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PARIS VOUS AIME 2015 REPORT on ACTIVITY and SUSTAINABLE DEVELOPMENT Interview with Augustin De Romanet, Chairman & Chief Executive Offi Cerp

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PARIS VOUS AIME 2015 REPORT on ACTIVITY and SUSTAINABLE DEVELOPMENT Interview with Augustin De Romanet, Chairman & Chief Executive Offi Cerp PARIS VOUS AIME 2015 REPORT ON ACTIVITY AND SUSTAINABLE DEVELOPMENT Interview with Augustin de Romanet, Chairman & Chief Executive Offi cerP. 2 The executive committee P. 4 The board of directors P. 6 Governance P. 7 1 Our promise to our customers: Groupe ADP aims to become a world leader in airport design, passengers and airlines construction and operation. Europe’s second-largest operator Highlights of 2015 P. 10 with 95 million passengers welcomed in Paris, the Group Connect 2020 P. 20 is ranked in the world’s top 3, with 34 airports directly or indirectly managed and more than 250 million passengers 2 served in 2015. Optimising our airports and management Groupe ADP has signed a new Economic Regulation Highlights of 2015 P. 26 Agreement (ERA) with the French government for Connect 2020 P. 32 the 2016-2020 period and has presented its strategic plan for the next five years: Connect 2020. It is a plan designed to 3 improve customer satisfaction, the competitiveness of We love paris and are putting it on the map air transport and the attractiveness of the regions. A plan that around the world will open up new development opportunities for its employees. Global appeal P. 38 Highlights of 2015 P. 40 Connect 2020 P. 44 Trust, commitment, boldness and openness – the Groupe ADP teams have shared values that will help them to innovate, 4 move forward and create a successful dynamic that is Our commitment to employment, local areas beneficial to everybody. In particular, this quest takes and sustainable development the form of a new “Paris Aéroport”–brand universe, which Human Resources P. 48 expresses the commitments and the promise made to each of Purchasing P. 51 its customers: passengers and airlines. Environmental management P. 52 Cooperation P. 55 Connect 2020 P. 56 A robust business model, attractive prospects: key facts and fi gures Business model and objectives P. 59 2015 Results P. 60 2015 CSR performance P. 62 ADP Shares P. 64 2015 report on activity and sustainable development 1 INTERVIEW WITH THE CHAIRMAN & CEO WHERE PARIS MEETS Connect 2020 fully involves Groupe ADP employees in achieving its aim: THE WORLD to be a leader in the design, construction INTERVIEW WITH AUGUSTIN de ROMANET and operation of airports. CHAIRMAN & CHIEF EXECUTIVE OFFICER Expenses have been brought under to improve the competitiveness of must also enable us to reach we are assuming a 2.5% increase in control: EBITDA (1) stands at the the air transport industry in France, a per-passenger revenue of €23 (2) traffic on average per year, and aim upper end of the target range, up bring visitors to the regions and get per full year once the 2016-2020 to achieve an increase in EBITDA 34% compared to 2009. Net income us to act in favour of our passenger major infrastructures have been of 30 to 40% compared to 2014 (4). attributable to the Group stands at customers. Given the fierce delivered, and to grow external In the longer term, I am also very €430 million, up 6.9% compared to competition between airlines, rents from our real estate activities confident. Global air traffic is 2014. We will propose to the Annual cities and their airports to capture by 10 to 15%. Our third priority expected to double by 2035, driven General Meeting that the payout global growth, our competitiveness is to expand, nurture and by the growth of the middle classes, be kept at 60% of the net income is a major strategic challenge. share sustainable growth with which could exceed 4.7 billion attributable to the Group, i.e. We wish to bolster it through three neighbouring regions, to project people, i.e. 2 billion more than today. a dividend of €2.61 per share versus priorities from our Connect 2020 our design, engineering and airport This gives an idea of the potential €2.44 for the previous financial year. plan. The first is to optimise, in other management know-how onto the of air transport and tourism, Our development is vigorous, words to perform as effectively international stage and to adopt all the more so as tourism will be and we are doing everything as possible at the least cost to a position as a global and integrated concentrated in the cities with the we can to take the expectations our customers. We will do this player so that international activities greatest appeal. Paris is one of these of our stakeholders into account by making the most of our current become our third business line. cities, and we are extraordinarily and control the impacts of traffic resources, by modernising and With these three focuses, fortunate not to have any problems on the environment. This is reflected merging our terminals. We are Connect 2020 fully involves with runway capacity. With its four by the company’s selection committed to an unprecedented Groupe ADP employees runways, Paris-Charles de Gaulle in the DJSI indices and its progress five-year investment programme: in achieving its aim: to be a leader could serve as many as 140 million in the Global 100, which honours €4.6 billion, including €3 billion for in the design, construction passengers with new terminals. the listed companies with the best regulated activities. At the same and operation of airports. I’m convinced that we are only performance in terms of sustainable time, we are continuing our just entering the age of the airport. development. productivity efforts to reduce the What is your outlook Airports are the 21st century per-passenger operating costs of for the year ahead? infrastructures around You have signed a new regulated activities by 8% in 2020. which economic activity will How would you assess the 2015 social responsibility. With regard Economic Regulation Agreement Our second priority is to attract 2016 marks the beginning of a new spread and, in terms financial year and the 2011-2015 to our economic and financial with the French government traffic in order to make Paris the cycle for Groupe ADP, both with of airport cities, Groupe ADP period? performance, we have reached or and presented a strategic plan preferred choice of airlines and Connect 2020 and the launch of is one of the trailblazers. exceeded all of the targets we had for 2016-2020. What direction passengers. To succeed in this, many projects, in particular the birth In 2011, Groupe ADP made set ourselves. Our Paris airports have are you taking? we introduced an incentivising of the new brand. For the current the satisfaction of its customers, notched up another record year with tariffs structure in April 2016, financial year, we are expecting (1) Operating income from ordinary activities (including operational equity affiliates) excluding passengers and airlines its primary a total of 95.4 million passengers 2015 was a key year in our and we are continuing to improve a 2.3% increase in traffic, a slight depreciation and provisions for impairment concern. Five years on, we have welcomed in 2015, and revenue per preparations for the future, our service quality to obtain an improvement in EBITDA, and a rise in of non-current assets, net of reversals. (2) Revenue per departing passenger exceeded our service quality targets departing passenger in the airside and we have a clear and ambitious overall ACI/ASQ (Airport Service net income attributable to the Group in airside shops. and have also become the European shops has doubled to €19.70 since roadmap for the next five years. Quality) score of 4 out of 5 by 2020. that is up at least 10% compared (3) Incorporating the capital gain from the sale of the Paris head office. leader in our sector for corporate the stock market listing in 2006. Our Connect 2020 plan is designed The high standard of our offering to 2015 (3). For the 2016-2020 period, (4) €1,109m in 2014. 2 2015 report on activity and sustainable development 3 THE EXECUTIVE COMMITTEE THE EXECUTIVE COMMITTEE Augustin de Romanet Franck Goldnadel Chairman & Chief Executive Executive Director, Officer Chief Airport Operations Officer and Managing Director of Paris-Charles de Gaulle Airport Serge Grzybowski Real Estate Director Patrick Jeantet Alice-Anne Médard Chief Operating Officer Human Resources Director Edward Arkwright Didier Hamon Executive Director - Finance, Group Secretary General Strategy and Administration Laure Baume Patrick Collard Franck Mereyde Benjamin Perret Executive Director and Delegate Director and Chief Managing Director Communications Director Chief Customer Officer of Staff to the Chairman & CEO of Paris-Orly Airport 4 2015 report on activity and sustainable development 5 THE BOARD OF DIRECTORS AND GOVERNANCE THE BOARD OF DIRECTORS GOVERNANCE Chaired by Augustin de Romanet, Chairman & Chief Executive Officer. Aéroports de Paris is a French Société Anonyme (public limited company) with a Board of Directors. The members of the Board are appointed for a five-year term of office. The Chairman of the Board also carries out the duties of CEO. BOARD MEMBERS Michel Massoni Predica Marc Borel The Board of Directors A Board Members’ charter specifies Internal control REPRESENTING THE Coordinator of the Represented by Françoise Deputy Government The Board of Directors determines each member’s rights and duties. and risk management FRENCH GOVERNMENT “Economy and Regulation” Debrus, Director Commissioner – the orientation of the company’s A code of ethics relating to securities Internal control and risk Committee – General Council of Investments at Crédit Director of Air Transport activities and ensures that trading and compliance with management constitute a Geneviève Chaux Debry for the Environment and Agricole Assurances it is implemented. It supervises regulations has been appended to comprehensive system for managing Chairwoman of Sustainable Development Caroline Montalcino the management of the company the internal regulations (1).
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