Corporate Social Responsibility Information 2016 Report Contents
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CORPORATE SOCIAL RESPONSIBILITY INFORMATION 2016 REPORT CONTENTS PROFILE 3 COMMUNITY INVOLVEMENT 80 OUR CSR COMMITMENT 4 2016 COMMUNITY INVOLVEMENT ACTIVITIES AND STRATEGY 5 ROADMAP 81 POLICY AND COMMITMENTS 83 CSR APPROACH 7 SOCIAL COOPERATION 87 QUALITY OF LIFE 94 A GROUP COMMITMENT 8 REGIONS 96 OUR CSR PRIORITIES 12 DIALOGUE 100 GOVERNANCE 14 SOUNDPROOFING 105 CODE OF CONDUCT 15 SOLIDARITY 107 RISK MANAGEMENT 18 TRANSPARENCY 20 CUSTOMERS B2B AND B2C 110 RESPONSIBLE PURCHASING 26 2016 CUSTOMERS ROADMAP 111 OUR COMMITMENTS 113 2016 RESPONSIBLE PURCHASING ROADMAP 27 PASSENGERS 119 AN APPROACH FOCUSED ON EXCELLENCE 28 AIRLINES 126 PLATFORM COMPANIES 130 HUMAN RESOURCES 32 2016 HUMAN RESOURCES ROADMAP 33 SOCIALLY RESPONSIBLE OUR COMMITMENTS 35 INVESTMENT PROFESSIONAL DEVELOPMENT 38 INDICES AND RANKINGS 132 DIVERSITY 42 EMPLOYMENT CONDITIONS 47 HEALTH 49 DISTINCTIONS AND LABELS 134 LABOUR RELATIONS 54 COMMITMENT OUR COMMITMENT TO CLIMATE OF THE SUBSIDIARIES 136 AND THE ENVIRONMENT 56 2016 ENVIRONMENT ROADMAP 57 GLOSSARY, ABBREVIATIONS, POLICY AND COMMITMENTS 59 ACRONYMS 143 ENERGY 63 AIR, EMISSIONS, CLIMATE 69 WATER 74 APPENDICES WASTE 76 BIODIVERSITY 78 Back to contents PROFILE 1 OUR CSR COMMITMENT 2 ACTIVITIES AND STRATEGY CSR / COMMITMENT Back to contents OUR CSR COMMITMENT ¡ Mission statement Our four values by Augustin de Romanet In 2014, 2,200 employees helped to select our four core Chairman and CEO Aéroports de Paris SA values, alongside members of the executive committee. These values reflect what we are, what we want to be In 2016, across the world, countries, and what sets us apart from others. citizens, politicians and companies had 1 - Trust: service and responsibility on a daily basis in to face economic difficulties and secu- order to win trust. rity breaches. Faced with this situation, 2 - Commitment: collective commitment to guarantee our continued development and our reliability and competitiveness. transformation are based on constant 3 - Boldness: boldness and innovation in order to be innovation, closely linked to the preferred choice for our customers. a stronger integration of corporate 4 - Openness: openness to the outside world to foster social responsibility challenges in our operations. and share in our success. This will be reflected first and foremost in our Connect A new identity 2020 strategic plan, which has been drawn up for the 2016-2020 period. From early 2016, linking our corporate and 20 commitments strategy to our CSR approach, we have made 20 brand A new brand identity and architecture were unveiled commitments to our stakeholders – passengers, airlines, on 14 April 2016, with the creation of a Group brand Groupe ADP employees, suppliers and the regions in "Groupe ADP" and a passenger brand, "Paris Aéroport". which our airports operate. We consider our relationship with our stakeholders as a source of opportunities in an Paris vous aime is a component of our new Paris increasingly competitive environment. Aéroport passenger brand and a concept which drives our relationships with our stakeholders. It links our 2016 was marked by the consolidation of a Group policy, corporate strategy to the fulfilment of our social res- as reflected by our new identity and the reinforced CSR ponsibility. Paris vous aime is embodied in 20 commit- policies of our subsidiaries, by the launch of a number of ments we have made to our stakeholders. These action plans to manage our human resources and the innovations were the first components of our Connect signing of several Company-wide agreements, by the 2020 strategic plan which the Board of Directors scaling up of our environmental policy, notably with approved in 2016. See Activities and strategy, page 5. regard to energy, and by intensified economic and social cooperation with the regions in which we operate. Find out more about our values Our efforts were recognised in the Sustainalytics bench- See CSR approach, page 7. mark of the five main European airport operators, where • Responsible lobbying Groupe ADP was ranked as the undisputed leader. • Global Compact All of our staff involved are very proud of this achievement and I extend my warm congratulations to them. The challenge for 2017 is to maintain the level of excellence that we have attained and I am sure that we will do this Groupe ADP / Corporate social responsibility 2016 / 4 PROFIL /ACTIVITIES AND STRATEGY Back to contents ACTIVITIES AND STRATEGY ¡ CHALLENGES 7 – Expand – Integrate solutions 8 – Expand – Grow with the regions ID card 9 – Expand – Win new markets Aéroports de Paris SA owns and operates the three main Our main subsidiaries and equity airports in the Paris region (Paris-Charles de Gaulle, Paris-Orly and Paris-Le Bourget), as well as 10 general investments aviation airfields and the Issy-les-Moulineaux heliport. In the three main airports, it provides facilities to ✔ Our four fully-owned subsidiaries accommodate airlines, passengers and cargo and 1 – ADP Ingénierie postal service operators, and offers an adapted range 2 – ADP Management of services. 3 – Hub One 4 – HUB SAFE ✔ Five types of activity Aéroports de Paris SA operates in five activity ✔ Our main equity investments segments. 1 – TAV Airports – Turkey • Airport activities. 2 – TAV Construction – Turkey – As at 31 December 2016, the • Retail and services. disposal of TAV Construction was considered highly likely and • Real estate. was expected, given the progress of negotiations with poten- • International operations and airport tial buyers, to be completed in 2017 developments. 3 - SCNP - Santiago de Chile airport – Chile • Other operations ➜ See Appendix 1. Since 2006, some activities have been regulated by a five-year contract known as the .Economic Regulation ✔ Cross-shareholdings Agreement. (contrat de régulation économique We also have an 8% capital interest, via a cross-sharehol- – CRE). ding system, in our Dutch counterpart and manager of Amsterdam airport, Schiphol Group (Netherlands). ✔ 2016 profile In 2014, Aéroports de Paris and Schiphol Group entered See Groupe ADP in figures (Appendix 1). into a four-year cooperation agreement with Incheon International Airport Corporation. Connect 2020, our strategic plan For the new five-year 2016-2020 period, ushered in by our third economic regulation agreement, we have redefined our priorities and aims. 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 Groupe ADP / Corporate social responsibility 2016 / 5 PROFIL /ACTIVITIES AND STRATEGY Back to contents Airport city players For more information ✔ Groupe ADP • 2016-2020 Economic Regulation Agreement • Organising and operating the airport. • 2016 Registration Document • Retail and services. • Financial information • Real estate (leasing, construction). • Airport services to airlines and professionals (industrial services). ✔ 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. Groupe ADP / Corporate social responsibility 2016 / 6 Back to contents 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 a non-financial rating agency. 1 GROUP POLICY 2 OUR PRIORITIES 3 CODE OF CONDUCT 4 RISK MANAGEMENT 5 TRANSPARENCY AND NON-FINANCIAL RATING ¡ 2016 NON-FINANCIAL RATING REQUESTED +4 pts Groupe ADP 78 82 2014 2016 CSR APPROACH / A GROUP COMMITMENT Back to contents A GROUP COMMITMENT ¡ 1 1 1 Group CSR Group Ethics Responsible Lobbying Charter Chartere Charter CHALLENGES Group CSR and Ethics Charter In 2015, we became the European corporate social Reaffirming the internal cohesion of our Group strategy, responsibility benchmark among the five major in 2014, we drafted a Group CSR Charter and a Group European airport operators (London-Heathrow, Ethics Charter in consultation with our subsidiaries and Fraport, Aena, Schiphol Group, Groupe ADP - accor- around ten divisions of the parent company, Aéroports ding to the 2015 Sustainalytics rating). de Paris SA. These charters were signed in January 2015 by our four main subsidiaries: ADP Ingénierie, Our business model has always sought to balance ADP Management, Hub One and HUB SAFE. These economic growth, societal expectations and environ- texts make our orientations clearer to our stakeholders, mental protection, in line with the three principles of to whom they are circulated. sustainable development. Corporate social responsi- bility culture is in line with our historical public service The CSR Charter sets out the main strategic areas in values. terms of corporate social responsibility. The Ethics Charter