Corporate Social Responsibility
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CORPORATE SOCIAL RESPONSIBILITY 2015 ADP GROUP SUMMARY 3 Profile 97 Community involvement 3 Our CSR commitment 98 Policy 5 Our economic challenges 103 Social cooperation 110 Quality of life 8 CSR approach 113 Regions 9 Group policy 119 Dialogue 13 Our priorities 125 Soundproofing 16 Governance 128 Solidarity 18 Code of conduct 22 Risk management 132 Customers B2B and B2C 26 Steering programmes 133 Our commitments 28 Transparency 139 Passengers 148 Airlines 31 Responsible purchasing 152 Platform companies 36 Human Resources 155 Socially responsible 37 Our commitments investment indices 41 Professional development and rankings 46 Diversity 52 Employment conditions 158 Distinctions and labels 55 Health 61 Labour relations 160 Commitment of the subsidiaries 64 Environment 166 Glossary, abbreviations, 65 Policy and commitments acronyms 70 Energy 78 Air, emissions, climate 169 Appendices 86 Water 90 Waste 94 Biodiversity 2 CORPORATE SOCIAL RESPONSIBILITY 2015 ADP GROUP 1.1 PROFILE OUR CSR COMMITMENT 3 CORPORATE SOCIAL RESPONSIBILITY 2015 1. PROFILE ADP GROUP OUR CSR COMMITMENT Our Economic commitment challenges Declaration by Augustin de Romanet Chairman and CEO of Aéroports de Paris ADP Group Ten years of applying our social responsibility policy has enabled the ADP Group to forge a new identity. We can no longer imagine operating the Group in the absence of this committed and responsible approach which involves ongoing dialogue with all our stakeholders. Infrastructures like ours cannot be developed and managed without this type of approach, which is both an opportunity and a competitive advantage. Our societal responsibility policy is ambitious. It steers us towards harnessing all of the Group’s collective energy. This new force, mobilised around cross-cutting challenges, contributes to our strength and our sustainability. We have gradually developed a means of measuring the performance of our activities which today have taken a worldwide dimension at the level of the Group. We have asked to be assessed by a non-financial rating agency every two years in order to measure our CSR performance. In 2014, this assessment focused on Aéroports de Paris SA and its four main subsidiaries. The approach is com- prehensive and is applied and then submitted for assessment by third parties. Our results, which have improved significantly, have led to the ADP Group being rated as excellent. This external recognition enables us to take pride in the work that we have put in and proves what a difference collective awareness and individual contributions, within the Group, can make to overall performance. It shows that we have achieved the first of our objectives: ensuring that a CSR culture permeates our entire organisation. The Group is set to achieve a requested extra-financial rating of 83/100 in 2020, up 5 points compared to 2014. We all now know that reducing our environmental impacts, abiding by codes of ethics, identifying and managing risks and improving the quality of our relations with our employees, our customers, our suppliers and the communities in which we operate, have a positive effect on our economic performance. Our sustainable development policy focuses on developing what is deservedly deemed to be our most important resource: trust. The trust of our investors, our 9,000 employees, our customers, our suppliers, civil society at large and all the social components of our ecosystem. This trust cannot be won solely by means of share price. It is won by our conduct, our choices, our accountability in all the areas in which we are observed and where we are required to meet the expectations of others. Our four values In 2014, 2,200 employees helped to select our four core values, alongside members of the execu- tive committee. These values reflect what we are, what we want to be and what sets us apart from others. 1 – Trust: service and responsibility on a daily basis in order to win trust. 2 – Commitment: collective commitment to guarantee reliability and competitiveness. 3 – Boldness: boldness and innovation in order to be the preferred choice for our customers. 4 – Openness: openness to the outside world to foster and share in our success Find out more about our values • “CSR approach” section, page 8 • Responsible lobbying • Global Compact 4 CORPORATE SOCIAL RESPONSIBILITY 2015 ADP GROUP 1.2 PROFILE OUR ECONOMIC CHALLENGES 5 CORPORATE SOCIAL RESPONSIBILITY 2015 1. PROFILE ADP GROUP OUR ECONOMIC CHALLENGES Our Economic commitment challenges ID card Aéroports de Paris SA owns and operates the three main airports of the Paris region (Paris-Charles de Gaulle, Paris-Orly and Paris-Le Bourget), 10 general aviation airfields and the Issy-les-Moulineaux heliport. In the three main airports, it provides facilities to accommodate airlines, passengers and cargo and postal service operators, and offers an adapted range of services. Five types of activity Aéroports de Paris SA operates in fiveactivity segments. Since 2006, some activities have been regulated by a multi-annual contract known as the “Economic Regulation Agreement” (contrat de régulation économique – CRE). 1 – Airport activities 2 – Retail and services 3 – Real estate 4 – International and airport developments 5 – Other activities Since 2006, some activities have been regulated by a multi-annual contract known as the “Econo- mic Regulation Agreement” (contrat de régulation économique – CRE). 2015 profile The ADP Group in figures (Appendix 1). Connect 2020, our strategic plan On the occasion of our third economic regulation agreement, we redefined our priorities and aims for the new five-year 2016-2020 period. This new plan, known as “Connect 2020”, describes three priorities broken down into nine commitments with respect to our stakeholders. 3 priorities 1 – Optimise 2 – Attract 3 – Expand 9 commitments 1 – Optimise – Guarantee operational performance 2 – Optimise – Strengthen organisational performance 3 – Optimise – Increase financial performance 4 – Attract – Become the preferred choice for our customers 5 – Attract – Encourage employee development 6 – Attract – Promote the Group’s brand 7 – Expand – Integrate solutions 8 – Expand – Grow with the regions 9 – Expand – Win new markets Airport city players ADP Group • Organising and operating the airport. • Retail and services. • Property (leasing, construction). • Airport services to airlines and professionals (industrial services). 6 CORPORATE SOCIAL RESPONSIBILITY 2015 1. PROFILE ADP GROUP OUR ECONOMIC CHALLENGES Airport companies • Airline and ground handling service suppliers. • Security companies. • Cleaning and maintenance companies. • Air cargo and mail suppliers. • Retail, catering, hotels, banks, car hire, etc. Government services and agencies • Air traffic management and security: French civil aviation authority. • Security of individuals: Department of the border police (DPAF) and air transport police (GTA). • Customs services. Our main subsidiaries and major equity investments Our four fully-owned subsidiaries (Appendix 2) 1 – ADP Ingénierie 2 – ADP Management 3 – Hub One 4 – HUB SAFE Our major equity investments (Appendix 2) 1 – TAV Construction (Turkey) 2 – TAV Airports (Turkey) Cross-shareholdings We also have an 8% capital interest, via a cross-shareholding system, in our Dutch counterpart and manager of Amsterdam airport, Schiphol Group (Netherlands). In 2014, Aéroports de Paris and Schi- phol Group renewed their cooperation agreement with Incheon International Airport Corporation for another four years. For more information • 2016-2020 Economic Regulation Agreement • 2015 Registration Document • Financial information • Responsible lobbying • Global Compact 7 CORPORATE SOCIAL RESPONSIBILITY 2015 ADP GROUP 2. CSR APPROACH Ensuring our corporate social responsibility means making a joint effort across the Group. Our approach is based on transparent and robust governance, and uncompromising ethics on how we control our impact and our risks. Boosted by our continuous improvement objectives, this approach is assessed every two years by an extra-financial rating agency. Group policy Our priorities Governance Code of conduct Risk management Steering programmes Transparency and extra-financial rating 8 CORPORATE SOCIAL RESPONSIBILITY 2015 ADP GROUP 2.1 CSR APPROACH GROUP POLICY 9 CORPORATE SOCIAL RESPONSIBILITY 2015 2. CSR APPROACH ADP GROUP GROUP POLICY Challenges Initiatives Performance 1 €50-100,000 1 Ethics Charter for CSR Charter Group responsible lobbying Group Our business model has always sought to balance economic growth, societal expectations and environmental protection, in line with the three principles of sustainable development. Corporate social responsibility culture is in line with our historical public service values. Two Group charters We have laid the foundations for a Group CSR policy. In line with our corporate strategy based on internal cohesion, in 2014, we drew up a Group CSR Charter and a Group Ethics Charter in consul- tation with our subsidiaries and a dozen or so departments of our parent company, Aéroports de Paris SA. These charters were signed in January 2015 by our four main subsidiaries. The texts raise the profile of our guidelines with our stakeholders, among whom they are disseminated. The CSR Charter sets out the main strategic areas in terms of corporate social responsibility. The Ethics Charter reaffirms the guiding principles of workplace behaviour. It offers all Group- em ployees the option to consult our ethical guidelines. This was sent out to all of them with a voluntary