and inform jobseekers. Coaching Seniors Ther first “Coaching Seniors” For pupils in their final year of FORUMS AND MEET-UPS event took place in 2018, for middle school (aged 14-15) there is jobseekers aged over 45 who had the “professional discovery” option In partnership with the National been registered with the national to find out about careers with us, employment service, we organise employment service for less than and for pupils in their final two years themed recruitment forums. We two years. Designed in partnership of school (aged 16-18), we organise take part in various advisory forums with the National employment programmes of visits with the help on airport-based occupations service, its main aim is to develop of businesses and the teaching organised by local authorities and the skills of the participants. staff of middle and high schools. educational establishments. As part of careers advice for pupils in their first year of technical 2018 Advisory forums college (aged 15-16), in 2018, we 8 for Greater Roissy-Le Bourget. organised the Paris-Orly visit, as 10 for Orly Paris© well as practical sessions in our 2018 Recruitment forums signage and maintenance workshops, 6 for Greater Roissy-Le Bourget. for small groups of pupils from 6 for Orly Paris©. high-priority districts in the city. Sandwich course and seasonal contracts forum In 2018, Paris-Orly held its 7th “Sandwich course and seasonal contracts” forum. 33 companies participated, and 285 visitors were able to consult 182 job offers.
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Vulnerable people In 2018, Planèt’AIRport Training co- Envol Pro funded two operational preparation Envol Pro is a trial European PLANÈT’AIRPORT, A for collective employment (POEC) mobility scheme led by the Roissy-CDG Public Interest Group COMMUNITY-MINDED NGO groups, with the joint collecting for Employment. The scheme organisation Opcalia. Focussed offers young jobseekers in the We are founder members of the on customer relations professions, Greater Roissy-Le Bourget Planèt’AIRport network, which these groups use the proactive area an immersive business undertakes social and solidarity training method designed to ensure language course in the UK, Ireland or Spain. Being at ease initiatives aimed at helping up-to-date training that meets the in a multicultural environment vulnerable people. Every year specific needs of companies. is a prerequisite for airport- Planèt’AIRport facilitates access to or based occupations. From 2016 retention in employment for over Partnerships: In 2018, to 2018, 86 trainees took part in 2,000 people living in the areas Planèt’AIRport Training also formed Envol Pro, with 100 % of them completing the entire course new partnerships with several and 82 % of them finding work, airport companies, to provide a work placement or training A social and new possibilities for its trainees on their return to France. This solidarity “TILT” following their hospitality training. project is financed by the Planèt’AIRport is 4 Erasmus agency on behalf of service systems. the European Commission. With Seine-Saint-Denis: Training: Planèt’Airport Training. Planèt’AIRport Training won four bids Integration through economic Envol Pro Consortium: The within the Regional Employment activity: First Stade. national employment service, Low-income housing: Integration Programme launched the Plaine de France local Housing Committee. by the Departmental Council of service, Bondy local service, Transport: Papa Charlie. and the Second-Chance Seine‑Saint-Denis. The training School of Val-d’Oise. programmes, which will begin in 2019, will prepare trainees for around our Paris airports. hospitality and airport professions.
Training and innovating PLANÈT’AIRPORT TRAINING AERO Skills: Planèt’AIRport Training is a partner in this regional GREATER ROISSY– LE BOURGET CAMPUS Planèt’AIRport Training solidarity group which has, since offers training that leads to 2011, been running a programme The Greater Roissy-Le Bourget qualifications or degrees, for that leads to a qualification and is Trades and Qualifications Campus airport occupations. Around 1,300 financed by the Île-de-France region. was badged in September 2016 by people are trained every year. the Ministry for National Education. It continued its operational action in Since 2018 Planèt’AIRport Training Omapée, a 2018. The campus combines basic has been authorised to conduct performance and vocational training packages, in the TOEIC© (Test of English for observatory particular those with an international International Communication). It In 2018, to monitor and component, within the region’s priority is approved by ETS Global. It is measure the performance of the sectors. The Trades Campuses are also approved by Direccte d’Île- Planèt’AIRport network, we set up the Observatory on support centres of excellence devoted to de-France (see glossary) to train measures for people having an occupational sector linked to a its interns – and present them for difficulty finding work (Omapée). national or regional economic issue. exams – for the professional role The aim of this observatory is of “tourist hospitality officer”. to conduct an annual analysis, Green Campus via a survey, of the changes to those groups that have the Within the context of our partnership Professionalisation of sandwich most difficulty finding work, with the Greater Orly Seine Bièvre courses: since 2017, Planèt’AIRport identify the obstacles and the EPT, we are providing support to Training has fulfilled the part of best solutions to implement. the Greater Paris Green Building the Hub Skills regional project Campus, which in 2021 will (launched in 2017) devoted become part of the future national to the professionalisation of network of vocational education sandwich course staff (page 64). centres for energy transition. €50 K will be spent on this.
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FIRST STADE emission vehicles. It is recognised high-priority districts. The Group as a Best Practice organisation commits to offer 300 internships and A body for re-integration via by the UN Global Compact. take on 200 work/study students economic activity, First Stade on average per year, until 2021. is part of the social economy. It In 2018, as part of the Skills Hub offers, among other things, local “Investing in the Future” programme, + transport services and recyclable Papa Charlie opened a new service of Find out more: http://www.paqte.fr waste collection. At the end of 20 no-licence vehicles, in partnership their re-integration period, people with Aixam, a manufacturer of no- employed by First Stade find and licence cars. This service is reserved 5 keep a job. First Stade received first and foremost for work/study QUALITY OF LIFE a Groupe ADP subsidy of €84 K students, who receive highway code over 3 years (2016-2018) and had awareness training from Aiguillage. MATERIALITY MATRIX* 12 member businesses in 2018. The daily hire cost is 2.50 euros. ISSUE 13 RATED “IMPORTANT” In May 2018, First Stade HIGH-PRIORITY EDUCATION obtained its Esus accreditation * See page 7 onwards. (recognising socially responsible Since 2009, we have been and useful companies) and had a supporting the high-priority The quality of life of those who 100 % dynamic outflow rate into education networks (Éclair, RAR, work at our airports is the subject of permanent employment contracts. RRS, REP+) created for pupils at Pledge 11 of the 20 Brand Pledges schools in the high-priority districts made by Groupe ADP in 2016. HOUSING COMMITTEE and communes associated with our airports. Since 2010, we have Inter-company nurseries The Housing Committee has been co-founding Second-Chance developed an offer of subsidised Schools, including five near Paris- Our airports have two inter-company housing around our three main Charles de Gaulle and two near nurseries, set up on our own Paris airports for employees of local Paris-Orly. The purpose of these initiative. At Paris-Orly, the P’tits businesses and public authorities schools is to provide workforce Loup’ings, a certified “eco-nursery”, that have signed up to the scheme. integration for young people who has 60 cots and takes around Its services range from emergency have been out of the school system 150 children per year. The Globe- accommodation to rent-to-buy. for over a year. We finance their Trotteurs nursery, at Paris-Charles Two subsidised residences take in initiatives by paying a portion of de Gaulle, welcomes 170 children employees working on-site at the the apprenticeship tax to them. per day on average, with 100 cots. airports – near Paris-Charles de In 2017 we signed a partnership It is made up of l’Ombr’aile, which Gaulle since 2008 and in Athis- contract with the commune of is open during unsocial hours, and Mons near Paris-Orly since 2017. Les Ulis (Essonne) within the l’Envol, open during normal office framework of the Educational hours. Our partners are the regional Almost 400 families Success Programme (PRE). authorities, the DGAC (French Civil were rehoused in 2018. Aviation Authority), public-sector Furthermore, from late 2018 to services and businesses based PAPA CHARLIE early 2019, the Environmental at the participating airports. and Sustainable Development Since 1997, Papa Charlie, Europe’s Resource Centres received 300 Since 2017, for its employees, leading subsidised rental interns from high-priority districts, Groupe ADP has helped to organisation, has been hiring for a week of introductions to the fund 41 cots at Globe-Trotteurs, out vehicles for a modest sum to different Groupe ADP careers. for a cost of €4.5 K (figure first-time employees in the from 31 December 2018). Île-de-France region. On average, HELPING THE CITY’S HIGH- over 300 people annually take PRIORITY DISTRICTS advantage of this rental deal to enable them to commute In July 2018, Groupe ADP signed the to work. Papa Charlie owns a “PaQte”, a pact on the part of French fleet of 80 recent, low carbon- companies in favour of the city’s
CORPORATE SOCIAL RESPONSIBILITY 2018 - 67 - GROUPE ADP SOCIAL Dialogue with local residents
Filéo bus routes Development Resource Centres with the 50 communes most (ESDRCs) at Paris-Charles de Gaulle exposed to noise in the vicinity of Since 1998, the Filéo network has and Paris-Orly, and our website Paris-Charles de Gaulle. In order to been providing regular public which we use to provide information ensure that large-scale construction transport services for the employees online: www.entrevoisins.org. work carried out at Paris-Orly will be of Paris-Charles de Gaulle. This acceptable, we have strengthened on-demand transport service was The ESDRCs design or host communication with elected set up by Île-de-France Mobilités. educational seminars on air industry representatives and Environment It operates 24/7. We are the only occupations, as well as employment- Advisory Committee projects. In private-sector company contributing related forums and conferences. They 2018, we organised several meetings to its operating costs with Île-de- stage about 10 exhibitions a year, as with elected representatives, France Mobilités, together with the well as events with an airport-related, concerning the renovation works on local councils of Seine-et-Marne and environmental, cultural, sporting or runway 4 at Paris-Charles de Gaulle Val-d’Oise and the public body Paris community theme. They participate and the reconstruction of runway 3 Terres d’Envol. A new agreement has in local and regional efforts focusing at Paris-Orly, scheduled for 2019. been made for the 2018-2023 period, on environmental and employment and a new “zonal” on-demand themes specific to our airports. transport service (independent of the Terminal 4 regular lines) has been introduced, 18,500 Preparing for 2024 in particular to the south of Paris- In 2018, the Paris‑Charles As part of the project for building Terminal 4 at Paris- Charles de Gaulle (€265 K in 2018). de Gaulle ESDRC welcomed Charles de Gaulle, a prior almost 18,500 visitors. consultation was launched under the aegis of the French National 6 www.entrevoisins.org passes Commission for Public Debate DIALOGUE WITH on information to local residents, (CNDP). It began in October 2018 and will continue in 2019. LOCAL RESIDENTS elected representatives, businesses and the general public, concerning the air industry, our MATERIALITY MATRIX* airport operations, noise, the Relationships with ISSUE 20 environment and our economic RATED “IMPORTANT” local residents and social cooperation measures. * See page 7 onwards. In addition to the employment- Consultation with elected related events and educational A relationship based on trust representatives seminars they host or organise, the ESDRCs offer local residents Keeping our airports’ local residents Consultation with elected visits and opportunities to meet up informed is part of our corporate representatives is organised mainly throughout the year, often linked to Mission Statement. We have, of our via partnership initiatives with an current affairs. Many of these are own accord, gone even further by economic, environmental or social aimed chiefly at young people. cultivating trust-based relationships purpose. We share information on with local and regional authorities, a regular basis about our large- In 2018, to celebrate 100 years of associations and residents. Our scale development projects, right Paris-Orly, we gave a guided tour airports’ regional delegations drive through to their completion, mainly for over 50 State representatives forward initiatives intended to benefit via the staff of the ESDRCs. We and regional elected officials. local residents and their elected offer visits to businesses operating They had the chance to talk to representatives. We participate in at our airports and work with local our Chairman and Chief Executive Environmental Advisory Committees communities to set up information- Officer, Augustin de Romanet. (CCEs), working groups on noise and sharing forums and educational, Advisory Committees for Assistance cultural and sporting activities. ESDRC visits and exhibitions to Local Residents (CCAR). • Over 15,000 visits on average 4 job meetings per year to each ESDRC. OUR MAIN COMMUNICATION CHANNELS with the workforce-integration and • 5 photo exhibitions at Paris-Orly. employment bodies for Paris-Orly. • 6 exhibitions at Paris- Our main channels for Charles de Gaulle. communicating with local residents Since 2016 we have been and elected representatives are our implementing an action plan aimed two Environmental and Sustainable at developing closer connections
CORPORATE SOCIAL RESPONSIBILITY 2018 - 68 - GROUPE ADP SOCIAL Noise and soundproofing
117 out of 371 events organised of its “Book Prize”. The prize-winning The circular economy and by the Paris-Charles de Gaulle book by Yves Grevet, L’Accident, responsible procurement ESDRC were specifically has been made available in the designed for school groups. Relay sales outlets at Paris-Orly Under our Responsible Procurement Airport. The trophy awarded to the Policy, the ESDRCs enter into author was created by a pupil from agreements with protected-sector An artist’s view of the Orly municipal art school. organisations for the provision of airport grasslands This prize is organised in partnership catering and cleaning services, A young local artist, Marina with multi-media libraries in the and promote charity programmes Legall, exhibited her works for Greater Orly Seine Bièvre area, concerning the circular economy. the second time at Paris-Orly the Groupe ADP Foundation from July to December 2018. Her canvases and ceramics, and Relay@adp. based on on-site observations, 7 show the fauna and flora of Visits NOISE AND our airport grasslands. This In partnership with the Groupe SOUNDPROOFING work was accompanied by a ADP Foundation and the Cgénial retrospective on the roles of Foundation, we have organised our teams for maintenance and MATERIALITY MATRIX* management of the wildlife visits to Paris-Charles de Gaulle and hazard. An artist’s view of airport Paris-Orly airports and meetings with ISSUE 23 RATED “IMPORTANT” grasslands was supported by people who work for Groupe ADP for the Art et mécénat d’entreprise representatives of the state school * See page 7 onwards. en Essonne (AME) association. We have been a member of system (secondary school teachers this association since 2017. and administrators). Our objective: The underlying principle to bring the worlds of education and business closer together throughout In France, the control and SPORT, CULTURE AND CREATIVITY the summer as they focus on reduction of aircraft noise falls scientific and technical occupations. within the remit of the General Soccer, social cohesion Civil Aviation Authority (DGAC), and sexual equality Debates and general culture i.e. the French government and Football, which encourages social For the past 3 years, the ESDRC not the airports. Our responsibility cohesion, has for the past four years at Paris-Orly has been offering as airport operators includes been a star attraction at the ESDRCs, the public lectures on general managing the soundproofing which organise the Paris Aéroport cultural topics on one Friday a assistance scheme in the vicinity Cup every year in partnership month, as well as “Sunday cinema of our airports in Ile-de-France. with the Groupe ADP Foundation debates” every two months. and football clubs from our local A specific unit within our communities. In 2018, this football 10 culture Fridays and organisation, consisting of 15 tournament brought together 340 4 cinema debates at people, runs and coordinates this young players (U11) across the three Paris-Orly in 2018 scheme. Our laboratory provides Paris airports. The Paris-Charles the authorities with acoustic de Gaulle ESDRC also organised CHILDREN’S LOCAL COUNCILS measurements and analyses its third Foot d’Elles mixed-sex and publishes the acoustic football tournament for five teams We support the initiatives of assessments of aircraft noise of boys and girls aged 11-16. Children’s Local Councils (CMEs) online, for local residents to see. and Young People’s Local Councils “Book prize” (CMJs) that benefit the environment Minimising noise pollution Using fun activities to encourage and social responsibility. children to read is a good way to At Paris-Orly, a curfew applies combat illiteracy and educational Thus, in 2018, the Choisy-le-Roi between 23:30 and 06:00. This has failure. The ESDRC at Paris-Orly Children’s Citizen Council and the been in place since 1968. In 1994, invited schoolchildren in the last Juvisy-sur-Orge and d’Epinay-sur- regulations also limited the number 2 years of primary school and the Orge Children’s Local Council took of time slots that can be allocated first year of middle school (overall, part in a fun scientific workshop, at this airport to 250,000 per year. an age group of 9 to 12) from the on building a wind turbine blade. At Paris-Charles de Gaulle a limit on neighbouring communes to form a night-time traffic and an overall gauge judging panel for the sixth edition of weighted noise measurements (IGMP) were introduced in 2003.
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Adjustments to the landing tax PROCESSING TIMES Consultation: the CCEs according to the aircraft’s acoustic category and to the tax on air We are striving to improve The Environmental Advisory transport noise pollution (TNSA) are processing times for requests for Committees (CCEs) are the preferred providing additional encouragement assistance with soundproofing work. tools for consulting people living to use quieter aircraft, as well For Paris-Orly, in 2018, fluidity is in the vicinity of the airports. They as penalising night flights. achieved with an average processing are convened and chaired by the time of 12 months. For Paris-Charles local prefect and consist of three Since 1 February 2017, Paris-Le de Gaulle and Paris-Le Bourget, if the equal contingents of representatives Bourget airport has had a Noise situation improves, the processing from the aeronautical occupations, Exposure Plan (PEB), as have Paris- time can nevertheless reach four local community organisations, and Charles de Gaulle (April 2007) years. The shared objective of local residents’ or environmental and Paris-Orly (December 2012). Groupe ADP and the DGAC (French protection associations. They must Civil Aviation Authority) is to ensure be consulted on matters related to Assistance with fluidity in processing times by 2021. the impacts of the airport’s operation soundproofing work on areas affected by noise pollution. Informing and discussing They ensure the monitoring and FINANCING implementation of environmental At our Environmental and quality charters. They can refer Assistance with soundproofing work Sustainable Development Resource matters to the Acnusa in the event is granted, to homes and tertiary- Centres, local residents can obtain of breaches of these charters or to sector buildings located within the information using the Vitrail software request studies and expert advice. noise pollution maps (PGS) of the package that we have developed. three main Paris airports, upon a Directly accessible online since Within the Paris-Charles de favourable report from the Advisory December 2018, it provides a more Gaulle CCE, a working group (on Committee for Assistance to Local or less in real time representation which we are represented) was Residents (CCAR). The tax on air of air traffic in the Île-de-France set up in 2014 to research ways transport noise pollution, which region and the associated noise of reducing noise pollution. The is collected by the French Civil measurements and delivers outcomes of this work included the Aviation Authority (DGAC) and information concerning flyovers introduction of technical solutions: partially repaid to Groupe ADP, by departing or arriving aircraft. • continuous descent of aircraft finances soundproofing measures at Paris-Charles de Gaulle that benefit local residents. We look into information requests between midnight and 5:30 and complaints from local residents a.m. (since September 2016); Financial Report 2018 that are not within the remit of the • modification of an aerodynamic • Tax on air transport noise State-dependent air traffic control mechanism on A320s, the most pollution: 38.5 million euros. service provider (DSNA). Since 2017, common aircraft at Paris-Charles • Acoustic reports and soundproofing a request form has been available de Gaulle. This has noticeably work: 32.1 million euros. on the website www.entrevoisins.org. reduced the noise produced. Amount paid to local residents A reply is provided within 3 hours. (towards reporting and Environmental Advisory work): 35.5 million euros. In 2018, we organised liaison Committees in 2018 campaigns with local residents’ Paris-Charles de Gaulle: 2 QUALITY associations: Advocnar, (thec Paris-Orly: 1 Association for combating aircraft Paris-Le Bourget: 1 We offer a project management nuisance) and Cirena, (the Collective assistance service to guarantee against aircraft nuisance). residents good quality work at the best cost. Upon completion of the We became part of the project the quality of the work is Bruitparif board of directors. checked. We also collect residents’ feedback on service quality.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 70 - GROUPE ADP SOCIAL Charitable initiatives
8 CHARITABLE OUR TOOLS illiteracy (ANLCI) and the INITIATIVES #Stopillettrisme association. The Civil Engagement Division has a budget of three million euros This conference, which brought MATERIALITY MATRIX* and two main tools for action. together 200 people and 20 ISSUES 20 AND 22 contributors, helped to raise RANKED “IMPORTANT” Our Corporate Foundation, awareness and inform actors in the * See page 7 onwards. created in 2015, works to serve areas working world about a difficult and affected by our Paris airports as taboo subject. At the end of the day, Our charitable initiatives fall within well as other areas outside France, the #Stopillettrisme (Stop Illiteracy) the scope of Brand Pledge 14 in countries where Groupe ADP commitment charter was signed by made by Groupe ADP in 2016: has economic interests. The Groupe the companies and organisations “Encouraging training, employment, ADP Foundation has had its five- present, who want to act now. and social integration”. year plan renewed for 2020-2024. It was in this spirit that our The Civil Engagement The Paris Airport Community foundation set up a tutoring system Division Endowment Fund (FDCAP), with #Stopillettrisme. Several of created on our initiative in February the group’s employees support In November 2018, we created 2018, brings together 18 member the learning of reading and writing the Civil Engagement Division, companies (in December 2018) organised by employees of our to give greater visibility to our who are active at our airports for subcontractors. The pilot of this charitable involvement, be it in the a budget of 100,000 euros. project started in early 2019. form of sponsorship, partnership, financial support or mentoring. Combating illiteracy THE FOUNDATION FOR WRITING These actions contribute greatly to Groupe ADP’s CSR effort. The Groupe ADP Foundation and Our foundation is a founder member the FDCAP endowment fund share of the Foundation for Writing, A UNIFYING MISSION a key field of intervention: that alongside the corporate foundations of education, by tackling school of M6, SNCF, Sycomore and the The aim of the Civil Engagement dropout rates and illiteracy. The Académie des sciences morales Division is to federate all of the Foundation focuses on children, et politiques (Academy of Moral solidarity actions carried out for over while the endownment fund covers and Political Sciences). Established 20 years by the various departments employees. In 2018, we launched for three years, the Foundation of our group, and more specifically two major actions: A tutoring for Writing aims to cultivate the in the domain of employability. system to support the acquisition pleasure of writing, a tool of freedom of reading and writing skills in the and understanding for citizens. There are three aspects workplace, and the contribution to to our strategy: creating the Foundation for Writing. Its creation is part of the national • developing the group’s local mobilisation in favour of artistic and involvement among the regional COMBATING TABOOS cultural action, which was launched associations it supports; in July 2018, by the Ministries for • working to mobilise actors For the fifth edition of France’s Culture and National Education. It within our sphere of influence national action against illiteracy is run by the Labo des Histoires, (passengers and partner days, the Groupe ADP foundation an association for the promotion companies of the airports) to organised the “Illiteracy in the of writing among young people. increase support for projects workplace: from taboo to action” in the general interest; conference in September 2018. • encouraging and supporting Our partners were the French our employees’ involvement. national agency for combating
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LIRE ET FAIRE LIRE Alongside our programmes, Our flagship our employees participate on a Our foundation has renewed its projects in 2018 voluntary basis in the Plato networks partnership with “Lire et faire lire”. • Seniors’ skills patronage, that provide advice and help to This association works to transmit the launched in July 2018, was SMEs. They are often members of integrated into Groupe ADP’s love of reading between generations: an NGO in a personal capacity. SWP Agreement in January every week, volunteers aged 50 2019. This patronage allows and over work with small groups employees in the three years Since 2012 we have been providing of pupils in or out of school hours, prior to retirement to invest sponsorship in kind, by collecting to share reading time with them. 50 to 75% of their work things belonging to Groupe ADP and time in an association. distributing them for the benefit of • Salary rounding, which was Since 2017, this action has been launched in September workforce-integration associations. part of the “Together for a country 2018 with the Human of readers” programme from the Resources Department, Ministries for National Education and gives our employees the opportunity to help fund an Culture. This programme works to Key figures for 2018 association of our choice. In 2018, 206 employees got attract and train more volunteers, involved with associations: in order to help up to a million • 48 as mentors; children in the space of three years, • 73 as part of tutoring from nursery age. For four years, Employee involvement programmes for the region’s young people, via the Alliance we have been providing “Lire et pour l’Éducation, the Institut faire lire” with 20,000 euros of We support the involvement of Télémaque and the Elles financial support, with an additional our employees, who can apply Bougent association; specific donation in 2018 and 2019 their skills to help the associations • 53 as part of the work of to support the “Together for a we support. Established in 2016- #Stopillettrisme against illiteracy; • 26 as volunteers to supervise country of readers” programme. 2017, six programmes assist them the Paris Aéroport Cup junior in their commitment: mentoring; football tournaments. INTERNATIONAL tutoring and coaching for young • Since 2017, six employees have people from high-priority districts done international charitable Schools of the World in the city; skills patronage; assignments via Congé Solidaire® (Solidarity Leave). After funding the building in 2017, solidarity action day; solidarity in 2018 the Groupe ADP Foundation leave; collections for associations contributed to the construction of supported by the Foundation. a canteen at the school of Bésely in Madagascar. Thanks to these facilities, children living far from the establishment will no longer need to go a long way to eat at home. The financial partnership was established for a sum of 25,000 euros.
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Our continuous improvement process covers service quality, our ambition for excellence and our identity as an airport services integrator. With this in mind, we strengthen our links year on year with airlines, who are closely involved with the steps we are taking. We have already embraced the digital revolution to boost passenger wellbeing and airline competitiveness, and will finish the full transformation of our airports into “smart airports” by 2020.
1 OUR PLEDGES P. 76
2 PASSENGERS P. 79
3 AIRLINES P. 83
4 AIRPORT-BASED BUSINESSES P. 86
CUSTOMERS AND PROCUREMENT VOLUNTARY EXTRA-FINANCIAL RATING 2018 (scope: Aéroports de Paris SA)
2014 2016 2018 TOP 100 WORLDWIDE SKYTRAX HAS RANKED 30 +2 points PARIS-CHARLES DE GAULLE AIRPORT OVER 30 MILLION EUROS AS ONE OF THE TOP 100 AIRPORTS EARMARKED /100 IN THE WORLD (NO. 30). FOR INNOVATION. 79/100 83/100 85 281 MILLION PASSENGERS IN 2018 3 (SCOPE: GROUPE ADP). BILLION EUROS 1,000 invested in increasing Over 1,000 members in the capacity of our terminals our Paris Airport and You over the 2016-2020 period. customer community, which was created in 2018.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 73 - GROUPE ADP B2B AND B2C CUSTOMERS Customer roadmap 2016-2020 and achievements in 2018
OBJECTIVES FOR IMPROVEMENT 2016-2020 STATUS OUR 2018 ACHIEVEMENTS COMMITMENTS FOR 2016-2020 Applying the Connect 2020 Strategic Plan. • Connecting Customers Programme ratified in 2016. Making service commitments to • Commitments made by the Paris passengers and airlines. Aéroport brand – Paris vous aime – relating to passengers (five promises) and airlines (five promises). PASSENGERS More destination and departure • 113 intercontinental stopovers for locations, from and to Paris. passengers departing from Paris. • 66 new routes opened A very high level of service made possible by the • Propagation of the customer culture, propagation of a culture of operational excellence, both internally and with our partners, shared by the entire airport community. since 2008. The “Customer Attitude” programme in 2018: Training provided to 170 operational managers from across Groupe ADP (80 %) and 150 partner managers. • A redesigned “Bienvenue à Paris” customer service programme. • Continuation of programmes run jointly with our partners. • Operational quality committees. • Airline satisfaction survey. Optimise transfers. • Easier passage through the hub (currently being trialled); a new guidance system (yellow archways). • Constant improvement of digital information tools (real-time updates). • Airport Helpers©. Treat passengers as individuals. • Welcome Chinese Program label since 2015. • Disabled and reduced-mobility persons: new support package and new services. Passengers at the airport can experience Paris. • New and varied shops and services. • 41 new shops and restaurants opened. • 8 Michelin-starred chefs. • Deployment of cultural spaces. • Instant Paris lounge and new hotel offer (since 2017). • Paris Worldwide (magazine and smartphone app) (since 2016). A personalised relationship with passengers, • My Paris Aéroport app. brought about by digital communication tools. • E-commerce platform. • Loyalty programme. • Creation of a Customer community.
Starting In progress Advanced Achieved
CORPORATE SOCIAL RESPONSIBILITY 2018 - 74 - GROUPE ADP B2B AND B2C CUSTOMERS Customer roadmap 2016-2020 and achievements in 2018
OBJECTIVES FOR IMPROVEMENT 2016-2020 STATUS OUR 2018 ACHIEVEMENTS AIRLINES Improve punctuality of flights. • Airport Collaborative Decision Making – certification obtained in 2010 at Paris- Charles de Gaulle and retained ever since, and obtained at Paris-Orly in 2016. • Countdown for airlines. Enable customers to move quickly • Automated check-in, baggage and easily through the airport. drop-off and boarding. • Automated controls: 94 PARAFE e-gates by the end of 2018, 90 of which have facial recognition. • 103 new information terminals. • Transport information: 12 multi-panel screens in the baggage reclaim halls; 11 transport information boards; 5 “Info Spaces” installed in 2018. • Display of waiting times. • Improved baggage procedures. • New security screening technology. Support the development of the airlines. • Three billion euros of investment over five years for renovating our terminals and increasing their capacity. • Second study by the Observatoire de la Connectivité (Connectivity Observatory) carried out in 2016. • Attendance at the World Routes, Routes Asia, Routes Europe and Routes Americas conventions, and over 20 visits to airline head offices. • Support programme for Cargo operations. AIRPORT-BASED BUSINESSES Improved satisfaction levels among • Annual satisfaction survey carried out airport-based businesses. on business customers since 2015. • Section of the parisaeroport.fr site reserved for businesses since 2015. Quality standards. • Continuation of programmes already under way. • Renovation and construction programme that meets the highest environmental standards. • Better quality of life and safety.
Starting In progress Advanced Achieved
CORPORATE SOCIAL RESPONSIBILITY 2018 - 75 - GROUPE ADP B2B AND B2C CUSTOMERS Our pledges
1 customer care, for which we are Our strategic plan OUR PLEDGES developing tools for propagating the customer culture. Our Connecting Clients strategic MATERIALITY MATRIX* Levers 2 and 3 require the plan is part of the Group’s wider involvement of the entire Connect 2020 strategic plan, ISSUES 2, 3, 4, 5, 7, 8, 9, 10, 21 RANKED: airport community. and sets out the basics for which 3, 7, 9 “VERY IMPORTANT” we hold ourselves accountable: 2, 4, 8 “IMPORTANT” 5, 10, 21 “LESS IMPORTANT” 20 BRAND PLEDGES punctuality, communication, reduced waiting times, ease of * See pages 7 and onwards. When we created our “Paris navigation, easy-access amenities Aéroport” passenger brand and and a courteous manner. It has Strategy and policy its slogan, “Paris vous aime” (Paris three primary objectives: loves you) in 2016, we made 20 • to increase service quality We have been rolling out our pledges to our stakeholders linking to the same level as the top Connect 2020 strategic plan since our corporate strategy to exercising airports in Europe by 2020; 2016, which is partly based on our corporate social responsibility. • to use digital tools to simplify and our third Economic Regulation Ten of these pledges concern personalise the service provided; Agreement with the State for our passengers and airlines. • to offer the best of the 2016-2020. This plan reasserts Paris experience through a our will to improve the quality of DIALOGUE WITH OUR STAKEHOLDERS range of shops and services service provided to our customers, that sets us apart. our ambition for excellence and Achieving our objective implies our role as integrators of services extensive and sustained dialogue A high-quality roadmap and solutions within the aviation with our B2B customers, which are industry. Our roadmap for 2016-2020 the airlines, and our B2C customers, OUR PERFORMANCE INDICATORS maintains our focus on improving which are our passengers. With passenger flows through terminals, this in mind we have developed International ranking punctuality, hospitality, assistance various communication and Paris-Charles de Gaulle Airport for disabled and reduced-mobility consultation tools for taking has been awarded 30th place in persons (PRM) and baggage reclaim. account of our stakeholders’ the Skytrax global ranking of the expectations. (See pages 10 and 11) World’s Top 100 Airports for 2019, Our Customer Division brings moving up seven places since 2018. together all the expertise and It has also been named as one of skills we deploy on behalf of the top ten airports for shopping, passengers, the airlines and the Creation of the services and leisure facilities. businesses that use our airports. customer community “Paris Aéroport and You” is the Fifteen quality indicators name of the customer community THREE PERFORMANCE LEVERS As part of our Economic Regulation created by our Customer Division Agreement, 15 quality indicators in 2018. This community is made To achieve the ambitious Connect up of 800 French-speaking and are used to measure the quality 2020 objectives, we are making use 300 English-speaking volunteer of our service to passengers and of three performance levers with passengers, who are all members airlines. Of these 15 indicators, the power to appreciably improve of our My Paris Aéroport app, 10 have a financial impact on users of our e-services or WiFi the satisfaction of passengers, Groupe ADP under the 2016-2020 services, and participants in our airlines, our service providers Play Your Airport competition Economic Regulation Agreement. and the State-run services. and ASQ-ACI satisfaction We reached our targets for 14 1 – Infrastructure and services, surveys. This community has indicators in 2018, and surpassed including renovation of access to an extensive menu them in the majority of cases. of options via a dedicated the oldest terminals. internet portal, where they can 2 – Efficient communication provide us with feedback or and well-controlled waiting learn more about our projects: times, which are high-priority quick surveys, online study issues from the perspective launches, forums, suggestion box, and an independent study of passengers and airlines. module for the community. 3 – Customer relations and
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ASQ-ACI classification system with high volumes of passenger joint projects involving the entire We have chosen to use the traffic where we want to airport community: airlines, ground worldwide Airport Service Quality improve levels of satisfaction; handling, providers of security and (ASQ) survey by the Airports Council • eight cross-reaching projects cleaning services, customer service International (ACI) to measure the looking at simplifying routes staff, retailers, State-run services, etc. quality of our services. The ASQ-ACI (transfers, signposting, baggage survey is used in 340 airports around reclaim, airport-city links) SHARING HOSPITALITY VALUES the world, and gives us a highly and key services (bars and accurate benchmark. It measures restaurants, WiFi access, financial Since 2017, we have been working the satisfaction of departing services, toilet facilities); particularly hard on punctuality passengers who are passing through • various projects addressing and hospitality within the ACI member airports, and uses a “unacceptable” conditions. airport community, and have scoring scale from 1 to 5. We are launched far-reaching action aiming for a score of 4 out of 5 when Culture of operational in these areas as part of our measurements are taken in 2020, and excellence Connecting Clients programme. to this end are rolling out a service quality enhancement programme Our plans for improvement are Customer care is a key part of our to complement our three chosen based on paying attention to our relationship with our customers. We performance levers (renovation, P’RéférenCiel customer benchmark, have been working with the airport information, and customer care). which is updated regularly in order community to roll out our “Customer to maintain our standards at the Attitude” programme since 2016. This • A difficult climate (more traffic, highest possible level and take programme identifies four attitudes strikes, increased security account of the progress made in our to and nine common hallmarks of measures, ongoing work) has sector. Its content can be accessed service. The aim of the programme is prevented us from achieving the by all our employees via the intranet to embody our promise – that “Paris desired increase in customer and, for our staff on the ground, on loves you” – in every interaction satisfaction in 2018. There is the their tablets. It provides a baseline between customers and members possibility that this unfavourable for every new development project, of the airport community. In 2018, environment will continue into whether it be a new service offer 140 managers and 190 operators 2019, but we will continue to or an infrastructure renovation. from Groupe ADP undertook a ramp up our efforts to provide training programme. It will be high-quality services. Collective engagement opened up to our partners in 2019.
OUR 20 MAJOR PROJECTS To succeed in our projects and We have also been working strengthen our position as a services closely with the airport community Our customer service integrator, we are counting on the on the extensive customer care enhancement programme collective engagement that has thus transformation project, “Bienvenue comprises 20 major projects. far made us a solutions integrator. à Paris”, over the past 18 months. We use consultation to promote This was launched in 2018, with These 20 projects break down into: the exchange of best practices. the creation of new roles and • seven priority projects per For issues like these, on which we the introduction of proactive terminal, which target areas cannot act alone, we are leading mobile staff along passenger routes throughout the airport (departure, arrival, transfer). INCREASE IN PASSENGER SATISFACTION RATES IN 2018 Satisfaction score or rate
2017 2018
Departures ASQ/ACI survey 3.74/5 3.77/5 (score out of 5) Arrivals BVA survey (%) 91.2 % 90.1 % Comments: 1 – The three key stages of the Arrivals route (border police, baggage reclaim, and onward transport) have been significantly hampered this year by external factors. 2 – We are also carrying out satisfaction surveys with the airlines and businesses that rent from us at our airports.
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460 persons and baggage reclaim. performance and helping to reduce employees and managers trained We have therefore been working fuel consumption during landing internally in good attitudes to service, together at Paris-Charles de Gaulle and taxiing. We have also created a as well as 150 partner managers. since 2014 to roll out the Focus digital terminal in partnership with Flight initiative, where every stage Common Sense and the Groupe WORKING WITH AIRLINES of a flight (check-in, boarding, arrival ADP Foundation where travellers TO MANAGE QUALITY and transfer) is assessed from a can donate foreign currency that customer’s point of view so that they have been unable to exchange We manage quality and operational we can make improvements fast. to a cause of their choice. efficiency in liaison with the airlines with the help of: ENSURING PARTNERS’ COMMITMENT • the Airport Collaborative A shared vision of Decision Making (Airport CDM) Our contracts with our partners the airport city of to- tool currently used airside, and the contractors operating at morrow and a new comprehensive our airports include service quality In June 2017 we launched an international competition entitled management tool which has been and environmental criteria, and “Play Your Airport” and invited used at Paris-Orly since 2018 we make regular checks to ensure four categories of contestant – (both airside and landside); their compliance. We conduct students, businesses, travellers • the Operational Quality awareness-raising campaigns about and Groupe ADP staff – to invent Committees (OQCs), attended service quality with businesses the airport of the future. The aim of this challenge, which is based by representative from the in contact with passengers, such on collective intelligence, is to airlines, ground handling as retailers and taxi firms. give rise to projects which can services and Groupe ADP; be used to dramatically change • The ORAT method (Operational Innovation the current airport model, and Readiness and Airport Transfer) identify new talent in the process of doing so. Some projects are which is used to commission In 2017 we launched the Innovation currently under development or infrastructure, involving future Hub: a 500 sq. m technology site in their trial phase, such as the users right from the start – the at Paris-Charles de Gaulle with a “EarthPort” bioclimatic terminal anticipated commissioning holistic approach to innovation project led by Groupe ADP of the connecting building at and the funds (40 million euros) employees, which should be in place by 2021 at Paris-Orly. Paris-Orly has been entirely to invest in young, innovative based on this method; companies. This programme draws Following the success of the • lean management, with airlines on a rich ecosystem of incubators, first event, we ran a second and ground handling intended start-ups, academia, major groups, “Play your Airport” innovation to optimise procedures. investment funds, competitiveness competition in 2018 with “Reinventing Roissypole” as the clusters and even think tanks. We theme. There were three different TRIALLING COLLECTIVE PERFORMANCE support eight companies, and offer entry categories: passengers, ON THE GROUND to test and roll out their technology students, and innovative start- across our airports. We will be ups and SMEs. The results will We have developed joint methods setting up another Innovation Hub be announced in April 2019. for working on the ground that at Paris-Orly in early 2020. unite our own staff and those of the airlines, their ground handlers, Our key areas of innovation are our service providers and State- artificial intelligence, robotics, and run services. Participants carry out new modes of transport. With on-site analyses of malfunctions regard to CSR, we have worked with and test solutions that will Destygo to develop a chatbot which become standard procedure answers passengers’ questions with for all. We focus in particular on personalised information. With Innov the flow of passenger traffic, ATM, we have devised a system to punctuality, hospitality, assistance optimise air traffic management for disabled and reduced-mobility which is both improving operational
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2 passenger experience within a new Customer care PASSENGERS airport model: the Smart Airport, designed with three travel phases in We have finalised and set up MATERIALITY MATRIX* mind (before, during and after). We several additional systems for ISSUES 2, 3, 7, 8, 9 are modernising our infrastructure making swift improvements to RANKED: by making it interconnected, with the customer service received 1, 3, 7, 9 “VERY IMPORTANT” 2, 8 “IMPORTANT” the aim of giving passengers by passengers at our airports. more and more independence * See pages 7 and onwards. and making their journey through NEW ORGANISATION the airport easier and faster. Five brand pledges To improve the quality of service Smartphones are used to deliver in our airports, we have combined In order to provide passengers with both practical and leisure-related real-time coordination of all an ever more positive experience, services and information about services within different airport we are constantly improving the journeys and airports in real time. areas and management of the quality of each stage of their visit The Paris Aéroport smartphone app providers involved into two new to our airports: on departure, on has new functions added to it every and complementary roles. arrival and during transfer. In 2016 year. Available in 11 languages and we formalised five brand pledges updated in real time, its purpose is GOOD PRACTICE which address their key expectations. to guide passengers through our AND TRAINED STAFF 1 – We will make you feel secure: airports by GPS and to keep them safety is a high priority. informed about their flights and all In 2015 we published a good practice 2 – We will let you manage the services on offer. In 2018 we guide for providing customer care, your own time: the passenger’s added a personalised conversational and sent it out to all staff and journey through the terminal is assistant and a special section for operators who come into contact becoming more efficient, simpler retailers, bars and restaurants. with passengers or their companions. and more autonomous. A charter asks staff at security 3 – We will recognise you: Since May 2017 an e-commerce checkpoints in particular to follow passengers are received in a platform has been available for the good practice guide. We run joint way that makes them feel both passengers to book parking campaigns with all our partners to expected and welcome. spaces, plane tickets, overnight raise the awareness of their staff. 4 – We will spoil you: we guarantee hotel stays, rental cars, tickets a varied and high-quality selection for cultural attractions or even AIRPORT HELPERS© of shops, restaurants and bars. an entire trip from end to end. 5 – We will amaze you: with Since 2013, there have been Airport surprising and enjoyable events Helpers© on hand in terminals to designed for passengers. My Paris Aéroport assist passengers and the people loyalty programme accompanying or meeting them. In FIVE PRIORITY TARGETS Since 2016, the My Paris Aéroport 2018, over 3,400 employees working loyalty programme has given in our airports, including members its members access to a digital In order to create services tailored of our own staff, volunteered to loyalty card. to our passengers’ specific This programme rewards our become information sources. They expectations we have identified most frequent customers by wear a “Happy to Help you” badge. five priority targets: families; offering them services to make frequent flyers; passengers their journey easier, as well as NON-EUROPEAN PASSENGERS commercial benefits. It also helps travelling with budget airlines; us become better acquainted foreign passengers who make a with their expectations. We are developing a number significant financial contribution; In December 2018, My of services for non-European and transfer passengers. Paris Aéroport had over passengers. We respect their cultures 400,000 members. The Smart Airport
We are counting on the deployment of digital technology to enhance the
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and also make our staff and partners CHECK-IN AND BOARDING Borders aware of the need to do so. We With regard to border security have held the Welcome Chinese Speed depends in particular on formalities, we are working closely Program label since 2015, which completing the formalities. In several with the Border Police to implement guarantees Chinese tourists service terminals we are continuing to roll a range of solutions that meet the standards tailored to their culture. out multi-airline self-service check- objective set by the French Prime in points and automated baggage Minister in 2017 of limiting waiting MY CONCIERGERIE drop-off stations. We are also times for EU citizens to 30 minutes gradually installing more and more and non-EU citizens to 45 minutes. Since 2017, My Conciergerie has automated boarding gates (self- operated a door-to-door support boarding). At the same time we are Thanks to the automated PARAFE service available seven days a working with our partners to make e-gates with biometric (fingerprint) week for departures, arrivals and our check-in areas more user-friendly. recognition we have been rolling out transfers. A baggage delivery since 2016, European passengers service was also introduced in CHECKS now spend only 30 seconds 2018, which can be used via the undergoing identity checks. Since My Paris Aéroport app and the We work in partnership with our 2018 the average processing Groupe ADP commercial website. security providers and Border Police time has been cut to 20 seconds (DPAF) to reduce waiting times with the installation of new facial 5,000 and improve waiting conditions. recognition e-gates at Paris-Charles people assigned to customer care de Gaulle and Paris-Orly. They can and directing passengers in 2018. Safety now be used by European citizens We have systems in place so living in the Schengen area as well Making the journey that security controls for 90% of as passengers from Switzerland, quicker and easier passengers do not take longer Norway, Ireland and Lichtenstein. than 10 minutes, and so we can In order to meet a major expectation communicate waiting times in real 20 seconds of passengers, we are always time. Security Checkpoint areas The average time required for working to make journeys through have been enlarged and are now identity checks when using facial our airports quicker and easier. jointly operated, speeding up recognition PARAFE e-gates. passenger throughput. Customer MAJOR ONGOING WORK care staff help passengers get ready Other complementary solutions to go through. New technology such as optimising checkpoint Since 2016 we have had major is making this stage a smoother staffing are helping to limit waiting work taking place at Paris-Orly and experience. We are gradually rolling times. We have also stationed Paris-Charles de Gaulle. In order to out priority access for Families and customer care staff members in mitigate any inconvenience caused to PRM. For several years now our these border areas to provide passengers or airlines, we have drawn single security checkpoints mean additional support to passengers. up a transformation support plan. transferring Schengen Area citizens We share real-time updates with all do not have to go through a second BAGGAGE RECLAIM AND TRACKING airport operators. For passengers, security check between flights. we have set up a dedicated website Since 2015 we have been taking (ParisAeroportChange.fr), increased Less than 10 minutes measures to improve the baggage staffing levels on “red” days, for security transport process and the detection created more poster campaigns controls in 2018 at Paris‑Charles de of potentially dangerous contents. and improved the ambiance by Gaulle and Paris-Orly. In 2017 we also set up a real-time installing “stylish” worksite fences. tracking tool for transfer baggage at Paris-Charles de Gaulle. Every week we review performance with the airlines and their ground crews.
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Information and guidance delivery, find out about the modes and on passengers. We have of transport available to them and installed facilities at all security In addition to the mobile services watch a tourist-orientated film. screening checkpoints at Paris- available via the My Paris Aéroport Information panels display a map Charles de Gaulle and Paris-Orly app, the information and guidance for locating public transport. that are certified by the Civil systems set up in our airports are Aviation Technical Department. key components of smooth, efficient In the public area, the range throughput. We are continuously of public transport available SECURITY TESTING CENTRE improving them by making use along with fares, timetables and of the increasing capability of directions has been displayed in In order to prepare for and support digital technology. Our Guidance the Transport Information” space technological and regulatory changes Unit is piloting a dynamic layout near the exit from Arrivals since relating to security, we opened a policy that makes the interior 2017. Transport ticket machines dedicated testing centre in 2017. space more user-friendly. are available in some terminals. AIRPORT SAFETY INFORMATION AND CITY-AIRPORT LINK ORIENTATION KIOSKS In 2017 the national certificates To improve links between our held by each of our three Paris We set up 103 digital stand-alone airports, the SNCF railway stations airports were converted to European kiosks in Paris-Charles de Gaulle and and Paris city centre, we launched standards. Paris-Charles de Gaulle, Paris-Orly in 2018, in both public the Le Bus Direct service in Paris-Orly and Paris-Le Bourget and restricted areas. Deployment is partnership with Keolis. This has airports therefore now each hold scheduled for 2019. Passengers will been available to all passengers a European Security Certificate in be able to use the screens in these travelling with all airlines since 2016. compliance with the requirements kiosks to find flight information, of Regulation No 139/2014, which arrival and departure times, terminal We regularly organise meetings came into force in 2018. These maps and directions. In addition to with the senior management of RER certificates are binding on them as information about flights themselves, Line B (SNCF and RATP) to step up regards aeronautical infrastructure, interactive passenger information the customer care provided on this operational procedures, and and guidance terminals also line. For example, since 2015 some continuous improvement systems provide descriptions of the services 10 or so multilingual customer care relating to airport security. and retail outlets available in the agents have been on hand 7 days a airports. There are staff members week to help foreign travellers at the PASSENGER manning these kiosks who can RER B stations "Gare du Nord" and DATA CONFIDENTIALITY help passengers to use them. "Aéroport Charles de Gaulle 1 and 2". Together with the Ministry of TRANSFER ROUTE Airport safety and security Foreign Affairs we have created an internet portal where passengers At Paris-Charles de Gaulle, LIQUID AND SOLID EXPLOSIVES can provide data relating to their we are trialling a signposting journeys abroad easily and free of system of yellow archways In January 2014 we implemented charge. Designed in collaboration for passengers in transit. checks of certain categories of with the French Data Protection liquids, aerosols and gels (LAG) Authority (CNIL), it ensures the ARRIVALS INFORMATION transported by passengers, security and confidentiality of in accordance with European personal data is fully guaranteed. We have been rolling out regulations. We inform passengers comprehensive arrivals about this throughout their Cleanliness displays for two years. progress through the airport and via our sales website. Our good cleaning practices are In the baggage reclaim hall based on benchmarking and On three screens installed above the We also enforce European quality standards together with a conveyor belts, where passengers regulations relating to the detection performance evaluation tool shared can track the progress of baggage of explosives in cabin baggage by our service providers and our
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own staff. Since 2011 we have been of Terminal E in Paris-Charles de several business areas equipped modernising and enlarging our Gaulle offers passengers with long with communication facilities. toilet facilities in the terminals. layovers an airside hotel with 80 rooms and 4,500 sq. m of space EVENTS Catering which includes a refreshment area, dining room, library, corner lounges, We seize every opportunity to A PLAN FOR IMPROVEMENT and a games room. We have promote visual and musical arts invested a total of 17 million euros. and big sporting events. Since 2016 Our catering services are run we have been using all the walls of according to an improvement plan A joint effort with the airlines our terminals for mounting photo and a customer care charter, both At the same time, in the context and art exhibitions. Our “Espace published in 2013. Regular steps of our projects to improve transfer Musées” museum area, which are taken to check compliance journeys, we set up a joint three- is open to passengers at Paris- with these criteria and we keep year action plan for passengers Charles de Gaulle, celebrated its catering service providers informed with Air France-KLM in 2017 at sixth anniversary in 2018. Paris-Orly via quality improvement feedback the Paris-Charles de Gaulle hub. puts on its Jazz Thursdays every loops. We regularly run awareness- week. We also organise concerts raising workshops for the bars and The hotel offer and exhibitions at both airports restaurants. These workshops focus As creators of sustainable airport in partnership with top national mainly on the eating habits and food cities, we are developing the hotel museums. Our Paris Worldwide preferences of foreign passengers. offer inside our airports. By the end smartphone app encourages users of 2018, the hotel capacity of Paris- to find out more about the capital’s AN EVER-GROWING OFFER Charles de Gaulle was 3,181 rooms tourist and cultural attractions. across 10 hotels, and 899 rooms Our offer becomes a little more across four hotels at Paris-Orly. DISABLED/REDUCED- varied every year, ranging from MOBILITY PASSENGERS fast-food outlets to gastronomic FAMILIES restaurants with table service, We ensure that disabled and and including fair-trade and We are opening nurseries so we reduced-mobility persons (PRM) organic products. In 2015 we set can accommodate families with are given assistance and made to up the joint venture Epigo with children under three. Their format feel welcome from when they arrive Select Service Partner, a British includes individual rest alcoves and at the airport until they are seated on company specialising in catering a kitchenette. We also installed the plane and vice versa. Facilities at airports and railway stations. “Family Cubicles” in our toilet and spaces have been adapted facilities in 2018. There are children’s for every type of disability, all the Comfort and relaxation play areas inspired by the design way along the passenger route. of Parisian squares. Pushchairs are We are making our spaces more also available along some routes. Since 2016 we have been rolling comfortable and user-friendly, and out a support package devised ensuring they look fresh, have a Business or pleasure in consultation with airlines and calm ambiance, and are well-lit associations for disabled and and maintained at a comfortable From multimedia lounges to reduced-mobility persons, featuring temperature. We are pressing on gaming areas and consoles, not to personalised assistance and specific with renovating the seating and mention sport and music corners, services, user-friendly check-in increasing the number of seats our boarding areas offer a wide desks, self-service wheelchairs, etc. provided, and we offer new services range of services so that passengers We check the quality of the service with high added value year on year. can make the most of their free provided using a set of indicators time. Our boarding lounges are managed by a computerised PASSENGERS IN TRANSIT equipped with sockets for charging monitoring tool that is shared computers and smartphones, as well by all our service providers and Instant Paris as unlimited free WiFi access. The accessible for airlines. In 2017 for Since June 2016, the Instant Paris WiFi speed was increased from 2 Paris-Charles de Gaulle and 2018 lounge in the international area to 5 Mbps in 2018. We have opened for Paris-Orly, we renewed our
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assistance procurement contracts We have a specific page on the national directives of the for disabled and reduced-mobility our sales website that informs DGAC (French Civil Aviation persons and set up contractual passengers about their rights. Authority). We also comply with clauses to incentivise performance We had 7,449 complaints in 2018 the international guidelines of for our service providers and airlines. (compared to 4,838 in 2013, the International Air Transport 5,485 in 2014, 5,766 in 2015, 6,749 Association (IATA) relating to the A new in 2016, and 6,240 in 2017). dissemination of traffic information. PRM 2018 action plan In 2018 we rolled out a new We subscribe to the “Mediation, Our pledges action plan including: Tourism and Travel” scheme and • the creation of a PRM Coordinator are members of the Complaint Because the competitiveness of role responsible for optimising Management Association (AMARC). the airlines depends partly on disembarkation time for disabled our robustness, we have made and reduced-mobility passengers; five brand pledges to them. • a flight crew information system 3 1 – To improve punctuality. which tells them about disabled AIRLINES 2 – To streamline customers’ passage. and reduced-mobility passenger 3 – To optimise transfers. needs prior to landing; MATERIALITY MATRIX* 4 – To provide personalised • a system of financial incentives for customer service. 5 – To ISSUES 2, 3, 4, 5, 7, 8, 9, 21 airlines with the aim of improving RANKED: support their development. reporting rates for disabled and 3, 7, 9 “VERY IMPORTANT” 2, 4, 8 “IMPORTANT” reduced-mobility passengers; 5, 21 “LESS IMPORTANT” These commitments are confirmed in • a new tool that airlines can the form of the ambitious objectives use to monitor where care is * See pages 7 and onwards. of our third Economic Regulation being provided to disabled and Agreement for 2016-2020, which reduced-mobility passengers; Airline expectations is the basis for improving the • the circulation of a Welcome quality of our service to airlines. Guide for airline use; HIGH-LEVEL SERVICES These objectives are linked to the • the publication of an information commitments made regarding booklet on independent We owe the airlines high-level airport passengers: punctuality, a smooth boarding for disabled and services and high-quality services for and swift journey through the reduced-mobility passengers. the passengers who are our shared airport, optimised transfers and customers. Against a background of customer service, all of which With regard to regulations, our growing competition between the save passengers time while schedules for programmed world’s great capital cities, victory optimising airline operations. accessibility (Ad’ap), signed off in can only be achieved together. Our December 2015 by the Préfecture performance thus depends on paying Operational quality de Police de Paris, set out the close attention to their needs, which and robustness timetable for our commitment is facilitated by the consultation and to improve the accessibility of ongoing two-way communication Improving quality and ensuring our public facilities for disabled we keep strengthening every operational robustness in our and reduced-mobility persons. year. High-quality measurement terminals both depend on improving indicators and collegial monitoring ground processes and infrastructure Passenger rights structures support this approach performance. We are investing of continuous improvement. in renovating our terminals and So that we can provide our infrastructure, increasing our customers with fast, personalised FAIR TREATMENT capacity and automating ground responses, a single centralised team processes, notably for passengers. has been overseeing all customer Groupe ADP is subject to stringent These operations increase airlines’ relations channels and handled all legal obligations in terms of fair safety and operational efficiency complaints (from passengers as well treatment of airlines and use whilst also making an appreciable as those meeting or accompanying of resources. We follow a code contribution to passengers’ positive them) since February 2018. of conduct that complies with perception of our terminals.
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With all this in mind we plan to The Connectivity Résa, and we have appreciably invest three billion euros over a Observatory increased the number of direct period of five years. This programme visits to airline head offices. establishes four priorities: In 2016 we set up the Air 1 – Maintaining our existing property. Connectivity Observatory with tourist PARTNERSHIPS 2 – Optimising capacity using development agency Atout France, a “one roof” approach, which under the aegis of the Ministry of Whenever new routes from our includes three major connecting Foreign Affairs. The Observatory’s airports are opened, we can mount building projects at Paris-Orly mission is to monitor changes communication and promotional and Paris-Charles de Gaulle. in the market for the benefit of campaigns together with 3 – Ensuring operational players in the transport and tourism organisations such as Atout France, efficiency and competitiveness sectors and local communities, the Île-de-France Regional Tourism for connecting traffic. in order to help them measure Committee and the Paris Tourist 4 – Improving road and rail access, France’s competitiveness and work Information Centres. This type of particularly with the CDG Express. together to set the right direction partnership was put into operation for their development strategies. for the first time in 2017 when the Since late 2016, Terminal 2A route from Paris to Chennai in India at Paris-Charles de Gaulle has It published its first study, which was opened, and was repeated in been refurbishing its aircraft focused on the ten leading long- 2018, when we organised a similar stands to increase its capacity for haul departure markets, in May event in Fuzhou (China) for the receiving jumbo jets. This work 2017. A second study was carried launch of a Paris-Fuzhou route. will continue until spring 2019. out in 2018 on the 12 leading long-haul departure markets Paris-Charles de Gaulle has the The Paris-Charles de Gaulle Hub and one medium-haul market. best connections to China of was completely reorganised in 2016 any European airport in terms as part of Air France-KLM’s Perf Hub Supporting airlines’ of the number of destinations project. The Hub’s new time-slot competitiveness served, according to the Diio structure is improving operational database – IATA 2018. performance and the quality of A DESIGNATED TEAM the commercial offer, as well as In 2018 we: economic and financial performance. Increasing the number of • approached over fifty airlines Departures/arrivals connectivity destinations provided, both from at trade fairs and forums; has improved and as a result more and to Paris, is one of the four key • made more than 20 visits to airline aircraft seats are being filled. aspects of boosting our performance head offices all over the world. in the context of our Connecting Since late 2015, all the aircraft Customers programme. A designated stands of Halls L and M at Paris- B2B team within the Customer Charles de Gaulle have been Division is dedicated to diversifying equipped with countdown devices, the network by encouraging both developed with Air France- existing and prospective airline KLM and Delta Airlines, which customers to open new routes improve punctuality. The airline (Aviation Marketing). Its goal is kept constantly informed of is to increase the capacity of the time it has left for carrying existing routes and offer a range out ground operations when of marketing solutions to support the aircraft is in contact. each new route at start-up.
This team has developed leading- edge skills in the analysis and identification of key markets and its recommendations now carry a great deal of weight with airlines.
We regularly take part in key airline route development and tourism forums such as World Routes, IATA exhibitions and Top
CORPORATE SOCIAL RESPONSIBILITY 2018 - 84 - GROUPE ADP AIRPORT-BASED BUSINESSES
B2B AND B2C CUSTOMERS Airlines
as the electronic communication New airline customers platform Cargo Information and new routes in 2018 Network (CIN), which we helped 66 new lines have been opened set up. CIN is now used by 80% Our consultation tools (36 to European destinations of the Cargo community at and 30 intercontinental), 49 of Paris-Charles de Gaulle and We are implementing a tool for which are at Paris-Charles de Paris-Orly. daily consultation with airlines Gaulle and 17 at Paris-Orly; 4 new destinations in China, and the Air Traffic Control Division with flights departing from CEIV PHARMA CERTIFICATION at Paris-Charles de Gaulle and Paris-Charles de Gaulle. Paris-Orly. Airport Collaborative Together with the Cargo community Decision Making (Airport-CDM) is at Paris-Charles de Gaulle Airport used for making joint operational Development we are taking steps to obtain the decisions. It helps with managing of our Cargo business pharmaceutical certification CEIV infrastructure availability and Pharma, granted by the International contributes to strengthening our A KEY STRATEGIC PART Air Transport Association, IATA. This safety culture. A CDM website OF OUR BUSINESS certification guarantees compliance keeps all partners informed in real with good practice in the distribution time. Paris-Charles de Gaulle has Paris-Charles de Gaulle Airport is of pharmaceutical products, where been Airport-CDM certified since one of the top 10 cargo airports in handling is concerned. In 2018, 2010 and Paris-Orly since 2016. This the world, ranked first in Europe eight big names in Transport and tool is supplemented by a range of and tenth worldwide (ACI ranking Logistics held this certification communication measures for joint 2017). In 2017, our Cargo business at Paris-Charles de Gaulle. management of contingencies and accounted for approximately special situations, and for keeping 40,000 jobs at Paris-Charles de passengers informed. So far Airport- Gaulle. Cargo City at Paris-Charles CDM has only been applied airside, de Gaulle occupies 600,000 Cargo operations but it is currently being developed sq. m of single-room buildings, statistics for processes within the terminals. which is unique in Europe. • Paris-Charles de Gaulle and Paris-Orly handled 2.2 million In 2018 at Paris-Orly, the resources tonnes of cargo in 2018, The Cargo sector has for many 2.15 million of which was at centre, crisis centre and CDM years now been of key strategic Paris-Charles de Gaulle, which consultation tool were combined importance for our business. With holds first place in Europe into a single facility: the AirPort this in mind we are developing where cargo is concerned. Operations Centre (APOC) for • 95,402 tonnes of cargo and attractive real-estate solutions with managing both the airside and mail handled at Paris-Orly. immense operational potential, • Handling capacity: 3.6 terminal areas of the airport. A with the aim of doubling tonnage million tonnes of cargo. similar merger should happen at capacity. For the period 2016-2020 • 3 major hubs: Air France- Paris-Charles de Gaulle in 2019. we have scheduled the creation KLM, FedEx, and La Poste (the French postal service). of an additional 100,000 sq. m of • 12 of the 14 biggest cargo facilities and the creation names in global cargo of intermodal services. We are including DB‑Schenker, also tightening up security. DHL, Kuehne+Nagel, UPS and WFS based here. • 90 % of national cargo. UNIFYING PROJECTS • 18 all-cargo airline customers. • 1 internationally-respected We are conducting several unifying animal-handling station. projects, notably within our Cargo • 317 hectares of landholdings. Operations Quality Committees • 78 cargo aircraft parking stands at Paris-Charles de Gaulle. and the Air Committees of the Association des Utilisateurs de Transport et de Fret (the Association of Transport and Cargo Users, or AUTF). We have been supporting the transition to e-freight (the process of digitising customs checks) for over three years now, as well
CORPORATE SOCIAL RESPONSIBILITY 2018 - 85 - GROUPE ADP B2B AND B2C CUSTOMERS Airport-based businesses
4 RENOVATED BUILDINGS provided to tenants on our behalf AIRPORT-BASED by means of mystery visits from BUSINESSES We follow a multi-year programme a third-party organisation. We for renovating the buildings we conduct an annual satisfaction survey MATERIALITY MATRIX* own. We are in particular improving that enables us to determine the the energy efficiency, temperature necessary corrective measures. ISSUES 2, 3, 9, 10 RANKED: control and urban integration of our 3, 9 “VERY IMPORTANT” real estate holdings (offices, business Raising awareness of 2 “IMPORTANT” 10 “LESS IMPORTANT” parks, cargo-handling facilities, sustainable development warehouses, etc.). This renovation * See pages 7 and onwards. work will result in buildings The Real Estate Division is also that better meet our tenants’ charged with raising awareness What our tenant businesses requirements and significantly reduce among the various people it expect from us their rental costs. Our renovation liaises with (employees, internal programme includes the installation and external tenants) concerning As lessors of business premises on of energy-efficient equipment, sustainable development practices. our land within the Paris region to notably in communal areas and This awareness-raising is particularly over 700 companies, we endeavour toilet facilities. We are continuing concerned with day-to-day living to provide them with a high- work on setting up a central conditions (for example, waste quality service that meets their technical management facility for management) and quality of life expectations as closely as possible. controlling lighting and temperature, at work (opening a concierge so as to minimise running costs. service, fast-food services, etc.). How we meet those expectations 223 million euros For the sheltered invested in renovation for employment sector GOOD CUSTOMER CARE the period 2016-2020. In addition to the social inclusion Our sales and technical teams QUALITY OF LIFE AND SAFETY clauses in its contracts and provide a customer care service the allocation of specific sites especially for business customers. We are improving the areas that to businesses with a sheltered Part of our website (parisaeroport. provide access to buildings, by workshop sector, our Real fr) is reserved for them (excluding creating good-quality green spaces Estate Division has introduced businesses occupying premises and installing street furniture a specific lease agreement with within the terminals). We use this appropriate to each district. We advantageous conditions for space to provide them with welcome have renewed access signage setting up an ESAT (a centre booklets and other specific tools. We and pavements, in order to make that helps disabled people find hold awareness-raising meetings for pedestrian routes safer and to employment) at Paris-Orly Airport. our customers on subjects relevant make it easier for disabled and to their premises-related problems. reduced-mobility persons to get about. We are continuing to NEW BUILDINGS roll out programmes to improve the safety of our real estate We build energy-efficient, high- holdings within our districts such environmental-quality buildings that as Roissypole and Cargo City. comply with NF-HQE and BREEAM regulations (see Environment Dialogue section, pages 48 and 49). Around ten projects were delivered in 2018 To enable businesses to keep and 2019, including the Baïkal office themselves informed and to block and the Melia Hotel in Paris- communicate with us, an operational Charles de Gaulle and the Roméo extranet can be accessed from our business park at Paris-Orly. An Group internet site. Site visits and artwork conservation centre at Paris- regular meetings with tenants (once Le Bourget, the SC4 Cargo station a year per district) help encourage at Paris‑Charles de Gaulle, and the ongoing, local dialogue with the Belaïa office block at Paris-Orly are businesses occupying our airports. scheduled for delivery in 2020. We check the quality of services
CORPORATE SOCIAL RESPONSIBILITY 2018 - 86 - GROUPE ADP SUBSIDIARIES' PLEDGES
1 PROVISIONS COMMON TO SUBSIDIARIES P. 88
2 HUB ONE
Voluntary non-financial rating for 2018 78/100
+8 points higher than 2016 Level: excellent P. 88
3 ADP INTERNATIONAL
Voluntary non-financial rating for 2018 69/100
+6 points higher than 2016 Level: Advanced
P. 90
4 ADP INGÉNIERIE
Voluntary non-financial rating for 2018 69/100
+3 points higher than 2016 Level: Advanced P. 95
CORPORATE SOCIAL RESPONSIBILITY 2018 - 87 - GROUPE ADP SUBSIDIARIES' PLEDGES Provisions common to subsidiaries
1 internal control throughout Groupe technologies in professional PROVISIONS ADP. This approach was officially environments. It designs and realises COMMON TO launched by the Chief Executive the digitalisation of occupations, SUBSIDIARIES Officer in January 2016 and was premises and functions in order to presented in detail to each of the provide customised solutions for Charters and codes group's entities during meetings of both large organisations and SMEs. of practice their management committees. An Its solutions and expertise combine inventory has been compiled of the the activities of a telecoms operator The three main wholly-owned Group's processes and activities. (fixed-line, radio and mobile), subsidiaries of Aéroports de Paris SA This was accompanied by an analysis mobility and traceability integrator – ADP International, ADP Ingénierie of the maturity of each entity (via its wholly-owned subsidiary Hub and Hub One – are signatories of: with regard to internal control. One Mobility) and cybersecurity • the Group CSR Charter (via its wholly-owned subsidiary (January 2015) + Sysdream acquired in 2018). • the Diversity Charter See also the internal control (January 2015) and risk management approach CSR system • the Responsible Lobbying of Groupe ADP, page 16. Charter (2015-2016) Hub One is committed to a CSR • the Responsible Supplier Human resources strategy for Relations Charter 2016-2020 that applies to all units of These commitments are proof The Human Resources Division of its group. This approach covers all of of joined-up thinking concerning the parent company Aéroports its activities and rests on three pillars: the priority actions to be de Paris SA holds meetings • Being close to its ecosystem taken in these domains. with its counterparts from ADP (customers, suppliers, International, ADP Ingénierie and partners, etc.) All of the subsidiaries have a code Hub One. They work together on • Reducing its environmental impact of practice and mechanisms to legal compliance monitoring and • Acting as a responsible employer combat fraud and corruption, which career mobility between Aéroports by encouraging and supporting are regularly revised and updated. de Paris and its subsidiaries. diversity and solidarity
In 2018, the subsidiaries also Environment The CSR approach is overseen implemented the new alert by a social responsibility charter, mechanism and the ethical climate The subsidiaries are involved with the a sustainable procurement charter barometer launched by Groupe ADP. Group committees for these subjects and targeted policies (environment, and with environmental policy. human resources, community + engagement, sponsorship). Hub See also the "Ethics and compliance" Transparency One has developed an annual policy of Groupe ADP, page 18. action plan that includes over 100 ADP International, ADP Ingénierie monitoring indicators. The Human Internal control and Hub One voluntarily undergo Resources Division manages and IT security the non-financial rating process that and coordinates the system. has been carried out since 2014 by In 2016 the subsidiaries incorporated the rating agency EthiFinance. The Every two years since 2011, Hub the IT Security Code of Conduct 2018 non-financial rating results One has organised the Sustainable (COBOSI) into their internal of the subsidiaries forms part of Development Awards. The projects regulations. A charter setting out the overall non-financial rating of presented are recognised with a Groupe ADP's principles for risk Groupe ADP (see pages 11 to 23). Sustainable Development award management and internal control, and a Corporate Citizenship award. signed by the Chairman & Chief Executive Officer in February 2016, 2 MATERIALITY MATRIX has been disseminated within the HUB ONE parent company and subsidiaries. In 2017, Hub One enlisted the 2018 revenue: €155 million. Utopies consultancy to conduct Since 2016, a steering committee 2018 staff headcount: 500. a materiality study. This study, reporting to the Security and Risk which was completed at the Management Division has been Hub One is a group of services related start of 2018, highlighted 20 CSR leading the project to disseminate to information and communication challenges on which the group
CORPORATE SOCIAL RESPONSIBILITY 2018 - 88 - GROUPE ADP SUBSIDIARIES' PLEDGES Hub One
has made 16 commitments that a significant improvement in its • Growing integration of CSR appear in its five-year roadmap. non-financial performance. The challenges into procurement. non-financial rating agency believes • Actions to promote the GOVERNANCE, ETHICS AND RISK that the CSR approach is fully sheltered sector. interlinked with the new 2017-2020 • New tools in the "Procurement The Hub One group is a company strategy and the transformation Excellence" programme. with a Board of Directors. It has an challenges of the Hub One group. executive committee with seven The agency points in particular to COMMUNITY ENGAGEMENT RATING members and bodies monitoring the creation of a materiality matrix, 71/100. its three business units (telecoms, the enhanced management of ethical +11 points (67/100 in 2016). mobility, cybersecurity) and its risk and cyber risks, and the growing Level: advanced. commercial or cross-functional integration of CSR challenges Main positive points activities. Its operational plan into the company's activity. • Refocusing of the corporate relies on the cohesion between responsibility and sponsorship its short- and long-term strategy, GOVERNANCE RATING policy on relevant challenges with reviewed in 2018, and its risk 84/100 in 2018. regard to the group's activities. control policy associated with its +9 points (75/100 in 2016). • Enhanced internal communication other long-term commitments Level: excellent. on the subject. more specifically linked to quality, Main positive points ethics and CSR. The risk control • Strengthening of Environment approach forms part of Groupe governance bodies. ADP's approach. The secretary • Integration of CSR Hub One has drawn up an general of the Hub One group, into the conduct of business. Environment Policy. also a member of the management • Development of actions committee, is the Ethics and related to business ethics GREEN IT Professional Conduct Officer. and risk management. As part of the "Green IT" programme, The Hub One SA parent company ENVIRONMENT RATING Hub One adheres to the European is ISO 9001 certified (quality – 2015 76/100. code of conduct on the energy version), with the certification +9 points (67/100 in 2016). efficiency of data centres and the being maintained in 2018. In 2018, Level: excellent. "Initiative Data Centers" programme it undertook an initiative to comply Main positive points of the Ademe (French environment with the ISO 27001 standard on • Continuation of the work and energy conservation agency). information security management. on the environmental Staff in some occupations impacts of offerings. are trained in eco-design. Training on these subjects is • Enhancement of provided on a regular basis. mechanisms to promote In 2018, Hub One had two of its environmental protection. offerings – Hub One Delivery (mobility) Non-financial rating and Hub One Smart Call (telephony) HUMAN CAPITAL RATING – subjected to a life-cycle analysis Although it is not under legal or 83/100. conducted together with Bureau regulatory constraints to do so, +9 points (74/100 in 2016). Veritas. The assessment of these the Hub One group produces a Level: excellent. solutions' environmental footprint sustainable development report Main positive points found that, from their design through and voluntarily takes part in the • Enhancement of to their decommissioning, Hub non-financial rating produced employee training. One implements the best possible by the EthiFinance agency. • Significant efforts on compromise to reduce the impact quality of life at work. of new technologies. The results, OVERALL RATING • Education on psychosocial announced in 2018, were showcased 78/100. risks (PSR). to its customers and stakeholders. +8 points (70/100 in 2016). Level: excellent. CUSTOMERS- ENERGY, CLIMATE AND AIR QUALITY In 2018, the group achieved the PROCUREMENT RATING level "excellent" in EthiFinance's 77/100. Hub One has adopted performance ratings. The subsidiary Hub One +4 points (73/100 in 2016). indicators to help it drive forward Mobility, which is fully integrated into Level: excellent. improvements in its carbon the group strategies, has achieved Main positive points footprint and energy efficiency.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 89 - GROUPE ADP SUBSIDIARIES' PLEDGES ADP International
Energy: the company practises practices. A joint agreement relating Customers and responsible repackaging and energy recovery for to the generational contract was procurement its equipment to reduce the energy signed in 2015, along with an and climate impact of its activities. agreement on gender equality in Hub One applies a Responsible the workplace in December 2014 Procurement Policy combined Mobility: Hub One signed up for the parent company. Managers with qualitative and quantitative in 2016 to the intercompany receive specific training on these objectives, a register of strategic transport plan R’Pro’Mobilité for subjects and are made aware of information about its suppliers and a organisations occupying Paris- religious issues within the company. CSR evaluation grid in its consultation Charles de Gaulle Airport. In 2017, it documents. The group favours local contributed to the launch of a joint In 2018, the group became a procurement as much as possible and car-sharing platform by the member partner of the "Elles Bougent" tracks the proportion of purchases organisations of R’Pro’Mobilité. association, which promotes from micro-enterprises and SMEs. Hub It is developing a fleet of electric technical and engineering One is ISO 9001 certified. Its quality service vehicles and company cars occupations to female students at system includes its CSR challenges and is installing charging stations secondary schools and further and (notably stakeholder expectations). for the parent company and its higher education establishments. Since 2017, a Risk, Quality and Legal subsidiary, as well as bike stands. and CSR Compliance Committee, In 2018, its Hub One Mobility INDUSTRIAL RELATIONS AND which is a collegiate body, has been subsidiary signed up to the Greater EMPLOYMENT CONDITIONS acting as Procurement Mediator, and Lyon intercompany transport plan. communication concerning responsible In 2017, Hub One signed an procurement has been strengthened. Human resources agreement on the mandatory annual negotiation and several amendments In 2018, in addition to the 77/100 SWP AND MANAGEMENT DEVELOPMENT to the profit-sharing agreement, rating issued by the non-financial membership of the group savings rating agency EthiFinance, which ranks The company has set itself the scheme (PEG) and group staff it on the level "excellent", Hub One target of improving its strategic pension scheme (Percog), and the obtained the supplier Gold Score in workforce planning (SWP) by 2020. 2016-2019 employer contributions. the assessment by Ecovadis, a CSR Staff can follow online talks about rating platform, with a score of 74/100. innovations achieved within the In 2018, Hub One launched an Group. In 2017, Hub One opened innovative employee attentiveness Community engagement managerial development workshops barometer, which issues mini- to develop collective intelligence and questionnaires at frequent intervals Hub One invites its employees to make open-mindedness. A management along with frequent debriefings. micro-donations by rounding down career path has been put in place. Through this powerful tool, the their pay and giving the balance to a company is hoping to bring its charitable organisation of their choice: QUALITY OF WORKING LIFE managers closer to the frontline. Le Rire Médecin (health), Vagdespoir (disability) or the Fondation d’Auteuil Since 2012, a teleworking agreement SAFETY, HEALTH (youth in difficulty). Hub One has been in place at the Hub One contributes €1 for every €1 paid. group. In 2017, the group signed an Hub One keeps its stakeholders The Group has been a partner of agreement on the right to disconnect informed about communication Nos Quartiers ont des Talents ("Our and on quality of working life, and technology in general and protection District's Got Talent") since 2014 an agreement on gifting days off. from electromagnetic radiation in and Planète Urgence since 2012. It set up relaxation workshops on particular. In addition to engineering all sites, trained its managers in rules, the company has produced psychosocial risks and opened a support documentation for its 3 listening and support platform for pre-sales engineers and its project ADP preventive purposes. Since 2015, directors, and has set up specific INTERNATIONAL Hub One has been taking account of training. In 2016, an audit by Bureau this problem in its social barometer. Veritas in Terminal 2C of Paris- 2018 corporate revenue: €11.5 Charles de Gaulle gave a favourable million (excluding ADP Ingénierie DIVERSITY AND EQUAL OPPORTUNITIES report on the Hub One facilities. and excluding participating interests in TAV Airports and AIG). Hub One maintains a strong focus 2018 staff headcount: 67. on diversity and non-discriminatory
CORPORATE SOCIAL RESPONSIBILITY 2018 - 90 - GROUPE ADP SUBSIDIARIES' PLEDGES ADP International
Profile procedures, communication, training, CUSTOMERS- steering and reporting. It is applied PROCUREMENT RATING ADP International covers all business and rolled out at all entities in the 71/100. lines in the airport value chain, from international scope and in particular +6 points (65/100 in 2016). initial financing to designing and the subsidiaries and controlled Level: advanced. operating an airport. This wholly- companies: ADP International, ADP Main positive points owned subsidiary of Aéroports Paris Ingénierie, AIG and TAV Airports. It • Significant work on structuring SA operates in 11 countries outside is aligned with the requirements of quality management. France and 22 airports managed French and international standards • Systems concerning partners directly or indirectly, covering a total and regulations on compliance and suppliers enhanced of over 281.4 million passengers. (Sapin II act, US FCPA). in terms of ethics. ADP International is also tasked with monitoring the participating 2018 non-financial rating COMMUNITY ENGAGEMENT RATING interest in TAV Airports, a Turkish 62/100. manager of 14 airports covering a ADP International voluntarily takes +2 points (60/100 in 2016). total of 155.8 million passengers. part in the non-financial rating Level: advanced. produced by the EthiFinance agency. Main positive points CSR system • Rollout of the AIG Foundation OVERALL RATING in Jordan, with the support of Starting in 2017, the CSR system 69/100. the Groupe ADP Foundation. has been restructured. A CSR +6 points (63/100 in 2016). advisor was appointed to lead the Level: advanced. Human resources group's strategy. He set up a CSR EthiFinance highlights in particular committee and a network of CSR the ambitious international In 2018, ADP International advisors in ADP International's rollout of the CSR policy. set itself three priorities. various participating interests. • Define collective objectives He also reorganised the CSR GOVERNANCE RATING and a strategic plan. strategy around four core areas. 71/100. • Define each person's mission and +4 points (67/100 in 2016). remit in serving the objectives. 1 – Ethics (business transparency, Level: advanced. • Implement actions pertaining enhanced among its contractors). Main positive points to talents: retain, attract, train, 2 – Human resources (protection • New CSR governance, strategic commitments, working conditions. of expatriates, prevention of stress repositioning, commitments made. and workplace accidents). • Progress in the areas of Concerning the first point, it 3 – Environment (environmental ethics and compliance. strengthened communication management). with head office teams and 4 – Community engagement (project ENVIRONMENT RATING expatriates (regular strategic to create a corporate foundation 71/100. presentations, experience-sharing together with the contractor +8 points (63/100 in 2016). system). Regarding the second company at Amman airport in Level: advanced. point, it amended its organisation Jordan, of which ADP International Main positive points chart and implemented a quality is a majority shareholder). • Progress in management of the management system aimed in approach and performances. particular at defining responsibilities. Ethics and compliance • Progress regarding contractors. OCCUPATIONAL SAFETY ADP International takes an approach HUMAN CAPITAL RATING to Ethics and Compliance that is 68/100. ADP International has launched consistent with the approach of +7 points (61/100 in 2016). an ambitious e-learning trial in Groupe ADP. In 2018, it prepared Level: advanced. apron safety at three airports in and rolled out a comprehensive Main positive points its portfolio: Amman, Zagreb and compliance programme under the • Improved employment Madagascar. The process could be guidance of its Audit, Risks, Ethics management. expanded to other airports in 2019. and Compliance Director. This • Improved labour relations. programme, which is structured • Internal communication INDUSTRIAL RELATIONS around 13 guidelines, establishes and training. common rules on assessing A new social and economic compliance risks, policies and council was elected in 2018.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 91 - GROUPE ADP SUBSIDIARIES' PLEDGES ADP International
Environment and climate airports handling 5 to 15 million Rating passengers per year. Twice in TAV Airports is one of the three ADP International is continuing the past, in 2015 and 2016, the leading Turkish companies in terms to routinely implement ISO 14001 airport was named the best Middle of governance, according to the certified environmental management Eastern airport in this category. Turkish rating agency Saha. Based on systems and processes to reduce ATOL airport (Republic of Mauritius) an independent rating produced by greenhouse gas emissions. Airports was named the Best Airport of the Vigeo Eiris agency, TAV Airports with over 1 million passengers that Africa Region between 2014 and is included in the Best Sustainability it participates in managing obtained 2017. It was also named Best Airport Index of the Borsa Istanbul. In 2017, level 1 of the ACI's Airport Carbon of the Indian Ocean by Skytrax. Transparency International handed it Accreditation (ACA). Amman airport the award for Turkey's most effective obtained level 3+ in 2018, which TIACA 2018 classification company on anti-corruption, certifies its carbon neutrality. Liège airport in Belgium was named transparency and reporting. "International cargo airport of the + year" in 2018 by The International ENVIRONMENT & CLIMATE To learn more about the Airport Air Cargo Association (TIACA). Carbon Accreditation, see page 50. Each major airport managed by the TAV Airports TAV Airports group has an ISO 14001 In the case of TAV Airports certified environmental management and certain concessions, the 2018 revenue: 1,166 system and an ISO 9001 certified environmental indicators are Headcount: 18,097 quality management system. Istanbul still in alignment with those Passengers (in millions): 155.8 Ataturk and Ankara Esenboga of Aéroports de Paris SA. also have an ISO 50001 certified PROFILE energy management system. Quality of service TAV Airports, a Turkish airport Airport Carbon Accreditation (ACA) The airports managed by manager and the leader in its sector • The Izmir Adnan Menderes ADP International through its in Turkey, operates 14 airports in and Ankara Esenboga airports subsidiaries and participating Turkey, Georgia, Tunisia, Macedonia, have achieved level 3+ (carbon interests or its management Saudi Arabia and an airport in neutrality). The former has also contracts are regularly inspected Croatia in association with ADP received the Eco-Innovation for quality of service, including International. Its socioeconomic award from the ACI. the ASQ inspection by Airports footprint spans 76 airports across • Istanbul Ataturk Airport Council International (ACI). 21 countries, through the activity has achieved level 3. of its services subsidiaries. • Enfidah Airport in Tunisia Classification of the ASQ-ACI has achieved level 2. 2018 survey published in 2019 CSR SYSTEM Skopje International Airport in Transparency Macedonia, managed directly by TAV Airports is committed to TAV Airports has published its TAV Airports, was named best fostering environmental protection greenhouse gas emissions level European airport in the category of and social development, notably and its energy performance on European airports handling fewer through long-term partnerships the Carbon Disclosure Platform than 2 million passengers per year. with its local stakeholders. Its (CDP) since 2011. In 2014, it was the Franjo-Tuđman International CSR performance is steered and first Turkish company to publish Airport in Zagreb, Croatia, managed consolidated at the level of the its water management indicators by TAV Airports in association with holding company of the TAV Airports through the CDP Water Program. ADP International, was named best group. The indicators are prepared European airport in the category of and shared with local partners. Sustainable construction European airports handling between The passenger terminal at Medina 2 and 5 million passengers per The CSR system complies with Airport was certified "LEED Gold" year. During the previous edition, Groupe ADP's policy. As such, in 2015 and the domestic terminal the airport received the accolade the Turkish group restructured its at Izmir Adnan Menderes Airport of Most Improved Airport. organisation and its internal audit was certified "LEED Silver" in Queen Alia d’Amman International process in 2018, and created a Risks 2016. LEED is a US certification Airport in Jordan, managed by and Ethics Management Division. for sustainable construction. AIG, was named best Middle TAV Airports has been a signatory of Eastern airport in the category of the UN Global Compact since 2015.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 92 - GROUPE ADP SUBSIDIARIES' PLEDGES ADP International
HUMAN RESOURCES Climate and ISO 10002 – 2014 version In 2018, AIG achieved level (quality – customer satisfaction). Diversity 3+ (neutrality) in the ACI's Since 2016, TAV Airports has adhered Airport Carbon Accreditation. Environment and climate to the Women's Empowerment Amman is the first airport in the • Noise, air, waste Principles (WEPs). In 2017, the HR region to obtain this label. The Environmental Committee set processes were certified by the up in 2016 manages noise reduction, Equal Opportunities Model of the Community engagement waste management and air quality Women Entrepreneurs Association AIG submits a Corporate Social measurement. In 2017, MZLZ of Turkey (Kadiger). The proportion Responsibility report annually started operating an air quality of female members of the board of to the World Bank. The report measurement station and set up directors at TAV Airports is 25% in mentions the humanitarian aid noise management working groups 2018, in line with its commitments. given to the airport's neighbouring with the airport's neighbouring communities (€24,000 in communities. It posted the results Occupational health and safety 2018), as well as environmental online on the website of the Croatian A specific committee manages initiatives. Efforts continued in Agency for the Environment and and monitors this area for the 2018 on three major themes: Nature. In 2018, in accordance with parent company and all of its • Health, in association with the national and international standards, subsidiaries. A group-wide online King Hussein Cancer Center a noise exposure plan was finalised. dialogue and communication • Food aid and support • Climate, sustainable construction tool has been implemented. for populations In 2018, MZLZ obtained level 2 of the • The environment, including ACI's Airport Carbon Accreditation. COMMUNITY ENGAGEMENT the planting of 200 trees and In 2017, in recognition of its new the launch of an awareness terminal compliant with HQE rules In 2018, TAV Airports implemented campaign in schools on waste opened the same year, MZLZ a safety training and emergency reduction and sorting received the LEED Silver Award situation management programme and the award from the Croatian aimed at schoolchildren. Entitled MZLZ IN ZAGREB – CROATIA Green Building Council – of which "Safe Tomorrows with Small it has been a member since 2018 – Hands", this programme was Together with TAV Airports, ADP in the "private sector" category. devised in collaboration with the International assists the contractor Turkish Ministry of Education. company MZLZ in the operation ATOL – REPUBLIC OF MAURITIUS 1,858 schoolchildren from five and maintenance of Zagreb cities where TAV operates International Airport. A new HQE an airport were involved. terminal with a capacity of 5 million The SSRIA terminal of ATOL (Airport passengers per year, a major project Terminal Operations Ltd), opened Contractors for the local economy, became in 2013 in Mauritius, was devised operational on 28 March 2017. and built in accordance with haute AIG IN AMMAN – JORDAN qualité environnementale (high CSR system environmental quality) principles. Integrated management With the help of ADP International, Since its new terminal opened in MZLZ has set up governance for the -13% energy consumption since 2013.
2013, AIG has had an integrated Group's companies, appointed an -1,900 tonnes CO2/eq emitted management system, of which the Environment and Quality Manager per year since 2013. certificates were the subject of a and set up trade union and industrial monitoring (M) or renewal (R) audit relations bodies. MZLZ submits In 2018, under the guidance of the by Bureau Veritas, in accordance an annual Environmental and French and Mauritian governments, with current international standards: Social Performance Report to the AML signed an eco-construction • ISO 9001 – 2015 for quality International Finance Corporation memorandum of understanding. This management (R) (World Bank), as well as quarterly agreement concerns the construction • ISO 14001 – 2015 for reports to project finance lenders. of a building at the airport and a new environmental management (R) runway for the airport on Rodrigues • ISO 10002 – 2014 for quality Integrated management Island, neighbouring Mauritius. management – customer In 2018, MZLZ had the certification satisfaction (S) of its management systems renewed: Climate/energy • ISO 18001 – OHSAS – 2007 for ISO 9001 – 2015 version (quality), ISO In association with the parent health and safety management (S) 14001 – 2015 version (environment) company Airport of Mauritius (AML),
CORPORATE SOCIAL RESPONSIBILITY 2018 - 93 - GROUPE ADP SUBSIDIARIES' PLEDGES ADP International
the airport was ACI-ACA level 1 requirements from January 2019 to Environment accredited in 2017. The company November 2035. In certain areas of • Air, noise, water, soil is preparing for level 2 and 3 the airport, the consortium is also In 2018, Ravinala Airports introduced accreditation. In accordance with conducting campaigns to replace the monitoring of environmental the objectives of COP 21, ATOL has standard lighting with LED systems. parameters (air, noise, soil, been involved in a Plan National • Waste: 150 tonnes of cardboard water) to measure the impact of d’Efficacité Énergétique (National and glass recycled. activity at the Ivato and Nosy Be Energy Efficiency Plan, or PNEE), airports on the environment and in association with the Mauritius Community engagement local residents' quality of life. Chamber of Commerce and Industry. Several initiatives have been in place • Biodiversity since 2017: educational support A ten-year biodiversity protection Community engagement provided by the airport's employees programme very specific to Nosy ATOL welcomes local residents in to local children, including a Be was adopted in 2018. This the terminal as well as visits from programme to learn about hospitality follows the monitoring of the schools, universities and centres professionals at the airport, launched Madagascan fish eagle, a critically for disabled children. The company in 2018; a labour exchange for endangered species and a key holds blood donation campaigns at local residents; and a free book indicator of the local environment. the terminal and helps to organise download service for passengers. and fund nationwide events. Since Community engagement 2017, ATOL, which is a participant in Since 2018, Ravinala Airports has AML's social and charity initiatives, 2018 award participated in a local four-year has funded its own sponsoring and of the CSR programme programme in partnership with the development aid charity initiatives. An orientation service aimed Ny Hoaviko association, the at people with a non-visible Groupe ADP Foundation and disability is available on demand NUEVO PUDAHUEL – SANTIAGO IN CHILE at the Santiago terminal. the Bouygues Foundation. It received the 2018 CSR This programme aims to keep ADP International, as part of the programme award handed out disadvantaged children in education. Nuevo Pudahuel consortium with in December of the same year The partnership agreement was also by the Chilean Concessionnaires Vinci Airports and Astaldi, was signed in 2018 with the International Association (Cops). awarded the concession for Chile's Organisation for Migration to conduct, Santiago Airport in October 2015. In at the level of the international airport, this framework, Nuevo Pudahuel has a campaign to raise passenger RAVINALA AIRPORTS – MADAGASCAR begun structuring a new international awareness of at-risk migration. terminal with a capacity of 15 million As part of a consortium with passengers. Opening is scheduled Meridiam, Bouygues Bâtiments LIÈGE AIRPORT – BELGIUM for the start of 2021. A CSR system International and Colas, ADP was put in place right at the start International was selected by Groupe ADP has been a strategic of the concession contract. the Madagascan government for partner of Liège Airport since 1999. the design, financing, operation, Environment/climate maintenance and development of the Environment & climate • Airport Carbon Accreditation Ivato (Antananarivo) and Fascène In September 2017, Santiago Airport (Nosy Be) airports. The concession • Environmental management in Chile obtained level 1 Airport was granted for 28 years with effect Liège Airport has an environmental Carbon Accreditation from the ACI, from 23 December 2016. It includes management system certified in as well as equivalent certification the construction and initial operation accordance with the ISO 14001 issued by the Chilean Environment of a terminal with a capacity of international standard. The airport Ministry, the Programa Huella Chile. 1.5 million passengers at Ivato. has a policy to cut its energy • Carbon footprint reduction: 450 consumption and combat climate trees purchased by passengers Quality management change. As such, Liège Airport as part of the carbon footprint Ravinala Airports began is continuing its Collaborative reduction programme were given implementing a quality system Environmental Management (CEM) to the commune of Pudahuel, with the aim of obtaining ISO 9001 system bringing together Skeyes – where the airport is established. certification (2015 version) two years the Belgian national air traffic control • Energy: together with its energy after the deployment of the new agency –, Liège Airport and airlines. provider, the consortium signed a terminal, currently being constructed. The intended outcome is the joint "green" electricity supply contract management of the effects of airport that will cover all electricity operations on the environment.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 94 - GROUPE ADP SUBSIDIARIES' PLEDGES ADP Ingénierie
• Climate Its key architectural projects to all subsidiaries of Groupe ADP Labelled "Lean & Green" in 2014 include the airports of Djeddah operating internationally. This code for its logistics practices, in 2018 (Saudi Arabia), Dubai, (United Arab has been the subject of an uptake it obtained the first star of this Emirates), Moscow (Russia), Bogota campaign aimed at all employees. label, which certifies that the target (Colombia), Chengdu and Daxing to cut its CO2 emissions by 20% (China). The company has also The prevention and monitoring in five years has been achieved. managed to handle major technical system is steered by the • Energy challenges, including the conduct Transformation and Risks Division of In 2017, the airport supplemented of works under operation at Manam ADP Ingénierie, in close collaboration its natural gas cogeneration (Bahrain), Katmandou (Nepal) with the Compliance Division of the unit, launched in 2015, with a and Santiago de Chile (Chile). international scope and together with trigeneration module (cogeneration the Ethics and Compliance Division in which part of the thermal energy CSR system of Groupe ADP. The Transformation produce is used for cooling). and Risks Division has advisors In 2018, the site's freight and ADP Ingénierie's CSR system is in each geographical region in office buildings were fitted with steered by its Transformation and which ADP Ingénierie is present. photovoltaic solar panels. This Risk Division, in line with the Group renewable electricity production is policy. The organisation has a Risk 2018 non-financial rating expected to cover 40% of its needs. Committee and a CSR Steering • Mobility Committee. It has introduced a ADP Ingénierie submits its CSR Liège Airport has also formed a CSR criterion into managers' pay. performance to a voluntary non- partnership with a Belgian company Anti-corruption clauses feature in financial rating every two years. to promote the use of hydrogen its contracts. The risks associated This process has been conducted as a substitute fuel for airport with sub-contracting are taken by the non-financial rating and ground handling vehicles. into account in its risk map. agency Ethifinance since 2014. ADP Ingénierie is ISO 9001:2015 certified for all of its operations. OVERALL RATING 4 69/100. ADP INGÉNIERIE Ethics +3 points (66/100 in 2016). Level: advanced. 2017 revenue: €58 million. ADP Ingénierie's corporate culture is EthiFinance highlighted the 2017 staff headcount: 421. based on transparency and stringent company's strong progress in ADP Ingénierie became a ethical requirements. the areas of governance and wholly-owned subsidiary of ADP Ingénierie's compliance human capital – which have ADP International in 2017. programme forms part of the achieved the excellent level – compliance programme developed and in the area of environment, Profile for the international scope of which is just one point away. Groupe ADP, which applies to the ADP Ingénierie designs and group's international subsidiaries GOVERNANCE RATING supervises the development of new and is aligned with its standards. 77/100. facilities for major international +4 points (73/100 in 2016). airports or expansion or renovation In 2017, ADP Ingénierie Level: excellent projects. It provides long-term disseminated its code of practice, Main positive points operational solutions that facilitate which is based on three principles • Significant progress on the maintenance and use of of behaviour at work: responsibility, ethics and compliance. facilities. These solutions form integrity and respect for others. • Reorganisation of part of a continuous innovation These rules must be embraced and managerial bodies. and excellence initiative. applied by all employees, regardless of post or level, and by anyone acting ENVIRONMENT RATING In 2017, ADP Ingénierie reorganised on behalf of or in the name of the 74/100. itself to more effectively adapt its company. Employees must ensure +5 points (69/100 in 2016). international services offering to that all those reporting to them Level: advanced. the market realities and changes in embrace and apply our principles. Main positive point its customers' needs, particularly • Consolidation of an indicator those of mature airports, which are In 2018, ADP Ingénierie to monitor the integration faced with ageing infrastructures in supplemented its code of practice of the environmental the midst of growth in air traffic. with the code of practice applicable approach into projects.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 95 - GROUPE ADP SUBSIDIARIES' PLEDGES ADP Ingénierie
HUMAN CAPITAL RATING Human resources applied and energy challenges are 77/100. studied through our achievements. +6 points (71/100 in 2016). ADP Ingénierie has a human Level: excellent. resources policy based in Community engagement Main positive points particular on skills development, • Significant efforts on career advancement, motivation, For contextual reasons, skills management and performance recognition and ADP Ingénierie focuses on skills- the improvement of pay transparency. An employee based sponsorship. In order to working conditions. satisfaction survey has been put in take more effective action, the • Improved social climate. place. Several collective agreements organisation maintains close links were signed in 2018: mandatory with the Groupe ADP Foundation. CUSTOMERS- annual negotiation, amendment to PROCUREMENT RATING the group savings scheme (PEG) 71/100. and membership of the group's +1 point (70/100 in 2016). staff pension scheme (Percog). Level: advanced As part of applying the Groupe Main positive points ADP policy within its Diversity • Formalisation of the Committee, the organisation is supplier CSR charter. raising staff awareness of this issue. • Mobilisation on the ethics and compliance issues. Environment
COMMUNITY ENGAGEMENT RATING ADP Ingénierie's Environment 47/100. Policy has been formalised and (47/100 in 2016). communicated to its suppliers. The Level: progress. company is developing a "Green • With an identical rating to Airport" offering. From the planning 2016, ADP Ingénierie is still stage onwards, projects aim for conducting its sponsorship local or international environmental actions under the guidance of certification. A sustainable the Groupe ADP Foundation. development reference system is
CORPORATE SOCIAL RESPONSIBILITY 2018 - 96 - GROUPE ADP APPENDICES
CONTENTS
Appendix 1 98 Compliance with UN and ILO international conventions 98
Appendix 2 99 Declaration of support for the Global Compact 99
Appendix 3 100 Socially responsible investment indexes and classifications 100
Appendix 4 101 Indicators 2018 101
Appendix 5 107 Glossary, abbreviations and acronyms 107
CORPORATE SOCIAL RESPONSIBILITY 2018 - 97 - GROUPE ADP APPENDIX 1 Compliance with UN and ILO international conventions
Our pledge to uphold the principles of the ILO and the Global Compact is given practical application through the actions undertaken in these contexts and described in the table below.
PRINCIPLES OF THE GLOBAL ACTIONS UNDERTAKEN COMPACT AND THE ILO HUMAN RIGHTS 1. Promote and respect the • Code of Conduct of Groupe ADP, Group CSR charter, supplier CSR charter protection of internationally incorporated into the procurement processes (sent for signature by proclaimed human rights in the candidates for procurement processes initiated by Aéroports de Paris). Group's sphere of influence. 2. Ensure that companies within the • Code of Conduct of Groupe ADP and vigilance plan currently being Group do not become complicit formalised in collaboration with our international subsidiaries. in human rights violations. • Aéroports de Paris ensures supplier compliance with provisions regarding illegal work by obtaining for itself the legal documents attesting to their compliance with fiscal and social law and any legal obligation to declare foreign workers. • During procurement processes, candidate CSR policies and practices declared in respect of human rights are taken into account. • Social rights audits (compliance with labour law regulations) are carried out in certain procurement sectors. • The Procurement Division is an integral part of the process of applying the law regarding the duty of vigilance where suppliers and sub-contractors are concerned. LABOUR STANDARDS AND THE PRINCIPLES OF THE ILO 3. Ensure freedom of association • Individual entitlement to union training, and signature of union rights agreements. and the effective recognition of the right to collective negotiation. 4. Eliminate all forms of forced • Inclusion of CSR criteria in the selection of suppliers/subcontractors. Contractual or compulsory work. procurement documents include the Suppliers CSR Charter and the Aéroports de Paris standard general administrative clauses requiring suppliers and service providers to apply national workforce protection regulations and to comply with ILO conventions. 5. Ensure the effective • By agreeing to respond to an invitation to tender candidates abolition of child labour. undertake to apply the Supplier CSR Charter, particularly its requirements relating to the abolition of child labour. 6. Eliminate discrimination in the • ADP commitment to the fight against discrimination with four agreements workplace and within occupations. signed: the employment of disabled people (2016–2018), professional gender equality (2017–2019), diversity (2017–2019) and 'youth' and 'senior' provisions in the forward planning of employment and skills (2016–2018). PROTECTING THE ENVIRONMENT 7. Maintain a preventive approach • Environmental Policy of Aéroports de Paris. to environmental issues. 8. Take initiatives to promote greater • Roll-out of an environmental training and awareness-raising environmental responsibility. programme for all staff of Aéroports de Paris. 9. Encourage the development and • Technology and innovation watch (renewable energy) by Aéroports de Paris. widespread use of environmentally- friendly technology ANTI-CORRUPTION 10. Combat corruption in all its forms, • Signing of the Responsible Lobbying Declaration of Transparency International France. including extortion and bribery. • Audit in 2018 of fraud prevention 2015–2017 for Aéroports de Paris.
• Creation of an Ethics and Compliance Division reporting directly to the Chairman & Chief Executive Officer and tasked with the company- wide management of ethics and compliance with the Legal Affairs & Insurance Division for Aéroports de Paris and its subsidiaries. • Set-up of an Ethics and Compliance action plan approved by the Executive Committee and presented to the Board of Directors and its Audit and Risks Committee. • A commitment letter from members of the Executive Committee and General Managers of TAV Airports and AIG. • Set-up of a warning platform accessible to all Groupe ADP employees and supplier employees. • Review of the code of ethics appended to the Aéroports de Paris internal regulations.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 98 - GROUPE ADP APPENDIX 2 Declaration of support for the Global Compact
Chairman & Chief Executive Officer
PDG/2018/1134 31 July 2018
Annual declaration of support for the United Nations Global Compact
Groupe ADP sets the gold standard in Europe for corporate social responsibility among large airport management companies and has ethical compliance as a governance principle.
As a signatory to the United Nations Global Compact since 2003, Groupe ADP renews its commitment to following the 10 principles relating to human rights, international labour standards, protecting the environment and the fight against corruption.
Our activities are developed in accordance with the principles of the Global Compact and the UN’s Sustainable Development Goals (SDGs).
Our commitment is set out in detail in our Progress Update.
On behalf of Groupe ADP, I am pleased to confirm that "We support the Global Compact".
Augustin de Romanet
CORPORATE SOCIAL RESPONSIBILITY 2018 - 99 - GROUPE ADP
APPENDIX 3 Socially responsible investment indexes and classifications
We appear on a range of Socially Responsible Investing (SRI) indexes.
Stoxx® Global ESC Leaders We are listed on the Stoxx® Global ESG Leaders index which classifies Dow Jones Sustainability Euronext Vigeo the leading international companies Index (DJSI) We have been listed on the in terms of environment, social Since September 2015 we have Euronext Vigeo Europe 120 and policy and governance. Stoxx been listed on the DJSI index, the Euronext Vigeo Eurozone 120 provides financial and extra-financial world’s foremost SRI index. This indexes since 2012. Among the indexes (CSR, risk management) index ranks us as one of the best companies listed in the Stoxx© to investors and European and European companies in three 1800 index, they demonstrate the international companies based on spheres: economic, environmental best CSR performances. The figure data provided by Sustainalytics. and social. Our performance has in the index name indicates the been analysed since 2013 and number of companies selected. has increased from 65 points to a score of 70 points for 2018.
FTSE4Good We have featured in the FTSE4Good Global Index and FTSE4Good Sustainalytics MSCI World ESG and Europe Index since July 2015. In 2018, Sustainalytics, the world MSCI World SRI These SRI indexes, part of the leader in CSR evaluation, ranked We received a score of AA in 2017. British FTSE family of indexes, us among the top three transport We have been listed in the MSCI list quoted companies that are infrastructure management groups World ESG indexes and MSCI deemed ethical and responsible. in the sustainable development World SRI indexes since 2012. and social responsibility category.
Oekom Prime Global Ethibel Sustainability Challenge Index Index (ESI) Europe We have had Prime classification We have appeared in this index with a score of C+ since 2014. since 2009, and on the Ethibel We feature among our industry's Sustainability Index Excellence leaders and satisfy the minimal Europe investment register since requirements in our sector. The 2013. The Ethibel Sustainability Index extra-financial rating agency Oekom (ESI) Europe lists 200 companies manages the classifications for the who are leaders in CSR. It is based Prime Global Challenge Index. on ethical and sustainability criteria.
CORPORATE SOCIAL RESPONSIBILITY 2018 - 100 - GROUPE ADP APPENDIX 4 Indicators 2018
Reporting methodology protocol specifying indicator of commercial aircraft emissions)
definitions, scope and calculation and 84 metric tons of NOx in We publish our Corporate Social methodology. The frequency 2018 (i.e. 1.4 % of commercial Responsibility (CSR) information of environmental indicators aircraft emissions), with the on a yearly basis. This document is adjusted year on year, from second method (real data). relates to Groupe ADP’s activities October 2017 to September The transport data is collected from 1 January to 31 December 2018. Indicators calculated via passenger surveys by the 2018. It was based on the fourth using a different periodicity are Passenger Observatory upon generation of management identified by the note (2). departure and arrival. and reporting guidelines of the For 'air quality' and 'emissions' Global Reporting Initiative (GRI). indicators, the data was provided SOCIAL INDICATORS This international, multi-party by the Aéroports de Paris Social data relating to 'employment initiative aims to develop globally laboratory, accredited by COFRAC aid beneficiaries' (training, applicable indicators factoring in and ISO 9001 certified, based on support, help with transport) is economic, social and environmental methodology guides including all provided by the Partnerships performance in companies. The the instructions used. They were Unit within the Environment, guidelines offer organisations then passed on to the Environment, CSR and Regions Division. balanced and reasonable CSR and Regions Division. The data for the soundproofing aid performance reporting principles. For aircraft emissions, two indicators originates from a summary calculations were made on the basis produced in December 2018. CONTROL AND CONSOLIDATION of the methodology established Groupe ADP's Environment, CSR by the International Civil Aviation Table of indicators and Regions Division consolidates Organisation (ICAO) for calculating sustainable development indicators emissions from the LTO (Landing and The economic, social and using data provided by the Divisions Take-Off): environmental data, together with an responsible. Depending on the - an initial calculation using the explanation of the general items of collection methods and operating ICAO’s theoretical taxiing time; information about the organisation, systems used by each of our - a second calculation with the are set out on pages 102 to 105. airports, the scope of reporting real taxiing time for Paris-Charles may vary for certain indicators. de Gaulle and Paris-Orly and an The materiality matrices, the average taxiing time for Paris-Le correlation table containing the GRI HR indicators Bourget that is closer to reality. G4 summary and the declaration of • For Paris-Charles de Gaulle, extra-financial performance For indicators of the number real taxiing times were close components are published in this of people employed at our to the theoretical times, with document and on the Groupe ADP airports, headcount was based only a slight difference between website. on a study carried out in 2017 the two calculations. by the Utopies consultancy. For Paris-Orly, the real taxiing HR indicators are subject to a times are lower than the Core criteria reporting protocol that defines the theoretical times, which accounts The report was drawn up in relevant scope and methods. The for the difference observed accordance with the core criteria defined by GRI G4. When a workforce scope covers Aéroports between the two calculations. theme or indicator has not been de Paris and the group's (controlled) At Paris-Le Bourget, the reason explored in the required amount companies and fully consolidated for the gap between the two of detail, please refer to the subsidiaries of which 50% or more calculations is that much more 'Groupe' tab on our website is owned: ADP Ingénierie, ADP realistic average taxiing times were (www.parisaeroport.fr) or the reference document. International, Hub One, TAV Airports used and a much more realistic This applies in particular and AIG except Média Aéroports fleet of aircraft engines recorded in to financial information, de Paris (less than 1% of the Group terms of Paris-Le Bourget traffic. governance and risks. workforce). The social indicators For Paris-Charles de Gaulle and are transferred to the Environment, Paris‑Orly, the figures presented in CSR and Regions Division by the the indicator table correspond to Human Resources Division. the commercial aircraft movements (passengers and cargo). ENVIRONMENTAL INDICATORS The emissions from non-commercial For the environmental indicators, movements account for around
Groupe ADP uses a reporting 17,977 metric tons of CO2 (i.e. 1.5 %
CORPORATE SOCIAL RESPONSIBILITY 2018 - 101 - GROUPE ADP
EC1 EC1 EC1 EC1 EC1 EC1 EC1 EC1 AO1 AO1 AO1 AO1 EC8 EC8 EC9 EC9 AO2 AO2 AO2 AO2 REF.GRI REF.GRI na 610 33.1 229 936 564 N/A N/A 72.2 4.57 56.6 1,961 1,078 105.3 2,957 4,478 1,000 709.9 480.9 2018 2018 122,040 (**) 122,040 (**) na 32 571 801 54.1 229 879 N/A N/A 506 4.57 4.57 69.5 101.5 1,567 3,617 475.6 1,000 704.7 2,820 2017 2017 122,040 122,040
*(source: BIPE study) - **(source: Utopies study) study) Utopies - **(source: BIPE study) *(source: na na 792 31.3 435 399 965 97.2 N/A N/A 774 52.9 4.57 65.9 1,195 707.4 2,744 472.9 2,947 234.4 2016 2016 €k €M €M €M €M €M €M €M €M €M €M €M €M €M Unit Unit million million million million number number thousand thousand thousand thousand
TABLE OF INDICATORS 2018 OF INDICATORS TABLE Economic data Economic Groupe ADP statistics Groupe ¡ ¡ Jobs at the airports (exc. temporary) the airports (exc. Jobs at disturbance airport-related fund for Compensation the foundation) by granted ADP Foundation (amount Groupe air traffic airport passenger Paris de Gaulle Paris-Charles Paris-Orly Bourget Paris-Le Aéroport Paris at movements Number of aircraft de Gaulle Paris-Charles Paris-Orly Bourget Paris-Le Groupe ADP Groupe SA de Paris Aéroports EBITDA ADP Groupe SA de Paris Aéroports Net results ADP Groupe ADP Groupe SA de Paris Aéroports ¡ the airports at present Companies ¡ Turnover SA de Paris Aéroports Investments
CORPORATE SOCIAL RESPONSIBILITY 2018 - 102 - GROUPE ADP LA1 LA1 LA1 LA1 LA1 SO1 SO1 LA6 LA6 LA6 LA6 LA6 LA6 LA9 LA12 LA12 LA12 G4-9 G4-9 G4-9 REF.GRI REF. GRI REF. 0 53 00 4.5 6.9 451 190 497 364 220 37.6 47.6 4.38 0.99 14.62 6,349 2,902 2018 2018 25,917 19,568 696,425 0 2.1 63 3.7 4.2 6.9 216 441 472 285 349 37.9 47.4 0.95 13.64 6435 5,686 17,743 24,178 2017 2017 708,937 0 30 7.0 5.3 4.0 913 323 238 247 397 16.6 1.08 37.9 47.4 2.60 4,961 4,961 8,887 6,478 2,409 2016 2016 717,771 % % % % % % % an hour Unit Unit number number number number number number number number number number number number P P (a) (a) (a) (a) (b) (b) (b) (b) (b) (b) (b) (b) (b) (b) (b) (b) (b)
TABLE OF INDICATORS 2018 OF INDICATORS TABLE Social data HR data ¡ ¡ Fatal accidents Fatal accidents of workplace rating Seriousness ¡ Health and safety conditions Health and safety accidents Workplace accidents of workplace rate Frequency seminars 'airport occupations' at Attendees support, help with transport) aid beneficiaries (training, Employment Absenteeism Absenteeism rate (any reason) (any rate Absenteeism Absenteeism New employees under 25 employees New reason) (any Leavers permanent job roles for rate Replacement Training and training education continuing to dedicated of payroll Percentage Average age Average of women Percentage recruits/leavers New On a permanent basis rate Promotion Number of disabled workers *Aéroports de Paris *Aéroports Subsidiaries total Group of disabled workers and integration Employment ¡ numbers staff Average
CORPORATE SOCIAL RESPONSIBILITY 2018 - 103 - GROUPE ADP SO1 SO1 SO1 EN5 EN3 EN3 EN3 EN17 EN17 EN21 EN21 EN21 EN21 EN21 EN21 EN21 EN16 EN3/4 EN3/4 EN3/4 EN15/17 REF.GRI 65 3.5 15.8 N/A N/A N/A N/A 33.3 31.31 1,737 2,581 475.3 3,242 5,920 5,946 45,011 TOTAL 154,426 369,393 323,700 1,251,100 1,225,925 na na na na 58 1.4 66 7.7 217 272 100 242 684 N/A 23.8 3.47 LBG 2,159 9,621 5,666 17030 24230 2018 12 47 26 65 20 2.3 4.0 833 6.31 928 19.8 296 1317 1261 118.4 6,322 ORLY 81,421 77,184 27,629 280115 319600 11 17 52 26 65 4.0 15.7 27.9 1,199 CDG 2,137 333.1 21.53 4563 1,436 4,601 126,113 36,530 232,718 928780 907270 286,543 60 3.7 15.8 N/A N/A N/A N/A 37.9 2,134 2,421 5,793 38.22 5,768 476.2 3,209 TOTAL 44,600 148,375 148,375 350,527 350,527 370,986 370,986 1,196,636 1,238,389 na na na na 55 1.4 60 6.8 125 183 100 247 789 N/A 24.7 LBG 3.54 8,777 8,777 2,286 6,380 17,573 33,179 2017 14 28 24 40 2.3 3.5 60 801 888 115.3 20.4 1,238 12.70 1,294 1,069 5,545 ORLY 83,421 22,292 73,647 73,647 314,176 274,959 31 14 10 33 39 60 4.2 15.7 1,150 CDG 1,893 21.98 1,408 336.2 4,470 4,444 36,769 125,294 891,034 258,329 904,104 290,959 60 3.7 N/A N/A N/A N/A N/A N/A 14.5 74.6 37.17 1,841 474.1 3,782 5,758 2 500
50,314 TOTAL 140,961 319,692 359,239 1,236,710 na na na na na na 1.6 50 215 971 163 25.1 100 298 N/A N/A 3.92 LBG 11,184 1,940 2,585 29,870 11 17 2016 29 60 40 3.5 2.4 981 855 N/A 1,210 116.0 1,749 16.59 1,280 ORLY 5,960 21,277 81,583 78,048 274,180 316,270 TABLE OF INDICATORS 2018 OF INDICATORS TABLE 11 18 26 39 60 4.2 645 N/A 69.5 CDG 1,735 1,482 16.66 332.9 4,428 4,446 41,769 118,713 911,928 226,925 279,250 890,570 % % €M GWh MWh MWh MWh µg/m3 µg/m3 µg/m3 µg/m3 Unit number number metric ton metric ton metric ton metric ton metric ton metric ton metric ton KWh/person P (c) (c) (b) (b) (c) (c) (c) (b) (b) (c) (d) ) 2 (d) ) 3 (ICAO theoretical data method) data theoretical (ICAO method) data (real (2) (1) (2)
X X X 2 2 2 2 Environmental data Environmental ¡ Noise Cases handled not soundproofed or premises Dwellings Aid granted Airport air quality of particles (PM 10) Annual concentration (NO of nitrogen Annual concentration of particles (PM 2.5) Annual concentration (O of ozone Annual concentration emissions Aircraft of CO Emissions of NO Emissions emissions Aircraft of CO Emissions of NO Emissions plant emissions Power of CO Emissions of NO Emissions emissions Vehicle of CO Emissions Energy in our final internal energy of renewable Percentage consumption energy production Heat production Cold and external) (internal electricity purchase Total electricity consumption Internal intensity Energy electricity purchases electricity in total of green Percentage ¡
CORPORATE SOCIAL RESPONSIBILITY 2018 - 104 - GROUPE ADP EN8 EN8 AO9 EN14 EN10 EN10 EN23 EN23 EN23 EN23 EN23 EN23 EN30 REF.GRI 1.9 40 5.2 61.3 N/A N/A 36.8 79.4 2,729 17,047 1,514.2 TOTAL 45,565 3,209.6 6 0 0 19 74 00 19.2 294 N/A 73.6 LBG 0.52 80.8 1,390 2018 18 32 1.6 201 18.3 4.41 55.9 42.5 79.4 6,617 636.2 5,665 ORLY 434.8 0 16 2.1 44 00 1.43 32.7 65.2 CDG 2,454 11,088 37,558 1,060.4 2,499.8 (3)
39 1.5 6.3 1 33.1 N/A 88.4 65.4 2,864 2,980 16,259 TOTAL 1,397.8 39,784 N/A: not applicable N/A: na: not available 0 0 na 30 0.9 107 15.6 380 N/A N/A 83.5 LBG 45.5 1,299 1 2017 33 1.8 233 526 27.9 3.78 32.9 65.3 88.4 Groupe ADP website Groupe 6,715 316.6 5,574 ORLY ; 1 0 0 1.4 43 31.3 1.04 67.3 CDG 2,601 2,347 31,770 10,305 1,035.7
(3) reference document 2018 reference 4.1 40 1 0.5 70.1 N/A 29.5 56.5 reference document 2018 reference 2,556 2,950
15,796 1,361.9 TOTAL 40,483 Page numbers in the main document (Groupe ADP - Social Responsibility 2018) and Appendix 2018) ADP - Social Responsibility numbers in the main document (Groupe Page numbers 1; 5; ADP CSR Experts' Space Groupe ADP website; appendix 1; Groupe 87; 73-75; 42-44; 57-59; 27-29; 22; 24; 14-15; 6-11; 2-3; ; 6-13 2-3 ; 75-77 ; 44-46 59-61 ; 26 29-31 ; 16 17 24 ; 12-13 8-11 ; 87 -75 ; 73 ; 42-44 57-59 ; 27-29 ; 22 24 ; 14-15 6-11 Appendix 4 19-20; 1 ; 2 appendices: 15-19; 6; 12-13; 74 na na 76 9.5 291 1.67 14.7 10.6 N/A N/A LBG 80.4 1,294 . 1 2016 36 125 0.8 17.2 608 2.37 2.37 29.3 69.9 54.4 315.9 5,541 6,383 ORLY
TABLE OF INDICATORS 2018 OF INDICATORS TABLE
1 (DMA) 0 2.1 Groupe ADP website Groupe 43 0.2 28.1 71.9 0.96 CDG 2,267 2,355 9,963 1,031.2 Data controller. by a third verified (1) Volume a calendar year. over data and 2018 2017 (2) 2016, both CDG and Orly. at same species is under threat (3) The 32,806 3 3 3 % % % % % Unit number number metric ton metric ton metric ton thousands of m thousands of m thousands of m methodology. P (c) (b) (b) (b) (c) (b) (b) (b) (b) (b) (b) (b)
reporting waste is provided in the Profile and CSR Approach chapters (pages 4 to 25), in the above- (pages 4 chapters and CSR Approach in the Profile is provided methodology (appendix 4) and on the mentioned reporting Title and analysis Strategy profile Organisation identified aspects and perimeters Relevant involvement Stakeholder Outline of report Governance Ethics and integrity of Management Approach description of the Disclosures The supplement sector the airport operators G4-DMA for relevant The and in appendix 4. 85-87 on pages 4, 30-31, been explored have G4 - Environmental data (continued) data Environmental about the organisation of information items of general Explanation ¡ ¡ Water of drinking water Consumption of drinking water consumption Internal and reused recycled of water volume Total and reused recycled of water Percentage Waste collected waste of non-hazardous Volume of non-hazardous volume internal SA de Paris Aéroports Buried Recycled Incinerated collected waste industrial hazardous of internal Volume Transports the to access passenger for of public transport Percentage airports Biodiversity List) risk (IUCN Red number of species at Total aircraft per 10,000 number of animal strikes Annual total movements P = perimeter ADP. (a) Groupe only. SA de Paris Aéroports (b) our airports. at parties present and third SA de Paris Aéroports (c) in appendix 4 on the information emission Aircraft (d) ¡ ¡ REF.GRI G4-1 G4-16 to GA-3 GA-23 to GA-17 GA-27 to GA-24 GA-33 to GA-28 GA-34 GA-56
CORPORATE SOCIAL RESPONSIBILITY 2018 - 105 - GROUPE ADP
TABLE OF INDICATORS 2018
Social information Environmental information hours devoted to human rights subjects is not monitored. HR5: sites and suppliers identified EN12: description of instances of as presenting a substantial risk of substantial impact of activities, HR7: percentage of security agents incidents related to child labour and products and services on the trained in organisational human measures taken to help effectively biodiversity of protected areas and rights policies and procedures abolish this type of work. areas outside those protected areas applicable to their work. The main activities of Aéroports de with considerable biodiversity. Contracts with security service Paris SA and Hub One are carried Aéroports de Paris SA activities, providers acting on behalf of out in France where child labour products and services do not give Aéroports de Paris SA require the is forbidden. Our subsidiaries rise to any substantial impact on the service providers to comply with established abroad must apply the biodiversity of protected areas or European legislation and good same rules. Like Aéroport de Paris, areas outside those protected areas practice guides relating to the rights TAV Airports is a signatory of the with considerable biodiversity. of individuals undergoing security Global Compact. An overview of the checks. The service providers sign Potier Law was drawn up to identify EN29: amount of substantial fines a CSR charter which includes a the local laws and existing actions and and total number of non-financial section on human rights. This charter identify standards at Group level. penalties for non-compliance is in the process of replication with laws and regulations in some subsidiaries abroad. HR6: sites and suppliers identified relating to the environment. as presenting a substantial risk In 2018, no penalty of any nature HR9: total number and percentage of incidents related to forced or whatsoever was imposed on of sites that have been subject to compulsory labour and measures Aéroports de Paris SA for non- an investigation relating to human taken to help effectively abolish compliance with laws and regulations rights or an impact evaluation. all such forms of work. relating to the environment. To date, no site has been subject The main activities of Aéroports de to external verification relating to Paris SA and Hub One are carried Customer information human rights. An overview of the out in France where child labour is Potier Law was drawn up to identify forbidden. Like Aéroport de Paris, TAV PR8: total number of complaints the local laws and existing actions. Airports is a signatory of the Global regarding invasion of privacy Compact. An overview of the Potier and loss of customer data. Information not available Law was drawn up to identify the In 2018 no complaint was submitted at the time the report local laws and existing actions and regarding invasion of privacy was published. identify standards at Group level. or loss of customer data. Information pertaining to EN34, HR12, SO5, SO7, and SO8 is currently LA7: employees directly and Community information being processed and analysed. frequently exposed to diseases Should it emerge that any of this linked to their work activity. EC6: proportion of senior information needs to be made In compliance with French regulations, managers recruited locally at publicly available, this will be done Aéroports de Paris SA carries out the main operational sites. online, with the utmost transparency, medical examinations, the frequency of No Aéroports de Paris SA senior as soon as it becomes available. which is determined according to the manager has a local contract. All activities undertaken by employees. our contracts are based in France.
LA16: number of employment HR2: total number of hours grievances lodged, investigated and of training for employees on settled via the official grievance human rights policies and settlement mechanisms. procedures applicable to their Requests communicated via staff work, including the percentage representatives are dealt with at of employees trained. a monthly meeting between the Human rights training is included management of Aéroports de Paris in general training at Aéroports SA and staff representatives. de Paris SA. The number of
Contact Edward Arkwright Deputy CEO
This airport is participating in Airport Carbon Accreditation
CORPORATE SOCIAL RESPONSIBILITY 2018 - 106 - GROUPE ADP APPENDIX 5 Glossary, abbreviations and acronyms
A DGAC: the French Civil O ACA: Airport Carbon Accreditation. Aviation Authority. OHSAS: Occupational Health ACI: Airports Council International. DJSI: Dow Jones Sustainability Index. and Safety Assessment Series Adapt: association for the social Direccte(s): regional directorate of (an internationally applied British and workforce integration of business, competition, consumption, Standard for occupational health people with disabilities. labour and employment. and safety management systems). ADOR: association for the economic Single document: see explanation development of the Orly-Rungis area. at end of glossary. P AFNOR: the French national PaQte: pact with the districts organisation for standardisation. E for all businesses – initiative APU: Auxiliary Power Unit . Ecodistrict: environmentally- from the Ministry of Territorial ASQ/ACI: Airport Service Quality/ friendly urban district. Cohesion and Relations with Airports Council International. Esat: centre providing Regional Authorities (2018) ATM: Air Traffic Management. support via employment. Parafe: automated fast-track ESG: Environmental, Social crossing at external borders. C and Corporate Governance. Paris Region Entreprises: the CCI: chamber of commerce ESUS: solidarity enterprise name of the Paris Île-de-France and industry. of social utility. Regional Development Agency. CCIP: Paris chamber of FCPE: company investment PME/SME: company mobility commerce and industry. fund for employees. scheme or small and medium- CDD: permanent sized enterprises. employment contract. G PMIE: inter-company CDI: temporary GIP: Public Interest Group. mobility scheme. employment contract. GPEC: forward planning of PHMR: disabled and reduced CDM: Collaborative Decision Making. employment and skills. mobility persons. CHSCT: health, safety and working GPU: Ground Power Unit – conditions committee. See end vehicle for supplying power S of Glossary for details about the to aircraft on the ground. SBF 120: stock market index. CHSCT’s role and functions. Graduate Programme: SRI: see ISR.
CIES: inter-union employee developed by the company to SO2: sulphur dioxide savings committee. attract young graduates. STPA: protected and Cluster: a group, especially a group adapted work sector. of practitioners and/or researchers H in the fields of science, technology Halde: the French supreme T or the economy, the purpose of authority in matters of TEP: equivalent of a metric ton of oil. which is to explore, support and discrimination and equality. TOEIC©: Test of English for promote common interests. Hub: an airport that serves as International Communication CNIL: French National Data a passenger transfer point. Protection Commission. U
CO2: carbon dioxide. A greenhouse I SEU: Significant Energy Uses. gas, often referred to in English, IFC: International Finance for ease of reference, simply as Corporation (member of “carbon” (as in “carbon emissions”. the World Bank Group). COFRAC: French ISO: International Organisation Accreditation Committee. for Standardisation. SRI: socially responsible investing. D Défenseur des Droits: the French K Citizens Rights Protector is a State kWh: kilowatt hour. institution that combines the roles of State Ombudsman, Protector of M Children’s Rights, Supreme Authority Materiality: in the sense of 'relevance'. in matters of discrimination and MWh: megawatt hour equality (HALDE), and the National Commission for Professional Ethics in the Security Sector (CNDS).
CORPORATE SOCIAL RESPONSIBILITY 2018 - 107 - GROUPE ADP APPENDIX 5 Glossary, abbreviations and acronyms
What is the CHSCT? at its disposal to help it fulfil its principal or regional authority. A CHSCT (Health, Safety and purpose (information, access to It lists all the occupational risks Working Conditions Committee) has expert advice, etc.). Additional (including psychosocial risks) to to be set up in every private-sector resources are provided within which personnel are exposed, in (and in some cases public-sector) high-risk industrial organisations. order to facilitate their prevention. organisation with a workforce of 50 or more employees. Its purpose is to Single Document contribute to protecting employees’ The single document or single health and safety and help improve document for assessing workplace working conditions. CHSCT members risks is drawn up and updated are mostly employee representatives. annually by each head of The committee has various resources department, school or college
CORPORATE SOCIAL RESPONSIBILITY 2018 - 108 - GROUPE ADP 93290 Tremblay-en-France, France 1 ruedeFrance groupeadp.fr 3950*
Aéroports de Paris • 1 rue de France 93290 Tremblay-en-France, France • Tel.: +33 (0)1 43 35 70 00 • www.groupeadp.fr • Limited liability company with capital de 296,881,806 euros Siren 552 016 628 – RCS Paris • Design and production: Energograd, Anne Lombard with Groupe ADP • Graphic design and layout: Pascale Michon. This airport is participating in Airport Carbon Accreditation Photos: © Groupe ADP/ Sébastien Aubry. * €0.34 per minute (inclusive of tax) from a landline in mainland France, not including any additional costs from your service provider.