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CSR report 2012 Abertis Group


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  • 1. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report12
  • 2. Corporate Social Responsibility Report2CONTENTS1. President’s Letter............................................................................ 32. 10 years of CSR at abertis................................................................ 53. Main characteristics of the report ...................................................... 64. Triple Results: an overview ............................................................ 125. abertis and corporate social responsibility ........................................ 156. abertis’s activity: a service for customers and for society................... 227. abertis’s human team.................................................................... 357.1. The human team................................................................... 367.2. Managing talent and professional development ......................... 387.3. Promoting networking in the organisation................................. 407.4. Managing diversity and equal opportunities .............................. 437.5. Extension of company benefits................................................ 477.6. Promotion of health and safety in the workplace ....................... 488. Adapting to the needs of our setting................................................ 508.1. Mitigation of climate change ................................................... 608.2. Waste and wastewater management ....................................... 748.3. Biodiversity management....................................................... 788.4. Noise management................................................................ 828.5. Raising environmental awareness............................................ 859. Suppliers...................................................................................... 8810. Adding value to the community....................................................... 9310.1. Consolidating our relationship with the local community ............. 9510.2. Social action and sponsorship................................................ 10011. Verification report ....................................................................... 10312. GRI Content Index and Indicators ................................................. 10413. GRI Review Report ...................................................................... 112
  • 3. Corporate Social Responsibility Report31.PRESIDENT’S LETTERDear readers,We are happy to present our tenth Corporate Social Responsibility Report, a document which serves asa complement to the information published in our Annual Report, our Corporate Governance Reportand Annual Accounts, and which includes information on economic, social, environmental andgovernance indicators.The evolution of CSR within the organisation has been progressive, advancing parallel to thetransformations witnessed at abertis during this time and in step with the development of socialresponsibility. In 2002 the European Commission published its first communication on this matter, andtwo more have been published since. In 2004 and 2005, we formalised our commitment by joining theUnited Nations Global Compact, the first international initiative concerning these issues oriented to theprivate sector. We are also actively participating as an Organisational Stakeholder with the GlobalReporting Initiative, the world leader in reporting using non-financial or ESG (environmental, socialand governance) indicators. Since then, we have strived to systematise and monitor our level of socialresponsibility. The annual publication of this report is a reflection of our efforts in the field, our aimbeing to maintain the full scope of the CSR report and increase the exhaustiveness of informationwhilst adapting its content to meet the various internationally recognised drafting and verificationstandards.Today, more than ever, after the publication of ISO 26000 and the advances made by theInternational Integrated Reporting Council (IIRC) which was set up in 2008, corporate socialresponsibility enjoys greater operationality, constituting the basis for the identification of newprocesses for change and business opportunities that will help to attain economic, social andenvironmental objectives.In this regard, during 2012, the overall carbon footprint has been extended and updated in keepingwith the requirements of the Carbon Disclosure Project and the legal parameters used in France andthe United Kingdom. In addition to our continued improvement in energy efficiency through thereduction of our CO2 emissions for another year running, we have also continued to develop serviceswith positive environmental impacts such as the promotion of carpooling, Via-T andtelecommunications services for intelligent cities, along with actions that reduce noise and preservebiodiversity.
  • 4. Corporate Social Responsibility Report4The campaign “You’ve got one life left. Don’t lose it on the road” was extended to Chile and Puerto Rico, the creation of the “Road Behaviour Observatory” in France and theAuriga and SafeTRIP projects are just some of the projects implemented in 2012 which foster road safety. Similarly, the research resulting from the abertis chairs,sponsored projects and Voluntaris abertis (abertis Volunteers)programme are all concrete examples of our active participation in the social fabric of the communities wherewe operate. This participation directly involves abertis’ human team and, when coupled with our internal communication campaigns and the extension and dissemination ofour Code of Ethics, has helped to foster networking and cohesion within the group.The inclusion of social and environmental criteria in our purchasing decisions, a process made possible through the evaluation and approval system on our supplier portal,and the significant increase in purchases made from Special Work Centres, has helped to generate more incentives that will further our commitment to the organisationsthat work with us.Our ongoing capacity for adaptation, which is related to our resilience, is part and parcel of the strategy embraced by a transformed abertis with its sights set on thefuture. Similarly, our capacity to perceive the information needed to offer a prompt response and, much like the design of an intelligent city, to maximise efficiency in theuse of resources and services for people is one of the essential characteristics which enables an international organisation such as abertis torespond to the challenges andopportunities of today.In this sense, the creation of shared value carries special relevance as a challenge and opportunity for the future, as it allows us to identify solutions from a system-wideperspective that takes into account innovation and the expectations of stakeholders at fundamental aspects, as well as the direct and indirect relationships existing amongeconomic, social and environmental variables. This allows us to attain greater competitiveness while the social and economic conditions of the communities where weoperate continue to develop.
  • 5. Corporate Social Responsibility Report52.10 YEARSOF CSR AT ABERTIS
  • 6. Corporate Social Responsibility Report63.MAIN CHARACTERISTICS OF THE REPORTThe tenth edition of the CSR Report provides a complete overview of abertis’performance in 2012, which, along with our Annual Report, CorporateGovernance Report and the report on the foundation’s activities serves as anexhaustive summary of the different social, environmental and economic impactsarising from the Groups activities.For further information regarding the content of the CSR Report or itspreparation, please direct your queries to the following e-mail, which has been set up for this specific purpose andmade available to all stakeholders.CSR report content and principlesThe content contained in this report meets the requirements established by theGlobal Reporting Initiative (GRI), the main international standard for reports ofthis kind, following its Guidelines for the preparation of sustainability reports(version G3.1), the AOSS Airport Operators Sector Supplement (AOSS) and thepilot version of the Telecommunications Sector Supplement.The method established by the GRI lays out specific recommendations on theReport preparation process as well as the content that must be included in thesame. This report also includes the principles described in the United NationsGlobal Compact, the information requirements established in the CarbonDisclosure Project and the recommendations included in the AccountabilityPrinciples concerning stakeholder relations, as set out in the AA1000AS (2008)standard, which was used as the basis for revising this Report.Methodology used to compile, present and verify informationThe CSR database is the principal tool used for handling and compiling theinformation contained in this report. The different management systems used bythe business units allow for continuous monitoring of the indicators reported andcentralised in this database. The database contains more than 200 indicatorswhich have been classified in keeping with the strategic lines of the CSR plan.This tool is updated annually in response to changes occurring both internally andexternally. Accordingly, in 2012, the database and the associated indicatorhandbook were updated. This work involved the following tasks: Inclusion of questionnaires specific to climate change following theinformation requirements of the Carbon Disclosure Project. With the aimof progressively extending the carbon footprint calculation andcentralising external information queries, four new questionnaires werecreated in relation to this subject. Updating of existing indicators in light of improvement proposalsdetected during the previous years report preparation phase. Inclusion of current indicator equivalents in line with the ISO 26000, inaccordance with the equivalence documents released by the GlobalReporting Initiative. The aim was to progressively incorporate therecommendations contained with the guidelines published by the ISOconcerning social responsibility, in order to include this standard in theorganisation’s social responsibility management processes.
  • 7. Corporate Social Responsibility Report7Once the various business units have reported all the indicators applicable to theirsphere of action, this information is added and analysed to identify the causes ofany variations in data and the degree to which established objectives have beenattained. Similarly, Deloitte has carried out the external auditing of theinformation contained in the report, the aim being to increase the exhaustivenessand reliability of data and identify potential areas for improvement at both theinformation processing and handling levels and in terms of social responsibility.The report containing conclusions from the audit is included in chapter 11, inaddition to the specific reference list of indicators that have been added to theGRI indicator index.In addition to the independent review performed by Deloitte, the Global ReportingInitiative has reviewed the report, stating that it meets the requirementsestablished in GRI standards (including the G3.1 guidelines and the AOSS, theAirport Operators Sector Supplement) awarding it an A+ rating as stated in thedeclaration issued by the GRI contained in chapter 13.The structure and presentation of the report remains the same to facilitatecomparison of data. During the year, we have focused on practical actions whichallow us to analyse the practical application of the various managementapproaches used.It is important to note the change in the information regarding climate change.This information has been adjusted to meet the requirements of the CarbonDisclosure Project to include the principal risks and opportunities associated toclimate change, the actions implemented and the calculation of our carbonfootprint. Accordingly, efforts have been made to extend the carbon footprint toinclude all the available data concerning the three scopes defined by theGreenHouse Gas Protocol. In addition, related information was extended toinclude emissions by country, activity and source. This has led to a recalculationof our carbon footprint for the previous three years, updating all the emissionsfactors that had been used. The sources utilised in the selection of emissionfactors include the Intergovernmental Panel of Climate Change (IPCC Guidelines2006), the Department for Environment, Food and Rural Affairs in the UK(DEFRA, May 2012 update), the International Energy Agency (CO2 Highlights2012) and the Environmental Defense Fund (ACV).In the case of the UnitedKingdom and France, which are both subject to specific legislation in this field, wehave made use of emission factors established by said laws.The information has been analysed based on the turnover and the activities of thedifferent business units, so that it can be analysed in both relative and absoluteterms.The CSR report differs from the rest of the reports published by the Group in itsscope, as it includes the ADF figure and data on environmental costs and otherindicators which do not correspond with the data published in the 2012 AnnualReport. In cases such as these, in which limits have been placed on the scope ofthe reported information, explicit reference has been made wherever saidindicator is shown, in addition to the notes provided in chapter 13.ActivityindicatorDefinitionAverage DailyFlow (ADF)Total number of vehicles per kilometrestravelled over a given time period, divided bythe length of the motorway and multiplied bya given number of days. This indicator iscalculated using infrastructures for whichabertis is the concession holder.PassengersTotal number of passengers that have passedthrough the airport. The relative indicator hasbeen calculated per thousand passengers.Technical centres Total number of technical centres installed.Activity Data (adjusted to scope of report)2010 2011 2012Average Daily Flow (ADF) 22,518 22,186 21,080Thousands of passengers 21,517 23,089 23,281Technical centres 63,076 74,709 73,448The number of passengers does not include the activity of the Colombia airport,as this activity is measured in number of flights.
  • 8. Corporate Social Responsibility Report8CoverageThis report covers 92% of the abertis group’s total turnover1; no changes withrespect to 2011 have occurred in the business units included in this report.The airports covered by this report differ in their management models, which hasa direct influence on the management capacity available to each of the areasincluded within the report. Three of the airports included in the report (Belfast,Cardiff and Stockholm Skavsta) are owned by abertis, while the others are state-owned and are operated by abertis under a concession contract in which theGroup has the capacity to control the business plans, the strategy being agreedwith the infrastructure owner.The airport activities over which abertis has control remain constant with respectto the previous year. These include: The operation and maintenance of the airport, security, car park andground services in the case of Sweden. Ground services at LondonLuton, Cardiff and Belfast airports are provided by third parties and areexcluded. Some of the airport services are provided via externalcontracts, which means that abertis has an influence through theestablished contracts. The operation of the terminal, infrastructure maintenance, security,administration of commercial areas and facilitation in the airports inBolivia. The Ground Handling Services teams are also included and areoutsourced in the cases of El Alto and Viru-Viru. The maintenance of the two runways and their surroundings in BogotáAirport. The management of the terminal, including the catering and retailservices through concessions, the management of the car park, cargoservices and fuel supply in Orlando.1The following companies are not included:Arteris Brasil, Abertis Autopistas Chile, Abertis Tower, MBJ AirportsLimited, TBI Real Estate Holdings, BIP & GO or the following multi-group companies:Trados45 and Areamed2000.*sanef includes sanef, sapn, eurotoll, SEA14 and bet’Eire Flow**gco manages the autopistas del oeste•abertis infraestructuras•serviabertis•abertis foundationCentral ServicesBusiness LinesTollRoads•Spanish TollRoads•abertis SpanishToll Roads•acesa AP7/AP2netword•Gencat network•aumar AP7network•Ebro AP68network•South-Centralnetwork•French TollRoads•sanef*•InternationalToll Roads•gco** (Argentina)•apr (Puerto Rico)•elqui (Chile)•rutas del Pacífico(Chile)Telecommunications•abertis telecom(includingretevisión andtradia)Airports•Codad (Colombia)•tbi•London Luton•Cardiff•Belfast•Orlando (USA)•StockholmSkavsta(Sweden)•Sabsa (Bolivia)
  • 9. Corporate Social Responsibility Report9Coverage and context of sustainabilityThe scope of the report includes a total of ten countries in Europe and theAmericas. The international nature of the organisation entails considering acontext of global sustainability based on the local contributions of each businessunit.Actions are implemented and objectives established at the local level, while theanalysis aims to aggregate this information and present abertiss performance asa global player in a context of sustainability, considering the organisationscontributions to sustainability, at both local and global level.Materiality and participation of stakeholdersTo detect relevant matters for inclusion in the report and identify ourstakeholder’s expectations, the organisation implements a variety of actions andchannels of communication with its stakeholders.The activities in bold colours are the ones included in the scope of thisreport.Materiality andParticipation ofStakeholdersInstitutional relations,customer satisfactionsurveys, together withperiodic meetings withthe legalrepresentatives ofemployees.Observations made bythe investmentcommunity duringmeetings withinvestors, theShareholder’s Officeand the GeneralShareholders’ Meeting.Implications derivedfrom the developmentof the LondonBenchmarking Groupmethodology.Comments andsuggestions receivedfrom CSR organisationsand academicinstitutions.Evaluations of the DowJones SustainabilityIndex, by way of thereport published byRobecoSAM, the GlobalCompact and theCarbon DisclosureProject.Participation inquestionnaires andexternal analysis,including researchprojects and specificindexes.Interviews with themanagers of all thebusiness units, togetherwith the CSR reportverification process, theCSR committee and thespecific survey forstakeholders.
  • 10. Corporate Social Responsibility Report10Changes have been made to the materiality survey conducted during thepreparation of this report with respect to those of previous years. The aim of thissurvey was to determine the degree to which the published CSR report meetsstakeholders’ expectations.With this aim in mind, the survey included in its first part nine statements whichwere rated by stakeholders on a scale of 1 to 4, representing the degree to whichthey agreed or disagreed with each of the statements. In addition, they wereasked which five areas of the report were the most important, their preferredformat for the CSR as well as their opinion on the adoption of the GRI standard,external report verification and the preparation of an integrated report containingfinancial, environmental, social and governance information.Priority areas identified in the surveyThe areas of waste and wastewater were not selected either externally orinternally. Supplier evaluation and selection and climate change were onlyidentified as being priorities by stakeholders, while matters related to noise wereonly identified as being priorities internally.The three most important issues for the various stakeholders were: Strategy and management of economic, environmental, social and goodgovernance aspects (15.1%) Principal indicators for meeting economic, social, environmental andgood governance levels (10.6%) Opinion on established objectives and the setting of new objectives(11.1%)For the question regarding the format of the report, the majority of theparticipants prefer the pdf format (69%) over the online format (31%).Opinion of surveyeesPositive Negative DK/NAWhat is your opinion on ouradoption of the GRIstandards?66.67% 0.00% 33.33%What is your opinion on theexternal verification of thereport?85.71% 0.00% 15.87%What is your opinion onpreparing a single integratedreport containing informationon financial, environmental,social and governanceaspects?92.06% 3.17% 6.35%The most pertinent qualitative comments included making the report contentmore interactive, including images or other elements to make it more reader-friendly, reducing the length of the report, adding indicators from othercompanies in the sector for comparison, giving greater weight to actions thatcombat climate change and greater dissemination of the CSR report.The graph below shows the level of agreement among both the stakeholders andthe various organisational areas vis-à-vis the statements included in the report.0,0% 5,0% 10,0% 15,0% 20,0%Strategy and managementCompliance indicatorsOpinion of objectivesInternal standards and proceduresLegal non-complianceClimate changeWaste and waste waterBiodiversityNoiseServices providedCustomer satisfactionHealth and safetyStaff relations and profileProfessional developmentDiversity and equal opportunitiesOccupational health and safetyRelationship with communitiesSponsorship and social actionSupplier evaluation and selectionInternal External
  • 11. Corporate Social Responsibility Report11The circumference size indicates the divergence between internal ratings and theweighted average of stakeholder ratings according to their level of response.Materiality MatrixIn general, the degree of agreement was high, with the lowest rating being 2.9.The table below presents the degree of agreement ranging between 3 and 4 inorder to visually represent this degree in each of the aspects analysed.Results of the materiality analysisEmployeesCustomersSuppliersGovernmentCommunityInternalThe CSR report presents the impacts arising from activity carriedout throughout the year in a clear, concise and transparentmanner, and how these impacts were managed.In the report, best practices are illustrated using real and specificexamples of actions described in each and every one of thechapters.The information included in the CSR report allows stakeholders toevaluate the performance of the organisation in the economic,environmental, social and governance fields and to use thisevaluation as a basis for decision-making.The report shows the evolution of the organisation in differentareas, allowing for comparison across periods and also withrespect to other organisations.The topics pertaining to the area of the group’s human team arein keeping with the expectations of stakeholders.The area of customers and suppliers includes relevant informationthat is in line with the expectations of stakeholders.The information linked to relationships with communities,including the active participation in organisations and socialaction, provides stakeholders with a clear overview of objectivesand actions undertaken as well as their impact.The areas related to the environment show impacts that arisewithin the sphere of the activity and meet the expectations of thestakeholders.The CSR report shows how human rights and corruptionmanagement are an integral part of the organisation’s corporateculture.Degree of agreement among stakeholdersDisagree Somewhat agree Moderately agree Strongly agree 2,753,003,253,503,754,002,75 3,00 3,25 3,50 3,75InternallevelofagreementStakeholders level of agreementReporttransparencyRating ofpractical casesComplianceevaluationEvolution of theorganisationStakeholderexpectationsCustomers andsuppliersRelationshipwithcommunitiesEnvironmentCorruption andintegration ofhuman rights
  • 12. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report124.TRIPLE RESULTS: AN OVERVIEWABERTIS’S ACTIVITY SOCIAL PERFORMANCE — EMPLOYEESCSRStrategicPlanStrategic lines 2, 4, 5, 7 and 8 Maintaining transparency with the investment community Maintaining a close relationship with customers and ensuring their satisfaction Extending the commitment of social responsibility to suppliers and contractors Promoting and systematising dialogue channels Guaranteeing the monitoring and control of the CSR PlanStrategic lines 3 and 7 Ensuring the motivation and involvement of human resources in thecontinual improvement of the company Promoting and systematising dialogue channelsExamplesofPracticalExperience2011The new Global Reporting Initiative accountability guidelines | Socially responsible investment indexes andother tools | Responsible communication | New motorway services | Road safety on motorways |Connected television – TDTcom | abertis telecom receives the EFQM 500+ seal from the EuropeanFoundation for Quality Management (EFQM) | Customer services and airports | Supplier registrationCompany jobs catalogue | “talent”competence-based management system |Management development programmes | Intrabertis 2.0 opens abertis tothe world | HUB “Sharing knowledge”| Road Volunteer | Long-term incentiveplans | Health and safety management in abertis2012CSR Conference | Socially responsible investment indexes and other tools | Development andimprovement of motorway customer service | New abertis telecom services |Road safety on motorways |Airport customer satisfaction | The SARTRE Project | Adding social value to the Group | “Meet the buyer”meetings return to Luton Airport | Implementation of a new electronic negotiation tool“talent”: competence-based management system | “Abertis Campus”: onestep further in the improvement of management development programmes| Technology and collaboration for effective internationalisation | Certificateof Excellence in Diversity | “Mission Hándicap”
  • 13. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report13ABERTIS’S ACTIVITY SOCIAL PERFORMANCE — EMPLOYEESMainindicatorsDistribution of the economic value created2Turnover Workforce at 31/12Average Daily Flow (ADF) ontoll roads3:21,080Km of managedroads2:3,765Telecommunicationscentres:73,448Passengers passingthrough airports2:23,281,203 85% of women withpermanent contracts6,956 men and3,417 women inthe workforce at31/12Retentionrate:Women 77%Men 99%508 meetings with 56 workscouncilsQuality management systemimplanted in 89.5% ofbusiness turnoverOverall customersatisfaction rating:7.5946,587 queries andopinions handled by theShareholders Office3,490 suppliercompanies evaluated90% of men withpermanent contractsTurnover rate:Women 5.65Men 5.4719.5 hours oftraining per maleemployee514% women intopmanagementpositions and23% asdepartmentheads€1,489,526invested innon-work-relatedactivities96.2% of turnover coveredby a health and safetysystem11.1 hours oftraining per femaleemployee52The added value statement has been conducted based on the abertis consolidated P&L account (including the percentage of turnover, which is beyond the scope of this report).3 The ADF corresponding to toll roads included within the scope of the report, different from the value corresponding to the total for the Group and published in the annual report.4Datafrom Orlando airport has not been included, owing to the change in customer satisfaction calculation method. Belfast data was not included either as satisfaction rate in 2012 was not analysed. No data for 2012 was obtained from centralservices, telecommunications or motorways; the 2011 figure was assumed to still be valid.5The gender-itemised training data cover 76% of the workforce, since the itemised data for the remaining staff are not available. The distribution of the excluded item of data is 28% women and 72% men.17.62%13.75%20.45%1.89%0.30%0.11%11.11%1.26%19.65%4.21%9.65%SuppliersPersonnelexpensesFinancialexpensesCorporate TaxEnvironmentalexpensesInvestment insocial actionsDividendsOtherDepreciationProvisionsReserves0.15%82.06%10.55%7.24%Central Sevices Toll RoadsTelecommunications Airports39.89%30.15%9.11%6.66%6.50%4.00%1.78%0.46% 0.40% 0.21%0.85%Spain France Argentina ChileUnited Kingdom Bolivia Sweden USAColombia Puerto Rico Other countries
  • 14. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report14ENVIRONMENTAL PERFORMANCE SOCIAL PERFORMANCE – COMMUNITY RELATIONSCSRStrategicPlanStrategic lines 1 and 7 Minimising environmental impact Promoting and systematising dialogue channelsStrategic lines 6 and 7 Becoming involved with the community and social fabric Promoting and systematising dialogue channelsMainindicators93.4 % ofturnover iscovered by anestablishedenvironmentalmanagementsystemEUR 14.7 millioninvested in theenvironment54.4 t of CO2 permillion euros ofturnover232 m3of waterconsumed permillion euros ofturnover100 MWh of electricityconsumed per millioneuros of turnover263 meetings held with 136community associationsEUR 5.2 million invested in social action,equal to 0.5% of consolidated net profit2,954 l of liquid fuelconsumed per millioneuros of turnover176,895 t of wastegenerated, ofwhich 21% wastreated2,503 km subjected to noisestudy34% of operationscarried out using Via-TLBG contribution by types Contribution to the community by fieldsof activityRelative indicatorsbased on activityToll Roads(ADF)Telecommunications(Technical centres)Airports(Thousand passengers)CO2e emissions by activity(t)4.92 0.57 2.14Water consumption (m3) 18.24 0.12 18.66Electrical consumption(MWh)5.41 2.08 3.76Natural gas consumption(MWh)0.278 0.002 1.037Liquid fuel consumption(litres)387.90 14.53 63.4713%16%30%41%Management costsOccasional donationsCommunity investmentCommercial initiativesExamplesofPracticalExperience2011Results from the first year of “Paquet Vert” | OASIS Project | Towards “Smart Cities”|Environmental forum on airports held third year running | 2009-2011 Surface access strategy forLuton airport | Energy savings and efficiency plan: reduction of consumption and carbon footprint |Toll road innovations to protect the environment | Improvements in waste management |Improvements to the management and treatment of wastewater on toll roads | sanef BiodiversityAudit | Inventory of protected areas on SpanishToll Roads | Biodiversity around airports |Conservation of local biodiversity | Noise in airports | Actions for managing acoustic impact on tollroads | Aristos continues to expand | Online training platformCorporate volunteer plan | abertis chairs | The airport, another member of thecommunity | 1% cultural: Conservation of historical heritage | “Paisaje y Entorno”Award | abertis and Cáritas |2012abertis telecom and Smart Cities | Results of the second year of “Paquet Vert” | Energy savingsand efficiency plan | Improvements to airport access roads | Promotion of Via-T and carpooling |Improvements in wastewater management | Re-use of electrical and electronic waste | E-receipt |Luton surface water management plan | sanef Biodiversity Audit | Fostering biodiversity aroundtoll roads | Aristos continues its environmental awareness programme in abertisabertis chairs | Creation of the Road Behaviour Observatory | Corporate volunteer plan| Promotion of tourism in regions around toll roads | abertis, a member of thecommunity | Sponsorship of the Dalí exhibition at the Pompidou Museum |Sponsorship conference45%22%5%20%8%Social Accessibility and SocioeconomicDevelopmentCultural AccessibilityMobility and Road SafetyProtecting the EnvironmentTraining/Research
  • 15. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report155.ABERTIS AND CORPORATE SOCIAL RESPONSIBILITYSTRATEGIC LINE 7: Promoting and systematising dialogue channelsSTRATEGIC LINE 8: Guaranteeing monitoring and control in the implementation of the CSR Strategic Planabertiss CSR strategic plan is divided into different strategic lines. These, alongwith our CSR policy, Code of Ethics, regulations and procedures for corruptionand fraud management, and the requirements established as part of our supplierportal, constitute the standards for managing social responsibility within theorganisation.In 2012, efforts were made to extend the regulations linked to the Code of Ethicson a country-by-country basis in order to adapt the corporate Code of Ethicsguidelines to local requirements. Similarly, work continues on the formation andcoordination of Code of Ethics committees.Our support of the principles of the Global Compact exemplifies abertis’scommitment to human rights and the fight against corruption. Accordingly, ourapproach in social responsibility management is aligned with our approach inhuman rights management, which is present across the entire CSR strategic plan.At the sector level, human rights involve specific questions, such as, for example,human trafficking in airports. In this regard, the management of this aspect inairports managed by abertis is the responsibility of the public authorities. Theairports collaborate in everything which the public authorities request of themwith the aim of preventing cases of human trafficking.In 2012, work continued on the management of criminal risk. Training initiativesfor employees, including top managers, were developed in the field of criminalresponsibility, which will be made effective in 2013. Similarly, a prevention andcontrol system is being developed for criminal risk which is expected to beimplemented sometime in 2013.MissionTo be a leading operator in theinfrastructure sectorVisionTo provide solutions for transport andtelecommunications needs, balancing thesatisfaction of our customers, shareholdersand employees with social development.ValuesCredibility, Customer Service and Efficiency,Proactivity, Responsibility, Dialogue andCollaboration, Trust in PeopleCSR STRATEGIC PLAN
  • 16. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report16CSR management and design structureThe abertis CSR Committee is responsible for the corporate management of CSRin the Group. It is made up of representatives from each business unit, includingcorporate services. In 2012, three Committee meetings were held. At the firstmeeting, new and noteworthy aspects of the report were analysed, as were theevolution of CSR indicators and the proposals for ongoing improvements for thefollowing year.In 2012 improvements were made to the CSR database which will facilitateaccess and data queries. This work is in keeping with the objective of convertingthe database into a tool that will allow regular queries to be made by the businessunits.As part of the corporation’s management systems and ongoing process ofimprovement, the different business units set specific objectives in the areas ofquality, environment, health and safety. These objectives are qualitatively pooledat the Group level in the CSR report, by setting out the actions implemented andthe degree to which they are achieved. In this way, performance is analysedannually and an overall perspective of abertis is obtained with regard to social,environmental and good governance impacts.The governance structure of the organisation is made up of the Board of Directorsand the various boards (Executive, Audit and Control, Appointments andCompensation). Its priorities include corporate transparency and the ethicalbehaviour of employees. In 2012, the Corporate Bylaws, the Regulations forGeneral Shareholders’ Meetings and the Regulations for the Board of Directorscontinued to be adapted to recent regulatory changes through revision of theirtexts to attain best practices of Corporate Governance. The organisation’s AnnualCorporate Governance Report and Annual Report now include more informationregarding this matter.Board of DirectorsChairmanChief Executive OfficerCorporate Management of Institutional RelationsCorporate Social Responsibility UnitSocial Responsibility CommitteeSocial Responsibility Coordinators in every Business UnitToll Roads Telecommunications Airports
  • 17. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report17Main channels of communication and dialogue with stakeholdersabertis has a number of channels of communication and involvement withstakeholders.Shareholders andinvestment community- Briefings/meetings- Press releases- Shareholders Office- Website- Shareholders Magazine- Shareholders’ MeetingWorkers- Internal communication plan- Intranet 2.0- Internal publications- Correspondents- Works councils and legal representation- Ethical ChannelCustomers- Attention to customers requirements throughthe marketing and sales departments.- Dialogue and assistance for passengers atairport terminals.- Information offices and 24-hour customer careline.- Specific on-site and interactive customer carepoints on toll roads.- Specific quality surveys.- Complaints and claims books.- Communication via radio, print media andinternet.- Specific magazines and websites- abertis telecom service deskCommunity- Membership of different communityassociations and groups (business people,residents, etc.).- Participation in national and international CSRforums.- Promotion of cultural accessibility in thecommunity as a whole.- Coordination of a citizen information centre fortelecommunications-related matters.- Active dialogue and collaboration withorganisations, associations, federations andguilds.- Cooperation with NGOs.- Management and implementation ofsponsorship.- abertis foundationSuppliers- Communication to promote widespreadobservance of the Code of Ethics and goodpractices among suppliers.- Supplier approval system.Public authorities- Development of cooperation agreements withstate, regional and local authorities.- Relationship with local councils.- Active dialogue and collaboration in themanagement of infrastructure planning anddevelopment.Media- Publications and communication with themedia.- Continuous two-way attention.
  • 18. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report18Communication with the investment communityThe Investor Relations Department, whose main objective is to maintaindirect contact with the investment community, provides all the information on thecompany’s status and abertis’s main business, organisational and operativestrategies. It also provides assistance in answering investors’ questions. Thisdepartment is also responsible for designing and implementing the Group’scommunication strategy with the investor community. This involves holdingmeetings with institutional investors and financial analysts, shareholder meetings,conference calls, publishing the shareholder magazine and managing its callcentre and a website that is constantly updated.In 2012, this department saw a high level of activity with institutional investorsand financial analysts: the department held meetings with 310 investmentinstitutions (consultants), visited 22 cities, prepared 33 press releases for theinvestor community and sent 47 Material Event notices to Spain’s ComisiónNacional del Mercado de Valores (Securities Market Commission; CNMV).The Shareholders’ Office is responsible for relations with non-institutionalshareholders and the management of communication channels: the ShareholderHotline, email, regular post, and the corporate website which contains a specificsection for the investment community and includes information on the company’sevolution, growth, stock information and compensation policy. During 2012, theShareholders’ Office received a total of 6,587 queries, 56% of which werereceived via ordinary post, 39% via telephone and 5% via email.The General Shareholders’ Meeting, held on 27 March 2012, was attended by5,516 voting shareholders, representing 68.83% of the share capital. With an aimto improving access to the organisation by abertis shareholders, an electronicvoting system was implemented.Further detailed information on the financial performance and corporategovernance can be found in the Annual Report, Annual Accounts and CorporateGovernance Report for the year 2012.
  • 19. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report19Institutional relations: favouring value creation processesTo develop a relational model that takes into account and wholly integrates thenumerous relational types and models demanded by the various stakeholdersrequires recognition of the context and its integration within the organisation.Strong relations with stakeholders facilitate business processes and contribute tothe creation of value. With this aim in mind, it is important to define aninstitutional roadmap which, when coupled with our stakeholders’ roadmaps, willfoster exchange, contact and relations with entities, public authorities and alltypes of organisations. These mechanisms which encourage personal and publicrelations are one of our most important tools.All of this activity is supported by official diplomatic channels, and especially bythe work carried out by the Spanish Ministry of Foreign Affairs and Cooperation.The Group has established an intensive and efficient collaborative relationship viathe Ministry’s network of embassies in different countries.Some examples of actions in this regard include the Group’s relations with theSpanish Ministry of Foreign Affairs and Cooperation, its active participation indiplomatic organisations (such as the various Council Foundations, Marca España,the Centre of International Studies, bilateral Chambers of Commerce, etc.) andstrong relationships with the pertinent ministries abroad.External organisations and recognitionabertis’s connection with the community in which it operates is partly reflected inthe organisation’s participation in associations and organisations, both sector-specific and transversal, linked to the Group’s activity.During 2012, abertis business units received the following awards anddistinctions: abertis received the Best Business Operation Award from the newspaperelEconomista, in recognition of the operation undertaken in Brazil whichled to the purchase of OHL motorways. The 2012-13 Sustainability Yearbook published by RobecoSAM includedabertis in its Bronze Class in the Industrial Transportation Sector. London Luton Airport received the ExxonMobil Aviation Safety Award. abertis telecom has renewed its 500+ Seal of Excellence Award, thehighest, from the EFQM.
  • 20. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report20Practical experienceCSR Conferenceabertis organised a conference on corporate social responsibility (CSR), held on June 13that Castellet.The conference focused on the profitability of CSR policies, as seen from a number of viewpoints offered by guest speakers. Guests to the conference included the U.S.Ambassador to Spain, Alan D. Solomont; the former Director of the Philanthropic Initiative Susan Solomont; the Director-General of Self-Employment, Social Economyand Corporate Social Responsibility for the Ministry of Employment and Social Security, Miguel Ángel García Martín; ESADE lecturer, Josep Maria Lozano; senior advisor toPWC Jordi Sevilla and the Head of Sustainability Services at Robeco SAM, Edoardo Gai.The following are some of the reflections shared by speakers at the conference: The need to change our notion of what a company is, and the important role the Government can play in corporate responsibility. The importance of conveying sustainability information to investors as one of the keys to help them understand the profitability of sustainability. This is especiallyimportant during difficult economic times such as the present. Social responsibility depends on how the company views its mission; companies should have a vision for the future. It is inconceivable that a company would bean integral part of society without taking CSR into consideration. The importance of reflecting upon how company resources can be fully utilised to improve the community. There is a commitment to CSR, but we are still in aperiod of transition. Social responsibility must be totally integrated within the departments that make up a company and cut across the company as a whole. Society will place more trust in a company if it makes use of good CSR policies. This in turn will positively influence the companys profitability. We must holdourselves accountable for our values.
  • 21. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report21Socially responsible investment indexes and other toolsThe consideration of information regarding environmental, social and governance issues (ESG) in the investment decision-making process has brought about thedevelopment of analytical tools which examine company performance in these areas. Accordingly, traditional financial analysts have incorporated ESG data into theiranalysis, and other initiatives that focus on these issues have also emerged. For instance, abertis participates in the annual evaluation conducted by RobecoSAM for theDow Jones Sustainability Indexes. As a result, abertis has been included in the Bronze Class in the Sustainability Yearbook, in recognition of its activities to date. Theopinions from other organisations that are part of the RobecoSAM assessment havehelped abertis to identify new opportunities for improvement.In parallel, abertis has been participating in the Carbon Disclosure Project, the largest global initiative to collect and analyse data on climate change in a manner that isrelevant to the investment community. Other indexes have also been included, such as the ECPI and ASPI indexes, prepared by Bloomberg and Vigeo respectively, andthe FTSE4GOOD index, created by EIRIS. Participation in these assessment systems for the investment community provides abertis with different visions and opinionsthat it can include in its process of ongoing improvement. It also facilitates communication of the Groups activities in the area of corporate social responsibility to theinvestment community, thus emphasising the organisation’s commitment to CSR.
  • 22. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report226.ABERTIS’S ACTIVITY: A SERVICE FOR CUSTOMERS AND FOR SOCIETYSTRATEGIC LINE 4:Maintaining a close relationship with customers and ensuring their satisfactionSTRATEGIC LINE 7:Promoting and systematising dialogue channelsPolicy Main features Practical experiences 2012Maintaining a close relationship withcustomers and ensuring theirsatisfaction.Improvement of customer service  Development and improvement of customer service on tollroads New abertis telecom services Road safety on toll roads Customer satisfaction at airports The SARTRE ProjectThe policySummary ofindicators89.5% of turnover iscovered by a qualitymanagement systemcertified to ISO 9001standardsThe overall customersatisfaction index is7.59 out of 1096.8% of all enquiries,complaints andsuggestions answeredThe PolicyOBJECTIVE:To guaranteecustomerservice qualityabertis strategicquality planManagementindicatorsEvaluationISO 9001EFQM
  • 23. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report23ISO 9001 certification level2010 2011 2012Central services serviabertis   Toll RoadsSpanishToll Roads(1)   French TollRoads(2) International Toll Roadsgco(autopistasdel oeste) rutas delpacíficoelqui   aprTelecommunications abertistelecom  AirportsTBI(3)% Turnover*91.14 %8.15 %90.51 %8.68 %89.48 %8.51 %99.3 % 99.2 % 97.99%(1) SpanishToll Roads have an integrated system of certification.(2) French Toll Roads certification does not cover all the Group’s activities.(3) Two TBI airports have implemented a quality management system but havenot yet achieved certification: Cardiff International, Stockholm Skavsta andLondon Luton Airports are currently undergoing implementation.* In relation to the scope of the report Implemented and certified ImplementedIn the process of being implementedAligned with abertis’s management values, the quality of the Group’s activities isensured through the use of quality management systems as a core tenet. Theyare based on the ISO 9001 Standard and the EFQM model of excellence. Themanagement system allows the organisation to work towards the ongoingimprovement of the services it provides, as well as towards customer satisfaction.Ongoing revision of compliance with current legislation is a key part of anymanagement system. In 2012, abertis telecom received a fine of EUR 13.76million issued by the National Competition Commission which is currently underappeal.Another point that is worthy of mention is that after several years in which theGroup’s different companies have obtained certification based on the ISO 9001,ISO 14001 and OHSAS 18001 standards, in 2012, SpanishToll Roads obtainedthe multi-centre certification for its integrated management system for saidstandards. To obtain this single certification, which encompasses all of thecompanies managed by SpanishToll Roads, all of the processes of the differentcompanies were standardised over a three-year period, as were all operationsrelated with toll road activities. The companies that are covered by this unifiedcertification are: acesa, aucat, invicat, aumar, avasa, aulesa, castellana,iberpistas and abertis toll roads.With regardtoabertis telecom,this company was once again awarded the 500+Seal by the Club de Excelencia en Gestión for its EFQM certified qualitymanagement system.Measuring customer satisfaction is one of the main components of qualitymanagement, and different tools are used by the business units when theyrequire specific information on this subject. To calculate the general satisfactionindex, a weighted value is calculated using ratings given by customers on eachbusiness unit, over the total turnover. In the case of telecommunications, thesurvey is conducted every two years, which means that the next survey will beconducted in 2013 (in 2012, the company specifically used customers identified inthe previous survey).
  • 24. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report24Customer satisfaction index 6scale of 0 to 102010 2011 2012Overall satisfaction index7.39 7.45 7.59Customer Satisfaction Index by business area 6Throughout 2012, abertis’s business units have implemented actions to improveservices as well as making new services available to customers. Other actionsincluded enhancing road safety and communication in order to meet theobjectives set for 2012.6Data from Orlando airport has not been included in 2012 data, owing to the change in customer satisfactioncalculation method. Belfast data was not included either as satisfaction rate in 2012 was not analysed.Nodata for 2012 was obtained from central services, telecommunications or motorways; the 2011 figure wasassumed to still be valid.The toll road satisfaction index published in 2010 and 2011 has been changed dueto the detection of an error.In this regard, SpanishToll Roads has developed a new unified system tomanage customer enquiries, complaints and suggestions which will be launched in2013. It has also implemented a new application for maintenance and centralisedwarehouse management. In the area of road safety, training was provided formanagers responsible for employees who work on roads.Belfast and London Luton airports have joined the social networksFacebook andTwitter, fostering interaction with passengers, customers and suppliers.Customers, in turn, are provided with information on cancelled and delayedflights, airport offers, etc. In addition, London Luton Airport developed a webapplication for mobile phones. Stockholm Skavsta’s terminal has been expanded,which has reduced queues and waiting times for passengers and increased theirsatisfaction as a result, while Orlando Airport has improved its website.To continue with these improvements, abertis’s business units have set thefollowing objectives for 2013:Toll Roads: SpanishToll Roads: in terms of satisfaction and services provided tocustomers, 2012 saw numerous improvements made to toll roads,including the addition of a third lane, improvement of slip roads andpayment automation, in addition to the installation of panels offeringinformation on journey times. Additionally, a new CRM (CustomerRelationship Management) system was implemented in order to fostercustomer knowledge and relationships, which is expected to becomeoperational in 2013. To improve road safety, new median and lateralsafety barriers have been installed. French Toll Roads: To develop policies that will improve customerservice and measure the quality of service offered in service areas. Inaddition, improvement actions will be designed, implemented andfollowed up during the second phase of the programme. International Toll Roads: in 2013, autopistas del oeste plans toincrease the ratio of electronic toll traffic to total traffic. elquisobjective is to have qualified staff to conduct internal audits, as well asmore supervisors on night shift and specialised administrative staff.7674 76 7476 74817476 7581 790102030405060708090100Central Services Toll Roads Telecommunications Airports%2010 2011 2012
  • 25. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report25Telecommunications: Determine which indicators are needed to measure its differentprocesses. Automate the provision of services and improve their efficiency. Continue with the SIRA Network inventory project. Improve accountability vis-á-vis customers and reporting, as well as thetender approval process. Improve the entire information security system and obtain ISO 27001certification. Implement actions that contribute to customer satisfaction.Airports: Luton: Increase the quantity and quality of communication to improvethe reputation and knowledge of the airport, improve the website andcomplementary services and use digital technology to improve the flowof people through the airport and their purchases. Orlando: Continue work on increasing the overall satisfaction ofpassengers and raise local awareness of air transportation servicesprovided by the airport. Stockholm Skavsta: continue monitoring key performance indicators.Activity over the yearabertis’s activityfocuses on the management of infrastructures for mobility (tollroads and airports) as well as the management of technical telecommunicationscentres.Activity indicator (adjusted to scope) 2011 2012Average Daily Flow (ADF)SpanishToll Roads 20,938 18,752French Toll Roads 23,575 22,899International Toll RoadsArgentina 76,916 76,995Puerto Rico 16,972 17,867Chile 12,348 13,503Technical centresabertis telecom 74,709 73,448Passengers 7Total airports 23,089,200 23,281,203Domestic flightsOrigin (airport) 3,936,339 4,219,148Destination (airport) 3,967,096 4,237,126International flightsOrigin (airport) 7,562,393 7,383,219Destination (airport) 7,623,372 7,441,710Flights 8Total airports 445,024 1,032,953Commercial(passengers)Day 292,787 327,498Night 37,299 33,587Commercial (cargo)Day 22,558 4,016Night 4,109 4,369General aviationDay 55,666 619,7459Night 5,300 13,694Institutional flightsDay 34,626 26,310Night 2,679 3,734Cargo transported (tonnes)7codad is not included in this indicator as no passenger date is available.8There are no overnight flights leaving /arriving at the Orlando Airport.codad departing flights have not beenincluded as no itemised data was available, nor have incoming cargo flights or general flights.9This increase is due to the addition of 574,210 general daytime flights to Orlando Airport over the previousyear.
  • 26. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report26Activity indicator (adjusted to scope) 2011 2012Total airports 91,556 79,874Commercial flights 10Inbound 2,259 2,601Outbound 1,622 1,088Cargo flights 11 Inbound 49,275 46,515Outbound 38,400 29,670A total of 44,240 passengers used abertis-managed airports for connections withother destinations. Any variation with respect to the previous year is owing to thefact that sabsa did not provide connecting passenger information in 2012.Total number of flights 2012 12Departures ArrivalsDay Night Day NightCommercial(passengers)Domestic 45,178 10,316 146,998 9,330International 49,971 6,265 85,351 7,676Commercial(cargo)Domestic 2,277 921 971 2,495International 574 144 194 809GeneralaviationDomestic 300,159 5,935 300,063 5,787International 9,956 803 9,567 1,169InstitutionalflightsDomestic 1,989 1,950 20,169 1,691International 616 68 3,536 25Main channels of communication and dialogue with customersabertis has a number of channels of communication with its customers for itbelieves that this communication is essential to knowing their concerns andneeds. That is why abertis invested EUR 1.6 million in 2012 towardscommunication actions.10sabsa and codad are not included in this indicator as this item of data is not available.Commercial flightsfrom Stockholm Skavsta do not transport cargo.11Orlando does not operate cargo flights.There are no segregated data for Belfast or Cardiff on commercialand cargo flights; hence, the entire item is imputed to cargo flights.12There are no overnight flights from/to Orlando Airport.Codad outbound flights have not been included as noitemised data was available, nor have inbound cargo flights or general flights.The main channels of communication made available to customers are:- Information lines- Customer service points- Websites with online information, as well as forms for signing up fordiscounts- Informative magazines- Customer account managers- Complaint and suggestion forms- Social networks and communications services via mobile telephone andBluetooth technology- Information services via radio and variable message signs on toll roads- “Truck Tweet” twitter account for transportation professionalsIn 2012 a total of 653,253 communications were received, of which 96.8% werehandled. The communications received increased by 9% over the previous year.Enquiries, complaints and suggestions2012Received Dealt withEnquiries 643,202 96.8%Complaints 9,909 99.4%Suggestions 142 76.8%
  • 27. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report27Customer servicesabertis works to improve its facilities on an ongoing basis and to provide servicesthat meet the needs of infrastructure users.Additional services offered to customersToll Roads- Electronic platform for accessing invoices, copiesthereof and toll booth receipts sent via e-mail to Via-Tcustomers.- Up-to-date information about travel times and routes,potential build-ups and traffic situation.- 24-hour customer service line and customised servicechannel for companies.- Websites and specialised publications: autopistas.comwebsite, Link autopistas and Link Truckers magazines.- Interactive information points in service areas withinformation of interest and downloads.- Play area in Sagunto service area during the summermonths.- Discounts for frequency, route and rural areas and forthe use of Via-T.- Accident and breakdown service in less than 30minutes and medical attention.- Promotion of tourism in and around the area- Communications and road safety actions.- Online carpooling service.- Tourist guides for the main Spanish and Europeancities, downloadable on smartphones.Any interruption of the services provided by abertis has a direct impact on thecommunity where the infrastructures are located, which is why the considerationof this aspect is essential in infrastructure management. All the companies thatmake up the Group have put in place security measures which guarantee servicecontinuity in emergency situations.Additional services offered to customersAirports- Passenger information point.- Translation services in 150 languages.- Multilingual signs and PA announcements.- Lost and found service.- First aid for passengers.- Facilities adapted for use by individuals with reducedmobility (special counters, help staff, seat booking,waiting rooms, availability of wheelchairs, etc.).- Guides available for passengers with disabilities.- Aid scheme for travellers with financial problems.- Shuttle service from all car parks to terminal.- Prayer room.In the case of its toll roads, abertis has implemented a set of emergencyprocedures, namely:- Spanish Toll Roadsuses and regularly updates operational documentsto obtain necessary information during the recovery of critical processesaffected by a serious interruption to services. The personnel involvedhave also received training, and various procedures and instructions areavailable.- French Toll Roads has also defined procedures for traffic managementand crisis management to guarantee the continuity of toll road services.- International Toll Roadshave emergency procedures or handbooks asin the case of rutas del pacíficoand apr; a Crisis Committee as in thecase of autopistas del oeste; or a set of service regulations such asthose used by elqui,which designate critical levels in emergencysituations and indicate who should act and in what order.Accordingly, with the aim of ensuring an appropriate level of service, a number ofmeasures were deployed to guarantee road safety and minimise the effects ontraffic flow in Catalonia’s road network during the three toll road protestsoccurring in May and June. A total of 9,632 cases of non-payers were counted(0.25%, 1.34% and 0.9% of the total transactions during each of the protests).
  • 28. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report28abertis telecom has implemented a Business Continuity Plan which identifies thecritical points that will ensure the continuity of services.Our airports make use of emergency plans or handbooks which contain protocolsfor action in emergency situations to prevent interruption to services. Theseprotocols assist in response planning, which help to reduce the potential impact ofthe emergency and to ensure service recovery as soon as possible if interruptionoccurs. At codad, emergency management is excluded from abertis’s scope ofmanagement.At Belfast Airport, management staff have received crisis management trainingwhich was cascaded to the other staff. London Luton Airport has developed andapproved a crisis management plan which provides a framework and protocol ofaction which will guarantee service continuity during a crisis situation. Trainingand education was provided to a team of staff in 2012, and further training hasbeen planned for 2013.Access to airportsAll the airport facilities managed by abertis can be accessed by public andprivate transportation except for Orlando Airport, which can only be accessed byprivate transportation. The rest of the Group’s airports have access to public busnetworks. Cardiff and London Luton airports also have rail access.Another point worthy of mention was the approval in 2012 of London LutonAirports surface access strategy once the public consultation period ended. Thisstrategy includes a free bicycle service and rail discounts for employees.Road safetyAs part of its policy to offer quality services to its customers, abertis iscommittedto improving safety on the road networks it manages. That is why in 2012 it hasundertaken a number of actions designed to improve facilities and raiseawareness among users to increase safety and reduce accidents. These actionsincluded 22 road safety campaigns developed by abertis in 2012, some of whichwere in collaboration with public institutions.Customer confidentiality and securityabertis makes use of a set of mechanisms that guarantee customerconfidentiality and security. Every company that is part of the Group complieswith current laws of the country where it operates to ensure the confidentiality ofpersonal information provided by customers.The airports also use security procedures that are in keeping with the legislativerequirements of the country where they operate. In the case of image-recordingsecurity systems within the airport, access thereto is restricted to securitypersonnel and a court order is required to extract related information.
  • 29. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report29Practical experienceDevelopment and improvement of customer service on toll roadsThroughout 2012 various actions were undertaken to bridge the gap between abertis toll roads and theircustomers, letting them see how toll roads are managed, thedifferent activities that are carried out, all the services that are available to customers, etc., as well as facilitating access to services and communication betweencustomers and abertis by promoting new and existing digital communication channels. Some of the more noteworthy actions include: The launch of the “Innovation on the Motorways” section in which provides regular information on relevant new technology and innovationprojects. Promoting visits to our Operations Centres: reports on Operations Centres, section on website for requests to visit centres, information regarding different visitspaid to centres, etc. Launch of www.autopistas.comfor mobile devices: Activation of toll road emergency call function via the mobile website, improved tourist content and theaddition of new guides that are freely downloadable, agreements with tourism departments to advertise the service and publicity in Service Areas. Visits increased by 38% between 2011 and 2012. Creation and publication of reports on the various services provided for toll roads: Mobile website, TruckPark, and the publication of journey times. Promotion of channels of communication:o Launch of twitter account for carriers: Truck tweeto Improved and expanded services offered via the website: journey time information on map, electronic receipts and billing, etc.o Commercial agreements to advertise, which offer attractive advantages to Via-T customers: Campaigns with tour operators to promote car travel. Campaign offering Via-T customers discounts at auto repair shops. Agreements with organisers of large events located near toll road networks.o Constant updating of accessible information on YouTube, with videos describing new services and actions.o Reorganisation of the customer service unit (information line and email). New tools were implemented that facilitate requests for information andincident management.
  • 30. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report30New abertis telecom servicesabertis telecom continues to develop and expand new and existing services. A few of the actions undertaken in this regard in 2012 were as follows: Service desk. A new service is being offered to customers called Service Desk. This service unifies information pertaining to incidents, projects and follow-upthat is exchanged between abertis telecom and its customers on a single site, information which was hitherto available from separate sites. The Service Deskprovides customers with information on access to the abertis telecom systems they use. The project is in its pilot phase and is being tested on a singlecustomer with more customers being added at a later date. Product offices. The abertis telecom Product offices have been created to guarantee the successful development and launch of new products and servicesoffered by abertis telecom. They are headed by Product Managers and have representatives from the following departments:o Marketing (Product Managers): to provide vision of market and competitors, etc.o Business (Account Managers): to provide the customer’s perspective.o Technology: to provide a technology-based vision including information on technological advances in the market as well as potential technologyalliances.o Operations: to provide a vision of potential operations and maintenance services that may need these products/services.By creating these offices we seek to meet two other objectives: first, to receive feedback from customers, feedback on competitors and market and productpositioning in order to develop the product if necessary; second, to specify improvements in products / services.The Product Office will ensure that product and service development is carried out in accordance with the approved project. In the period leading up to theproduct launch, the Product Office convenes more frequently. Post-launch, the frequency of follow-up meetings is lower but appropriately timed to ensure theobjectives set at product launch are met. Connected Television. abertis telecom attended IBC2012, the annual audiovisual sector event held in September in Amsterdam. At this event, which bringstogether experts from telecommunications and broadcasting companies, abertis telecom presented its multi-screen OTT cloud-based television service viainternet, which was developed in collaboration with the digital television division of IT and security provider Nagra.The system developed by abertis telecom and Nagra incorporates the European HbbTV standard (Hybrid Broadcast Broadband TV), which features outstandingadvantages in pay-television, as well as flexibility and ease in offering online live or on-demand services and content to any connected device. This turnkey package of HbbTV services includes broadcast/broadband content in a single product range. These services can also be marketed to free-to-airtelevision broadcasting companies looking to consolidate their model and gain complementary broadband services through which viewers can access onlineservices such as catch-up TV (a service which allows viewers to select programmes which aired within the last week on demand), video on-demand, interactiveand customised advertising, games, voting, social media, etc.
  • 31. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report31 abertis telecom,along with other organisations, has reached an agreement with the EuropeanBroadcasting Union (EBU) to promote HbbTV services in Europevia multi-screen cloud-based internet television. The broadcasting companies affiliated with the EBU will participate in pilot tests to determine this product’spotential in their current business models, as well as the integration of elements from the internet into the audiovisual sector. Mobile World Congress. In 2012, abertis telecom participated in the seventh Mobile World Congress, held in Barcelona from February 27thto March 1st. Thetheme this year was “Redefining Mobile”. Since 2006, abertis telecom has participated as the official provider of mobile television networks for the congress. Atthis edition of the congress, abertis deployed a digital network infrastructure for DMB Mobile TV, DAB digital radio and DAB+ demos, to verify the feasibility ofDAB and DMB standards for the transmission of digital radio and mobile TV and their transmission to mobile devices (smartphones and tablets). During thecongress, abertis telecom demonstrated and presented its own technology. Demos were held for:o Technology developed for mobile-based communication for security and emergency forces.o The platforms developed for smart cities, such as the first Smart Zone in Spain or Barcelonas Cuitat Intel.ligentproject.o The cloud-based, multi-screen OTT (Over The Top) television service via internet, which features all the services needed for end-to-end contentmanagement for operators, broadcasting companies and content providers.Road safety on toll roadsIn order to improve road safety, in 2012 abertis undertook numerous activities aimed at improving facilities, raising road safety awareness among users and improvingemergency procedures. Some of these actions included: Emergency simulation exercises to assess emergency procedures and to improve coordination between the different agents involved in accidents, therebyimproving motorway safety and services:o AP-7 Muscarat Tunnel. Participants in this simulation exercise included the Motorways Agency and the Civil Guard, Spain’s Department of Transport, theEmergency Coordination Centre through the 112 emergency line, the Alicante Fire Fighting Department, SAMU (Emergency medical services), CivilProtection and the Calpe, Benissa and Altea City Councils. With a total of 100 people participating including operative forces, simulated victims,observers or assistants, the exercise simulated an accident between three passenger vehicles in the tunnel’s interior. In addition to the accident itself,the simulation included a fire in one vehicle, a build-up of vehicles inside and outside the tunnel and a range of injuries.o AP-7/AP-2 Network. Winter road simulation exercise to gauge the real status of the various types of equipment and knowledge of workers (both internaland external) involved in the winter road campaign. This exercise also served to provide workers with updated information regarding the Winter RoadProtocol.o Aumar, Aucat and AP-6 Tunnels. Exercises to practise response to incidents in tunnels according to Emergency Plans and Operation Handbooks.o Winter maintenance operation by SpanishToll Roads.
  • 32. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report32 Campaigns developed by French Toll Roads that focus on raising awareness of users, including Autoroute Académie, which raises awareness on theimportance of keeping a safe distance between vehicles, a personal safety campaign and another campaign on the problems arising when driving while tired.Another campaign by SpanishToll Roads involved informative email messages and brochures with road safety advice. Autopistas del oeste has carried outtwo campaigns, one on road safety on toll roads and a road safety education campaign in schools. Improvements to facilities such as repainting sections of the C-32, AP-7 and AP-2 toll roads to increase road safety and improve customer service, or upgradingthe vehicle containment barriers and median barrier on motorways C-32 and AP-7 to adapt these roads to new regulations and to prevent cross-medianaccidents. In 2012 an agreement was signed with the Spanish Red Cross for the provision of accident prevention services and first aid as part of the pre-hospital carerequired in emergency situations. Under this agreement, the Red Cross provided assistance at two points on the AP-7 motorway. The aim here was to offer first-line medical attention and transport to hospital in the event of a road accident; assistance was provided at medical assistance points and other locations on dayswith the highest traffic volume. The Red Cross provided its services for a total of 82 days at the Empordà site and 138 days at La Selva and El Penedès. In October, the abertis foundation, along with the Catalan Government’s Department of Education, the Guttmann Institute and the Catalan Transport Service,launched the Auriga Project, part of the campaign “Youve got one life left. Dont lose it on the road”. The aim of this project is to raise awareness of theimportance of driving responsibly among 14 to 18 year olds who have just started using vehicles. A volunteer from the Guttmann Institute was on hand to tellthe story of how they became a paraplegic after a motorcycle accident at the age of 18. The volunteer gave students from eleven schools in Barcelona andViladecans advice on responsible road use. The programme is in the pilot phase in these two cities, and future plans include extending the programme to otherareas. 2012 saw the launch of the campaign “Youve got one life left. Don’t lose it on the road” in Chile. This campaign was created jointly with the Ministry of PublicWorks, the Concessions Coordinating Department, the Chilean Police Force and the National Transit Safety Commission (CONASET). The aim of this campaignwas to alert young people of the dangers of drinking and driving. It was launched with the distribution of informational brochures at the toll gates on Highway 68during a local holiday weekend. Participation in SafeTRIP. The SafeTRIP project is funded by the European Commission and its objective is to create a platform that will enable third parties todevelop applications in the field of road transport. They mainly include safety applications, but there are others designed for passenger entertainment.The applications developed as part of the SafeTRIP project provide additional services to drivers and infrastructure managers. They make trips safer and provideinfrastructure management companies with more real-time information on what is happening on the road. Some of the available applications have been designedto receive images in real-time via satellite or UMTS and information on vehicles and their exact location in the event of an incident. Some assist in makingemergency calls, displaying road surface temperature and humidity data or creating on-the-spot alerts for incidents.In 2012, SafeTRIP went through its definition, prototype and platform development phases. The prototype and application were installed in five sanef and acesamaintenance vehicles. Tests were subsequently conducted on sanef and acesa toll roads (AP-7); the results have been analysed and will be published in 2013. Anumber of acesa departments participated in prototype installation, pilot and testing phases while coordination, assistance, support, training and results analysiswere carried out by abertis toll roads.
  • 33. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report33Customer satisfaction at airportsabertis is present in nine airports, located in Cardiff, Belfast, Luton, Stockholm, Orlando, Bolivia and Colombia, with a total of 26,394 direct and indirect workers. Thecharacteristics of these airports define part of the services and activities conducted therein.Description and characteristics of the airportsTotal area ofairport (km2)Number and length ofrunwaysMinimum flighttransfer timeNumber ofairlines servedNumber ofdestinationsservedtbiLondon Luton(UK)2.35 1 runway (2.16 km) 40 minutes 17 95Belfast International(UK)3.972 runways (2.78 km and 1.89km)Does not operateconnecting flights16 Over 70Cardiff International(UK)2.06 1 runway (2.39 km)Does not operateconnecting flights14 Over 50Orlando Sanford(USA)12.144 runways (2.93 km, 2.13 km,1.83 km and 0.3 km)Does not operateconnecting flights11 Over 50Stockholm Skavsta(Sweden)4.402 runways (2.88 km and 2.04km)Does not operateconnecting flights4 61El Alto (Bolivia) 6.00 2 runways (4 km and 2 km)Between 30 and 90minutes11 32Viru-Viru (Bolivia) 2.30 1 runway (3.5 km)Between 30 and 90minutes10 30Jorge Wilstermann (Bolivia) 2.912 runways (3.8 km and 2.65km)Between 30 and 90minutes5 25Codad (Colombia) 102 runways (3.8 km and 3.8km)Not available 18 78In 2012, all the airports operated by abertis, except for Belfast and Orlando, continued to participate in the ASQ Survey, a programme which measures passengersatisfaction and includes data from over 190 airports. Users are surveyed to determine their level of satisfaction with a variety of airport services, including: Overall satisfaction Airport access Check-in Passport control Security
  • 34. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report34 Ease of finding boarding gates, information panels, within-airport walking distances, ease of getting connecting flights. Airport services: shops, waiting areas, restaurants, internet access, etc. Cleanliness and ambience Arrival services: luggage collection, passport and visa control, customs.In 2012, Orlando Airport introduced a new system that measures customer satisfaction. In this system, surveys are conducted using touchscreens on which airport usersanswer questions. This new system ensures greater privacy and anonymity, allowing for better feedback and, because the data is processed automatically, quickerresults. In addition, it was found that users were more likely to share their opinions with this system; it was estimated that 90% of the people that were invited to takethe survey answered the survey questions. This survey asks users to rate airport services such as cleanliness, security and check-in as well as food and beverageservices. Of those surveyed, 96% rate their visit to the airport as being excellent or very good.To improve the information provided to stakeholders, a group which includes airport users, Belfast and London Luton airports joined facebook and twitter in 2012. Thesetwo communication channels will enhance interaction between airports and passengers, giving the latter direct and rapid access to information such as flight cancellations,delays, airport offers, etc.The SARTRE Projectabertis autopistas in collaboration with the firm IDIADA has participated in the SARTRE project, funded by the European Comission. The aim of the project is to developstrategies and technology that will permit automated roadtrain driving on motorways, an innovation that offers many advantages in terms of environmental protection,safety and comfort for drivers.The goal of this project is to test, on motorways and under real conditions, the vehicle and infrastructure technology developed to improve motorway user safety andservices. Specifically, tests were carried out on the AP-2 toll road using roadtrains in autonomous driving mode.During the test period, an acesa vehicle followed the roadtrain convoy for the entire journey to provide support in the event of an incident and to signal the existence ofthe roadtrain to the rest of the vehicles circulating on the motorway. The tests were supervised at all times by the Control Centre. In addition an employee from theinnovation department reported the status and progress of the tests to the control centre and marketing department of abertis autopistas.The main advantage of driving in a roadtrain is that it saves on fuel, thereby lowering the vehicle’s impact on the environment. This is particularly true for roadtrainsmade up of trucks. This innovation is also safer and provides greater comfort for drivers as they are able to rest or carry out other tasks as their vehicle circulates.
  • 35. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report357.ABERTIS’S HUMAN TEAMSTRATEGIC LINE 3: Ensuring the motivation and involvement of the human team in the continual improvement of thecompanySTRATEGIC LINE 7: Promoting and systematising dialogue channelsPolicy Main features Practical experiences 2012Ensuring the motivation andinvolvement of employees in thecontinual improvement of thecompanyThe human teamManaging talent and professional development Talent: a competence-based managementsystem abertis CampusPromoting networking in the organisation Technology and collaboration for effectiveinternationalisationManaging diversity and equal opportunities Certificate of excellence in diversity Mission HándicapExtension of socialbenefitsPromotion of health and safety in the workplaceSummary ofindicators88% of the workforcehas permanent contractsEUR 3,665,682invested in training96% of turnover iscovered with anoccupational riskmanagement system inline with OHSAS 18001
  • 36. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report367.1. The human teamThe policyIn keeping with its values, abertis goes beyond ensuring full compliance with thelegislation of the different countries in which it operates by promoting ongoingdialogue and appropriate social measures that help reach solutions.PerformanceTotal abertisScope of the CSRReportNumber of workers at 31December18,494 10,376Equivalent average workforce 11,331 9,69585% of the equivalent average workforce falls within the scope of this report. Thispercentage is lower than that of the previous year due mainly to the increase inthe total number of staff at abertis. This figure includes new staff recruited fortoll roads in Brazil and Chile at the end of 2012, which was proportionally high (atotal of 6,837 people).The equivalent average workforce included in this report is lower than theprevious year due to changes in France and Spain. The toll automation processthat took place in Spain entailed the implementation of a voluntary staffredundancy plan, with exits programmed throughout 2014. Spain and France arethe countries with the highest proportion of staff – 70% of the total – followed byArgentina, Chile and the United Kingdom, which represent 22%. 88% of theworkforce have permanent contracts. Broken down by gender, this figure is 90%for men and 85% for women (the geographic distribution is very similar save forelqui,where 49% of the total workforce have permanent contracts). Of the totalworkforce, 4.5% work part-time (1% of men and 11.5% of women).Number of workers by country (workforce at 31/12)Distribution of the workforce by age group2.9931.948483 444 479 362 115 27 35 18 551.1461.180462 247 195 53 70 21 6 4 3301.0002.0003.0004.0005.000Men Women16% 15% 14%48% 48% 48%23% 24% 26%13% 13% 12%0%20%40%60%80%100%2010 2011 2012<30 years 30-45 years 46-55 years >55 years
  • 37. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report37Equivalent average workforce by business areaStaff turnover has remained nearly constant at 5.9%. This figure was mainlyaffected by the increased turnover among managerial staff and its reduced weightoverall. The workforce is classified into three groups in keeping with theprofessional classification based on the HAY methodology. According to thisclassification, 0.98% of the workforce consists of top managerial staff and 6.32%are classified as middle management.Workforce turnover rate to workforce at 31 DecemberMen Women TotalWorkforce turnover 5.47 5.65 5.92Men Women TotalTop managers 19.32 35.71 21.57Heads of Departments 3.17 1.99 2.90Other employees 5.47 5.69 5.54Company/worker relationsAll of the business units work under collective bargaining agreements except forcodad, sabsa, apr and Orlando airport, where abertis deploys a corporatelabour relations framework that fulfils the same functions. 90% of the Group’sequivalent average workforce (84% of the workforce as of 31 December) iscovered by a collective bargaining agreement, as in addition to those working forthe aforementioned companies, top managerial staff are covered by a separaterelations framework.Relations between the organisation and its workers as a collective are coordinatedvia 56 works councils holding a total of 508 meetings throughout the year.According to the agreement reached at the end of 2011, in 2012 a EuropeanInformation and Consultancy Committee was set up in abertis to promotetransnational cooperation between company management and workers’representatives to deal with matters of general interest and especially thoseconcerning the Group’s evolution and its future prospects.With its headquarters in Barcelona, the European Committee is composed of atotal of 17 members representing European workers. Its members are appointedin proportion to the number of employees per country: eleven membersrepresent the Spanish employee collective, four for French workers, one for theUnited Kingdom and another one for Sweden. To streamline and facilitate theirday-to-day tasks and coordinate the work plan, a Select Committee was formed,made up of five elected members.Recognised at the European level as a body for consultation and information onbehalf of workers regarding large international projects or investments that affectmore than one country, it may not substitute or condition the rights and duties ofnational workers’ organisations in each of the companies that make up the Groupunder any circumstances.On 30 October 2012, the European Committee initiated its activity with aconstituent session to discuss its rights and the scope of its responsibility,approve its internal regulations, establish its communication structure and electits President and Secretary.290.406,755.251,306.69 1,343.00015003000450060007500Central services Toll Roads Telecommunications Airports
  • 38. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report387.2. Managing talent and professional developmentThe policyabertis is consolidating its commitment to training, a key component in theprofessional development of its human team, by organising professionaldevelopment programmes to improve and guarantee the talent of its staff. Asstated in the Strategic Plan, it is abertis’s wish to contribute to its employees’welfare.PerformanceTo coordinate training needs and demands, all of the business units exceptCardiff, London Luton and sabsa have a training plan in place. In addition todeveloping online training platforms which foster and facilitate knowledge,training has been provided to 86% of the workforce, with each employeereceiving an average of 15.3 hours of training. Of the training provided, 11,042hours were devoted to the topics of social responsibility and human rights.TopManagersHeads ofDepartmentsOtheremployeesAverage training hours byprofessional category22.64 21.28 16.11Men 23.28 21.15 19.23Women 18.71 21.70 10.49Percentage covered by theindicator1397% 90% 75%13This percentage refers to the percentage of the workforce for which this item of data, broken down byprofessional category and gender, is available.acesa and gencatAP7/AP2, and abertis toll roads do nothave gender-segregated data.Similarly, data from rutas del pacíficoand elquihas not been included asvalidated data was not available.Evolution of investment in trainingThe Group’s objective-oriented management model recognises different levels ofobjectives and identifies employees’ contribution to each, including overall andindividual objectives. These are set in accordance to the overall objectives of theorganisation, and are further specified at the individual level so that they are inline with the workers values.Employees included in the management by objectives model14Percentage of the total individuals in each categoryTop managers 94%Men 94%Women 93%Heads of Departments 87%Men 85%Women 94%Other employees 20%Men 22%Women 15%14Data from codad, rutas del pacífico and elquihas not been included as it was not available3.801.121 3.711.112 3.665.68201.000.0002.000.0003.000.0004.000.0002010 2011 2012
  • 39. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report39Practical experience“talent”: a competence-based management systemIn “talent”, the professional development management system at abertis, employees carry out self-appraisal and review their results with their supervisor who later helpsthem to define a personal development plan. The system thus allows top and middle managers to manage the development of work teams.After the tool’s initial assessment in the various business units of abertis infrastructuras and abertis telecom in 2010, different actions were implemented as part ofeach employee’s individual Development Plan. In June 2012, the tool was launched for a second time in abertis infrastructuras for the entire workforce. A pilot tool wasalso launched in abertis airports. In addition, design and adaptation of the pilot and its launch in SpanishToll Roads is also planned for the first quarter of 2013.Set to be deployed in gradually, this system will make it easy to align the views of managers and employees. It will also facilitate feedback from managers which will helpemployees improve their professional skills. So far, it has been rated ever more highly among employees.“abertis Campus”: one step further in improving managerial development programmesIn order to support employee development, in particular for those who have been identified as having high potential, the abertis Campus was created. This is an e-learning platform that can be deployed by the business units and implemented along with their training programmes. The e-learning platform boasts 2.0 level features(virtual classrooms, forums, wikis, etc.) that complement the website, which was designed and launched in 2011: “Leader’s Corner” (collaborative environment foremployees with high potential).A complement to abertis Campus, this collaborative environment contains a number of resources (videos, articles, etc.) linked to bothleadership-oriented topics, to foster managerial development, and internal abertis content that may be of interest. These materials keep employees abreast ofnoteworthy topics and prepare them for any opportunities that may arise within the Group. The first collaborative experiences have already begun with both the abertisCampus e-learning platform and the “Leaders’ Corner”.
  • 40. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report407.3. Promoting networking in the organisationThe policyInternal communication is a basic tool for promoting group cohesion, professionalpride and engagement with the company’s corporate mission. It is abertis’ aimto achieve smooth two-way communication with the staff to obtain better resultsand improve the organisation day by day.Performanceabertis believes that organisational culture should be built from the ground up,which is why it places special emphasis on the creation and distribution ofwelcome handbooks. In addition to the Groups main identifying characteristics(vision, mission and values), the handbook also provides all the relevantinformation that new staff will need to carry out their duties following theprinciples and main criteria found in the Code of Ethics, corporate policy,operations and systems handbooks focusing on both quality, health and safetyand other pertinent documents.The Groups increasing internationalisation is reflected in the expansion of itsnetwork of correspondents, which in 2012 welcomed new members in Argentina,Chile and Puerto Rico. Acting as in-house journalists, these correspondentsidentify relevant facts, pro-actively search for new opportunities and auditcorporate communication actions. The network has become fundamental to thesuccess of Linking, the Groups internal magazine.In step with social trends characterised by greater online connectivity and thegrowing use of mobile devices, Linking has evolved too, launching its digitalversion. This format allows immediate access to the magazine from anywhere inthe world, in five different languages. The digital magazine features more contentfor readers thanks to the inclusion of QR codes that facilitate direct access tomultimedia articles (podcasts, videos, image galleries and extra information).The deployment of intrabertis 2.0 continued in 2012, with the addition of abertisairports. This has meant the incorporation of more than 800 new users into thecommunication space available in three languages (Spanish, English andSwedish). Facilitating fluid communication between people located in diversegeographical locations, this platform features functionalities that fosterparticipation and collaborative work.An example of this participation is the increase in collaborative environmentswithin the intranet platform: functional minisites geared towards specificcollectives or projects in which users can share documents, participate indiscussion forums, share contact lists, interesting links and calendars or follow upon tasks. To reinforce and improve the management of these communities ofshared interests and knowledge, in 2012 an internal community managementmodel was created for both the collaborative environments and the e-learningplatform. This involved the creation of informative materials and training sessionsfor the key users of these environments. Thanks to these platforms, businessProjects such as Lisa and Sira in telecommunications, cross-cutting managementareas such as the Customer Care Service and the Internal CorporateCommunication, and communities such as Voluntaris have all seenimprovements in the way they are managed.During 2012, Voluntaris has preserved its participative character thanks to anumber of general voluntary activities communicated via the “Voluntarisproposes” section in intrabertis. The initiative has also undertaken more specificactions such as the “4thVolunteer Day”, organised by the abertis foundationand Voluntaris on 13 December under the motto “Now, more than ever, let’sredouble our efforts”. Various communication and awareness-raising campaignsmaintained the high level of participation in activities such as the food drive(which this year enjoyed greater international support), voting for charity projectsthrough which to channel foundation contributions, and also in the money raisedthrough the “One Euro for Charity” initiative, which this year had moresupporters.In addition to the informational space devoted to the Code of Ethics inintrabertis and its specific communication channel (the Ethics Channel), greatefforts were made to deploy the associated set of Regulations adapted to the locallaws and contexts of the various countries in which the Group operates. Furtherefforts were made to raise awareness among employees on the importance of theCode. Work along these lines also ensured that employees had access to andwere aware of the communication channels available for their queries andincidents. Individualised communication was conveyed to nearly 75% of theemployees. In addition, ethics committees are being formed in the countries
  • 41. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report41where the Group is present and management procedures for the Code of EthicsCommittee and handling of reported incidents are being optimised.During 2012, four reports of violations to the Code of Ethics were received; twovia the Ethics Channel and two were reported directly. These violations concernbehaviour and interpersonal relations within the organisation and have beenhandled in accordance with the parameters established by the Code of EthicsCommittee.
  • 42. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report42Practical experienceTechnology and collaboration for effective internationalisation2012 saw a number of practical examples which demonstrate how a collaborative work model in an increasingly global context requires a sound technological structure.“Ciabertis” is the collaborative website that brings together all those professionals involved in internal communication within the Group as well as participatingcompanies to create a more complete, more international vision of abertis. With an operations-based focus, "Ciabertis" is a place to discuss and select internalcommunication policies, new initiatives, procedures and tools, etc. This space also contains the materials and content for use in the correspondents’ respective networkand for distribution in their respective organisations. This site facilitates access to the rules and procedures that guide activities and offers access to resources andrelevant and educational articles. abertiss Internal Communication Forum makes it possible to overcome the barriers of distance and time.The collaborative environment of Voluntaris has also promoted the coordination and management of internal activities undertaken by this community, especially withrespect to the organisation of the Corporate Volunteer Day.As a repository of available resources, documentation for drafting and reviewing and tasks pending, and as aplace to discuss actions that can best promote and support the goals of Voluntaris, the platform has reduced decision-making times and facilitated the follow up ofactivities.With the aim of improving the performance of these environments as tools which support the Group’s collaborative work model, a project was launched in 2012 forabertis communities which will be extended through 2013 and beyond.Based on dialogue with present community managers and analysis of activities in existingcollaborative environments, the project’s aim is to establish the best ways to stimulate and promote in each case.These guidelines will serve as a basis for progressivetraining of community management teams, promoting network communication, collaboration and networked co-creation within the organisation.Linking is the Group’s internal magazine. First published in 2009, its aim is to present and disseminate news on the diverse activities and geographies of abertis.Through technology, it has also helped to build knowledge and awareness of the Groups global presence. The new online edition provides all the members of abertis withexpanded, enhanced and more dynamic content; it is also available in more languages, which has widened its scope.
  • 43. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report437.4. Managing diversity and equal opportunitiesThe policyabertis has an explicit commitment in favour of equal opportunities and non-discrimination, which is highlighted in the four areas of the Diversity Managementproject: gender, generation, race and disability. This is the case in all the Group’scompanies, and it goes beyond the provisions established by law.PerformanceAmong its various requirements, the Spanish law on equality stipulates that allorganisations with more than 250 workers must have an equality policy. Exceptfor Colombia, the countries where abertis operates all have laws on equalopportunities, such as the Equality Act and the Sex Discrimination Act in theUnited Kingdom, the Equal Opportunities Act in Sweden, the Salary Equality Actin France, Chile and Orlando and the Anti-Discrimination Legislation in PuertoRico, Chile and Bolivia. In addition, abertis hassigned the Diversity Charter, aEuropean Initiative which companies and institutions may join voluntarily tosupport and promote the principles of diversity and non-discrimination in theirworkplaces.The different business units have undertaken a number of actions relating to thisissue, including training on diversity, awareness-raising campaigns for theworkforce on equal opportunities, the inclusion of these issues in contractualprocesses and the adaptation of language. To comply with Spanish equalitylegislation, an equality policy has been implemented in abertis telecom, theaumar Network, aulesa and AP4, along with abertis infrastructuras andserviabertis. The remaining business units are now in the process of formalisingand negotiating their equality policies. With regard to equality policies, abertistelecom has conducted awareness-raising actions, disseminated a non-sexistlanguage guide and trained the members of the equality committee.Evolution of the presence of women in top management positionsEvolution of the presence of women as heads of departments90% 88% 86%10% 12% 14%0%25%50%75%100%2010 2011 2012WomenMen78% 77% 77%22% 23% 23%0%25%50%75%100%2010 2011 2012WomenMen
  • 44. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report44Evolution of the workforce according to gender97% of top managers come from local communities. Salary policies do notdiscriminate between sexes. The relationship between initial salary and the localminimum salary is the same for both men and women, except in the case ofCardiff, whose salary ratio is 163% for men and 174% for women.Initial salary/Minimum salarySpain 161%France 106%England 139%Wales 164%Ireland 121%Sweden 120%United States 173%Argentina 356%Puerto Rico 103%Bolivia 210%Retention rate152011 2012Men Women Men WomenIndividuals taking parental leave 111 125 128 130Number of individuals who havereturned to their job afterparental leave111 96 127 112Number of individuals whocontinue in the organisation after12 months111 81 127 99Integration of disabled personsIn 2012 the Group continued work on implementing the EDC model created bythe Seeliger and Conde Foundation. This model promotes diversity inorganisations with the aim of achieving excellence over and above the specificlegal requirements stipulated by current legislation.All of the countries in which abertis is present, except Chile, Bolivia and Sweden,have legislation regarding the integration of disabled individuals. The implicationsof this legislation vary from country to country, but generally require neutralrecruitment processes and the adaptation of the workplace in keeping with theneeds of disabled individuals. In Spain and France, this legislation sets minimumquotas for contracting disabled workers. As part of the EDC project in Spain andthe Handicap Missionin France, the Group is promoting the recruitment ofdisabled persons and use of suppliers that prioritise hiring policies of this type, asin the case of Special Work Centres.At present, the percentage of disabled persons working for the Group in Spain(both directly and indirectly) represents 2.48% of the workforce, while in Francethese workers represent 6.43% of the workforce.15Data from codad was not included as this information was not available.75%67% 67%25%33% 33%0%25%50%75%100%2010 2011 2012WomenMen
  • 45. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report45Workers with a disability recruited directly by abertis in Spain 1.12%Workers with a disability recruited in Spain, both directly andvia alternative measures2.28%The increase in the purchase of goods and services from Special Work Centresreflects abertis’s commitment to this type of purchase as part of the EDCframework.Purchase of goods and services from and donations to Special WorkCentresManagement of impatriates and expatriatesThe idea of the abertis Expatriation Policy is for employees to settle in quicklyand easily, meeting their personal needs and those of their family in order to helpexpatriates and impatriates adapt to their new environment.As is the case every year, there were variations in the movement of employeesand management staff in international postings. This group is broken down intotwo types of expatriates: long-term (those individuals posted abroad for morethan one year) and short-term (those who are posted for under one year). Theaim of expatriation is the transfer of knowledge in certain fields and theprofessional development of employees and managerial staff.The number of expatriates in the Group is low, with most expatriates beingposted to France, the United Kingdom, Spain, Argentina, Chile, Mexico, Jamaica,Puerto Rico, the United States, Colombia, Ireland and Canada.189,595238,118181,962268,385673,283171,4680100000200000300000400000500000600000700000800000Purchases of goods and services Donations2010 2011 2012
  • 46. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report46Practical experienceCertificate of excellence in diversityThe EDC Model created by the Seeliger and Conde Foundation promotes excellence in the inclusion of disabled individuals; not only does it foster compliance with theLISMI, but it also emphasises values, policies, processes, recruitment, accessibility strategies and many more related areas. It is a process of ongoing improvement whichbegan in 2011 as a pilot project, and the aim is for it to be extended to all the companies in the Group.Awareness sessions have yielded positive initial results; the aim here was to raise awareness and bring to light those issues related to disability which, due to lack ofinformation, were not being handled in an appropriate manner. In addition to fostering acceptance and normalising disability within the organisation, these policies carryfiscal benefits for employees and the company. A review of purchasing procedures has also begun in order to promote the selection of suppliers which favour bestpractices in disability management excellence.Handicap MissionCommitted to responsible business and in keeping with its public service mission, sanef has been working towards improving integration, recognition and better workconditions for disabled individuals in recent years. This project began in 2008 with an audit aimed at establishing an action plan to increase knowledge and understandingof disability, and to eliminate prejudice and mistaken preconceptions associated with this issue. Four areas of actions were defined: recruitment, employmentmaintenance, company adaptation and awareness-raising communication. In 2011 sanefsigned an agreement with AGEFIPH, an association which handles funds for theprofessional integration of people with disabilities, whose mission is to promote employability and maintain employment for disabled individuals in the private sector. Inforce since the end of 2012, this agreement has made it possible to reinforce, formulate and enhancing visibility of voluntary actions in this area.Entitled Handicap Mission,this project is an umbrella initiative comprising all the pro-disability actions that have been undertaken. The main actions carried out include: Training of 60 top and middle managers. Awareness-raising meetings. In 2012 more than 1,000 people participated in these meetings, with new meetings planned for 2013. Close collaboration with leading organisations in the field of disability. Participation in the Handi2day virtual employment fair for persons with disabilities. An internal communication campaign, the aim of which was to combat mistaken notions associated with disability and show that it is not a barrier toemployment. This campaign included awareness-raising sessions, articles on the company intranet, flyers and a video. A Handicap Missionstand at the 2012 annual convention to raise awareness among business people.sanefhas increased its number of disabled workers from 55 in 2008 to 187 in 2012 (representing 6.43% of its workforce), an increase of 200%.
  • 47. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report477.5. Extension of company benefitsThe policyabertis has a company benefits policy for all workers that aims to encourage abalance between work, family life and free time, favouring integration andmotivation with the company.PerformanceContributing to employee satisfaction and improving their quality of life are themain objectives of abertis’s company benefits policy. In addition to timetableflexibility in accordance with different professional positions, the Group facilitatesaccess to training and a variety of benefits, such as access to corporate discountsassociated to services that are offered by the Group.Total investment in non-work related activities 1,489,526 €Through the Flexible Payment Plan, employees have the option of selecting aseries of company benefits with tax and financial advantages, such as luncheonvouchers, nursery vouchers, health insurance, life assurance, accident insurance,housing rental, pension plan, etc.Along these lines, the work group formed in 2010 to develop Socially ResponsibleInvestment in the Spanish Pension Fund continued its work in 2012. This group ismade up of representatives from the Group’s different pension plan promoters inSpain, representatives of participants in said plans, and with the participation ofthe Social Responsibility Unit and the most representative Trade Union sections,as well as the Pension Fund Management body. A training session has beenplanned for members of the Pension Fund control board to cover the variousaspects of social responsibility and socially responsible investment for pensionfunds.As regards the long-term incentive plans, in 2012 efforts were focused onmaintaining the 2007 abertis share delivery plan with the same characteristics asprevious plans.This policy is aimed at around 800 Group professionals occupying positionsranging from top management posts to technical experts. Signing up for the planis voluntary. Through this plan, employees will receive part of their variableremuneration (up to a limit of EUR 12,000) in the form of abertis shares. Ifemployees keep the shares for three years, at the end of this period, thecompany will reward them with a gratuity of 10% of the shares initially given.The rate of adherence to this plan is in the region of 29%.
  • 48. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report487.6. Promotion of health and safety in the workplaceThe policyOccupational risk prevention and protecting our employees’ health are basictenets of abertis’s human resources policy, which is why the Group ensures thatall the necessary measures have been put into place to guarantee health andsafety in the workplace.PerformanceManagement systems in line with the international OHSAS 18001 standardchannel the various occupational risk management activities in the differentbusiness units. During 2012, London Luton airport concluded the implementationof this system while Puerto Rico toll roads began its implementation process.90% of the workforce is covered by the Health and Safety committees, the bodiesresponsible for coordinating occupational risk management and monitoringpreventative activities in the area of health and safety. Every business unit has itsown committee except for codad, apr and autopistas del oeste.Of all the actions implemented in the area of prevention, training bears significantweight. In 2012 a total of EUR 1,095,395 was invested in related trainingprogrammes, along with EUR 369,498 in workplace improvement projects.Level of implementation of a health and safety system and OHSAS 18001certification2010 2011 2012Central servicesserviabertis   abertisinfraestructuras  abertisfoundation  Toll RoadsSpanishTollRoads(1)  French TollRoads  International Toll Roadsrutas del pacífico elqui   aprTelecommunications abertis telecom   Airportstbi(2)Codad  % Turnover*89.97 %8.15 %91.68%5.14 %96.21%0.42 %(1) SpanishToll Roads have an integrated system of certification.(2) Orlando has a certified system; Belfast, Cardiff and London Luton have systems inplace, but which are not yet certified.*In relation to the total scope of the report. Implemented and certified ImplementedIn the process of being implemented
  • 49. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report49The number of accidents has decreased to 312 (203 men and 109 women).Accidents involving bumps or falls, in particular those associated with tripping orslipping, are the most common in airports, whereas bumps, falls and poor postureare the main causes of accidents on toll roads.Prevention campaigns carried out by the various business units include legalaudits in the area of occupational risks, 12 risk assessments and 52 planned visitsto SpanishToll Roads. In telecommunications, a total of 61 risk assessments, 9drills, 2 hygienic reports, 1,086 medical examinations, evaluation of 44 auditedcentres in line with OHSAS 18001, 29 hygienic evaluations and 42 accidentinvestigations were carried out.Along these lines, London Luton Airport received recognition for its safetystandards and culture, from both ExxonMobil and the airport’s Airside Operationsteam. The award recognises the efforts of the Airside Safety Committee and theAirport Operations Team in implementing a common set of standard safetyprocedures and policies for users of airside operations areas.Evolution16of occupational risk indicators2010 2011 2012Incidence rate 33.22 31.99 32.18Frequency rate 17.85 16.38 16.57Severity rate 0.38 0.52 0.49IncidencerateFrequencyrateSeverityrate2012Men29.17 16.34 0.47Women31.90 18.60 0.592011Men30.94 18.08 0.61Women26.72 14.66 0.3616The data itemised by gender from 2011 for sanef has been adjusted with respect to the 2011 report; giventhat the scope of the 2011 data was greater than the scope of the report, the 2011 indicators were re-calculated.Similarly, the hours worked segregated by gender for Belfast, Gencat and aumar networks andrutas del pacífico and elqui were estimated using staff distribution figures.For elqui, the days not workedaccording to gender were estimated using the distribution of the number of hours not worked.
  • 50. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report508.ADAPTING TO THE NEEDS OF OUR ENVIRONMENTSTRATEGICLINE1: Minimising environmental impactSTRATEGIC LINE 7: Promoting and systematising dialogue channelsPolicy Main features Practical experiences 2012Minimising environmental impactEnvironmental management abertis telecom and Smart cities Results of the second year of “Paquet Vert”Mitigation of climate change Energy saving and efficiency plan Improved access to airports Promotion of Via-T and carpoolingWaste generation and management Improved wastewater management Re-use of electrical and electronic waste E-receipts Implementation of a surface water management plan at LutonBiodiversity management sanef biodiversity audit Promotion of biodiversity around toll roadsNoise management Impact of airport noise Travis, a resource for information on noiseRaising environmental awareness  Aristos continues working to raise awareness among abertis staffSummary ofindicators93% of turnover iscovered by anestablishedenvironmentalmanagement system1.44% of consolidatednet profit is invested inthe environment2.5% reduction intonnes of CO2e (scope 1and 2) with respect toturnover
  • 51. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report51The policyabertiss main objective in its commitment to the environment is to increase thepercentage of business under an established environmental management system,in accordance with the ISO 14001 standard, to improve management andminimise the environmental impact of its activities.Performanceabertis’s commitment to the environment is channelled through theimplementation of environmental management systems in the Group’s differentbusiness units. Using these systems, the organisation keeps abreast of the impactof its activities on the environment, and, based on its policy of continuousimprovement, defines and implements actions to reduce said impacts. In 2012,work begun on the implementation of an environmental management system inPuerto Rico Toll Roads, and the integration of environmental, quality andoccupational risk prevention systems in the various divisions of SpanishTollRoads to form a single integrated management system covering all the toll roadsin Spain. Currently, 93% of the turnover covered by this report has an associatedenvironmental management system implemented.Another aspect regulated by the environmental management systems iscompliance with environmental standards applicable to the activities of thebusiness units, given that one of the systems mandates is to identify saidstandards and subsequently assess and monitor compliance with the requisitesthey establish. Environmental regulation registers cover 97% of the businessturnover. In 2012, SpanishToll Roads received a fine of EUR 6,010 related to awastewater spill occurring in a service area and a maintenance area.A total of EUR 14.7 million has been invested in activities which improve theenvironment, an amount which represents 1.44% of the consolidated net profit.Level of implementation and certification of an environmentalmanagement system according to: ISO 140012010 2011 2012Central servicesserviabertis   abertisfoundation  Toll RoadsSpanishTollRoads(1)   French TollRoads(2)  International Toll RoadsaprTelecommunications abertis telecom   Airports TBI(3)  % Turnover*94.5%* 94.7%* 93.38%*0.42%(1) SpanishToll Roads includes all toll roads manages by abertis in Spain.(2) The portion of sanef with an established system refers to sapn and sanef,although these have not yet been certified.(3) All tbe airports except for Orlando have a system implemented but not yetcertified.*In relation to the total scope of the report. Implemented and certified ImplementedIn the process of being implemented
  • 52. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report52These management systems are based on a cycle of continuous improvementwhich sets objectives on an annual basis, and it is against these objectives thatprogress is evaluated. The following provides details concerning the extent towhich the business units have fulfilled their objectives. Central servicesserviabertis has seen a further reduction in its consumption of resources, andthe abertis foundation has calculated the quantity of emissions associated tovisits to Castellet Castle, although mitigation actions have not yet beendeveloped. Toll RoadsSpanishToll Roads: a new application and common procedure for all networkshas been implemented to identify, extract and assess legal requirements and theconsumption of fuel and water has been reduced. An inventory has been createdof all the points where waste enters public waterways or sewer lines and theexpense associated to this activity has been reduced. Furthermore, collaborativeagreements were signed with companies such as Ambilamp or Ecotic for thehandling of certain wastes.French Toll Roads: its carbon footprint was calculated in 2012 and a number ofenergy audits were performed, along with the drafting of a biodiversity actionplan and the continuation of implemented projects which reduce noise andwastewater.International Toll Roads: in keeping with its objectives in the area of energyefficiency, this area has seen reduced energy consumption through awarenesscampaigns by autopistas del oeste that promoted responsible energy use. Telecommunications: in the area of telecommunications, training wasoffered in 2012 concerning efficient driving for Operations Management staff; ameter was added to the corporate intranet which measures emissions created bythe user, emissions arising from their activity and best practices implemented byeach person; a new database known as “AVALUA” was created which identifiesand evaluates environmental aspects and risks for each centre, facilitatesmonitoring of environmental improvement actions and reduces the environmentalimpacts of telecommunications centres. Airports: Luton also plans to develop a new tool which will provideinformation via a website on the movement of aircraft on runways, so thatpossible deviations or incidents can be monitored. Luton, Belfast and Cardiff haveincreased their percentage of waste recycling and reduced their carbon footprint,along with Orlando.Environmental aspects and measures implementedAnother task included within the scope of the environmental management systemis to identify significant environmental concerns arising from the activity of theGroup. Identifying these significant concerns helps the organisation becomeaware of environmental impacts generated by its activities and designate actionsthat reduce said impacts.The main actions conducted in 2012 to mitigate significant environmental aspectsare listed below, classified according to the different abertis business lines.
  • 53. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report53Most significantaspectsMain measures implemented in 2012Centralservices• Resourceconsumption• Waste generation• AtmosphericpollutionResource consumption:- Replacement of burnt-out lights with high-efficiency lights.- Improved efficiency and monitoring of facilitiesto reduce energy consumption.- Promotion of local and organic products forCastellet catering services.Waste:- Waste sorting in the workplace, vending areasand canteens.- Simplification of hazardous waste collection.Environmental awareness:- Promotion of environmental best practices indaily tasks and environmental courses forworkers of subcontracted firms.- Continuation of the Aristos awarenesscampaign.Most significantaspectsMain measures implemented in 2012TollRoads• Water pollution• Waste generation• Resourceconsumption• Atmosphericpollution• Noise pollution• Activities affectingsoil• Emergencies• Impact onbiodiversity• Health problemsResource consumption:- Installation of light flow regulators in toll boothlighting.- Replacement of lighting in toll booths with LEDlights.- Replacement of sodium-vapour lights at theVillacastín service area.- Energy efficiency audits in French TollRoads facilities.- Greater proportion of recycled paper used.- Start of quarterly monitoring of resourceconsumption in SpanishToll Roads. - Inclusionof receipts, invoices, and advertising campaignsin paper use.- Carbon footprint study and definition of anaction plan in French Toll Roads.- Installation of new meters on the AP4 motorwayto improve detection of breakdowns.Atmospheric pollution:- Replacement of equipment containing R22refrigerant gas with equipment that uses R401.Waste generation:- Implementation of plastic, glass and papersorting containers in 73 service areas and 124rest areas on French Toll Roads.- Improvements to the waste sorting system,unifying the system, the labelling and themanagement conditions for SpanishToll Roads.
  • 54. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report54Most significantaspectsMain measures implemented in 2012TollRoads• Water pollution• Waste generation• Resourceconsumption• Atmosphericpollution• Noise pollution• Activities affectingsoil• Emergencies• Impact onbiodiversity• Health problemsWastewater:- Installation of biofilters at certain toll gates forthe treatment of wastewater before it is released.- Connection to the water supply and sewagenetwork at the Haro toll gate (AP68), andevaluation of future connection to sanitationnetwork for service areas in Logroño and Igay.- Installation of filters at one point along thePuerto Rico toll road to prevent discharge ofpollutants into a nearby pond.Biodiversity:- Reinforcement of enclosure walls to prevent theentry of animals.Noise pollution:- Creation of a strategic noise map on the AP2motorway and two noise studies on the C-32 atCalella and Caldes d’Estrac.- Use of noise reducing asphalt on autopistasdel oeste.- Planting of vegetation to reduce noise onautopistas del oeste.Emergencies:- Drafting of a new emergency plan for Elqui.Environmental awareness:.- Awareness campaigns through Aristos tofoster environmental best practices.Most significantaspectsMain measures implemented in 2012Telecommunications• Impact onbiodiversity• Impact on the soiland aquaticsystems• Atmosphericemissions• Emergencies• Resourceconsumption• Waste generation• Noise pollutionResource consumption- Greenhouse Gas and Water audit at twocentres, and a study on the energy ratings ofthese centres to identify actions focused onreducing CO2 emissions and the use of water andenergy.- Installation of 3 fire hydrants in cisterns for useby fire fighters in the event of fire.- Identification and monitoring of the volume andcapacity of cisterns at 2 centres to improve rainwater management.- Replacement of conventional ballasts withelectronic or LED ballasts in an office building inone of the areas.- Pilot testing of installation and replacement ofconventional ballasts with LED ballasts.- Replacement of existing power rectifier formore efficient rectifiers in ten centres.- Study of energy efficiency of the Tres Cantosbuilding to identify potential efficiency actions toimplement in lighting and heating/airconditioning systems.- Installation of water aerators and/or dual flushfixtures in the restrooms of three centres.
  • 55. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report55Most significantaspectsMain measures implemented in 2012Telecommunications• Impact onbiodiversity• Impact on the soiland aquaticsystems• Atmosphericemissions• Emergencies• Resourceconsumption• Waste generation• Noise pollutionAtmospheric pollution:- Replacement of 30 units containing R22refrigerant gas, and replacement of gas in afurther 140 machines.- Inventory conducted of transformer switchgearscontaining sulphur hexafluoride (SF6).- Efficient driving course for staff.Waste:- Recovery of 80% of hazardous waste and 100%of non-hazardous waste.Wastewater:- Installation of systems that warn of sludgeoverfills in two septic tanks.Noise pollution:- Soundproofing of seven centres.Spillages:- Implementation of containment measures fordiesel spills in tank loading and unloadingoperations at two centres located in protectedareas.- Distribution of battery acid spill correction andprevention kits.- Distribution of containment pallets for batterystorage to all waste storage points.- Distribution of complementary materials forcentres with diesel pumps for service vehicles.Training and awareness:- Inclusion of CO2 emission meter on theintranet.Most significantaspectsMain measures implemented in 2012Airports• Noise pollution• Resourceconsumption• Atmosphericpollution• Water pollution• Soil pollution• Waste generation• Emergencies• Health problems• Impact onbiodiversityEnvironmental management:- Implementation in sabsa of a system ofmonitoring and controlling environmental aspectson a six-monthly basis to confirm the non-existence of new impacts.Resource consumption:- Implementation of water saving systems in newtoilet fixtures in Belfast.-Implementation of a new energy use monitoringsystem which provides more detailed informationand hence improved energy use.-Transition to use of electronic receipts atOrlando airport to reduce consumption of paper.-Approval of surface access strategy at Luton.Noise pollution:- Drafting of an environmental action plan atBelfast.-Soundproofing of homes affected by noisepollution at Stockholm Skavsta.-Improvement in monitoring of noise in Belfastairport airways.-Preferential routes at Cardiff.- Development of continuous monitoring systemsfor Luton flights.Waste:- Adaptation of Luton’s waste managementprocedures to improve recycling levels.
  • 56. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report56Most significantaspectsMain measures implemented in 2012Airports• Noise pollution• Resourceconsumption• Atmosphericpollution• Water pollution• Soil pollution• Waste generation• Emergencies• Health problems• Impact onbiodiversityWastewater:-Management of toxic loading of wastewater viaspecific collection at Stockholm Skavsta.-Use of constructed wetlands to treat wastewaterrunoff.For 2013, abertis’s lines of business have set a number of environmentalobjectives that are defined within the framework of the environmentalmanagement system, which include: Central servicesserviabertis has set objectives to maintain water and energy consumptionlevels, reduce the consumption of paper per person and increase sorting of waste.The abertis foundation, in turn, plans to work on reducing the consumption ofdiesel and materials, as well as ensuring that events taking place at the Castelletcastle are more environmentally-friendly. Toll RoadsThe objectives set by SpanishToll Roads for 2013 include the running of energyaudits, review of strategic noise maps, replacement of refrigeration equipmentcontaining R22 refrigerant gas, connection of certain service areas to municipalwater supply networks and improved management of the wastewater of certainservice areas (replacement of OMS wells with septic tanks or connection tosewage system).French Toll Roads has set an objective to conclude the various projects stillrunning, which seek to reduce noise pollution and minimise the impact that mayarise in the event of wastewater spills. In addition to concluding construction onEco-pôle (a building that incorporates ecodesign criteria), it has extended itscarbon footprint calculation to include scope 3 emissions, it has completed itsbiodiversity audit and put some initial measures into effect.The objectives set by International Toll Roads for 2013 involve improving rainwater treatment and hazardous substance spill preparedness training for PuertoRico, reduced paper consumption, better waste collection and the disseminationof environmental best practices between community and employees in the case ofautopistas del oeste. TelecommunicationsThe objectives set by the telecommunications branch are geared towards ongoingimprovement of the environmental management system already implemented. AirportsThe objectives set by the Group’s airports are aimed at reducing CO2 emissions,improving energy efficiency, reducing water use, improving waste sorting andincreasing the percentage of recycled content.
  • 57. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report57Practical experienceabertis telecom and Smart citiesThroughout 2012 abertis telecom actively participated in a variety of Smart City-related events, which welcomed industry experts who have been developing solutionsand technologies that transform cities and promote relations between government and citizens.In addition, abertis telecom has participated in projects such as the initiative signed with Barcelona City Council. This project will study an integrated set of electronic,computer and sensor-based tools that offer new techniques applicable to the intelligent management of Barcelona; it will also validate integration of these technologicalsolutions and their results. Other actions will be implemented within the scope of this agreement: Exploration of new areas for projects with a wider focus and impact at the European level, such as the i-City project. Throughout 2012 work continued on thisinitiative, which is a three-year project backed and financed by the European Commission. The aim of this project is to develop a European test environmentwithin the framework of “Smart Cities”, through the creation of Smart City “pilot cities” in Barcelona, London, Genoa and Bologna, to test applications andservices of clear interest for citizens and public authorities. abertis telecoms role in this project, which began in January 2012, is to coordinate work packagesfor the implementation of the platform and any developments needed for its adaptation to the different characteristics of each city. To develop a promotional strategy geared towards the general public and the private sector that highlights the economic, mobility-related, social and governmentinitiatives offered by Barcelona City Council, presenting the initiative as an R&D project called the “Urban Platform”. abertis telecom will manage thetelecommunications and services infrastructure for those companies interested in participating in the platforms research process. To jointly explore and collaborate in the definition and promotion of the “City Protocol”, a Barcelona City Council certification system which will foster theeconomy of urban innovation. The aim of this initiative is to promote the creation of standards, integration of platforms and development of urban technologyand solutions that focus on efficiency in resource use, environmental sustainability and the social and economic progress of cities.Another example of a project developed by abertis telecom in the field of Smart cities is the agreement signed between abertis telecom, Indra and the City Councils ofSant Cugat del Vallès and Lleida. This agreement defines the conditions for collaboration, with the aim being to transform both cities into leaders in energy efficiency,quality of public services and environmental protection by optimising the management of services such as lighting, mobility and rubbish collection.Also worthy of mention is abertis telecoms participation in the Smart City World Congress held in November in Barcelona, where it presented its Smart Network. SmartNetwork is a network of three technical facilities located in Barcelona, Madrid and Valencia, which has been designed based on the specialist fields of action required by anintelligent city. Allowing urban managers and companies to test, evaluate and implement different solutions and applications developed for the city of the future, SmartNetwork is made up of: A SmartZone, installed in the environment located at the Barcelona headquarters. A scaled-down model of a city, the system allows users to test a variety ofprocesses, ranging from the collection of data from sensors and cameras and their transmission via wireless communication networks to the monitoring andmanagement of services and applications that use collected data, all from a control room.
  • 58. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report58 The Control Room is located at the operator’s headquarters in Torrent (Valencia) and specialises in security and emergency applications and services. It containsTETRA technology features (modems, vehicle-mounted solutions and information systems). The SmartZone specialised in video and city applications will be located at the headquarters of abertis telecom in Tres Cantos (Madrid). This environmentincludes equipment used to develop advanced video-handling applications, manage data and implement solutions that will facilitate and improve contact betweenthe public and the services provided by the public authorities (car parks, traffic, information and security).abertis is currently promoting the Smart Partner Program which will offer an environment that favours creativity and innovation in the Smart field. Participating in thisenvironment are the various players within the Smart City ecosystem. It is oriented to organisations interested in working together to develop the city of the future.Currently there are 21 companies participating in the programme.Results of the second year of “Paquet Vert”2012 marked the second year of this collaborative project created by French Toll Roads and the French government. sanefwill invest EUR 250 million over three yearsto improve the integration of its infrastructures within their natural surroundings and to improve the services provided to toll road users. To date, all of the programmedstudies have been concluded, taking the projects to 60% of their completion. Investments are being made in five areas: reduction of CO2 emissions, protection of waterresources, noise pollution abatement, conservation of biodiversity, development of arboreal heritage and deployment of ecodesign. The status of the various projects isdescribed below: Reduction of CO2 emissions: Electronic toll gates have been installed at all toll road networks for light vehicles in the A1 and A29 networks and the sapngates.Electronic toll gates for trucks are available on five networks. Protecting water resources: the aim is to implement the same water conservation measures used in current construction projects for roads built before the1992 Water Act. Enquiries to the body responsible for water resources were made in 2010, and at present all the toll roads in the network have sludge dryingbeds, sewers and collectors, while water crossings, which are under construction in sapn, have been rehabilitated. The sludge drying beds treat sludgeoriginating from runoff drainage tank cleaning activities, reducing the volume of sludge transported to treatment centres. Noise protection: after identifying the homes most affected by noise, noise barriers were installed on the A1 network and construction of barriers in three morenetworks is currently underway. A study is currently underway in another network. Similarly, 70 individual agreements have been signed to install noise barriersin the windows or façades of affected homes. Conservation of biodiversity and development of arboreal heritage: a biodiversity inventory was conducted, its primary aim being to compile a list ofexisting species of interest in the green areas surrounding toll roads and to define actions that favour or improve the conservation and development of thisbiodiversity. 2012 saw the release of several specimens of European hamsters, a landscaping programme began with the replacement of aging trees along tollroads and work continues on the biodiversity audit.
  • 59. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report59 Deployment of the ecodesign concept: Featuring an ecologically-friendly design, the Eco-pôle building makes use of environmentally-friendly materials,renewable energy systems and is designed to be energy efficient. It will be one of the first energy-plus buildings (BEPOS) in France. Construction work began thisyear and will be completed in 2013. As part of the eco-concept deployment, two prototypes were created for the Beauchêne sud and Chevrières rest areas.Making use of optimal environmental techniques and practices, these measures will be gradually extended to all rest areas. Improvements are underway on thesanefrest area, which will take into account environmental criteria such as waste sorting and wastewater treatment.
  • 60. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report608.1. Mitigation of climate changeThe policyTimeline of the response to climate change2007abertis participates as a stakeholderin the Catalan convention on climate change2011- Celebration of the 17th UN Climate Change Summit- abertis enters into the Carbon Disclosure Leadership Indexwith 85/100 on the CDP Iberia 1252008Elaboration of the abertis Energy Efficiencyand Savings Plan2009- Introduction into the Carbon Reduction Commitment- Continuation of participation in the CarbonDisclosure Project2010- Celebration of the 16th UN ClimateChange Summit- Study on indirect emissions from motorway use09/09/2012- Continuation and response to CDP- abertis responds to the Bilan Carbonlegislation and Carbon Reduction Commitment2012Consumpton•OptimizeconsumptionRecursos•Hydraullic•Energy•MaterialsMitigation•Mitigationof climatechange
  • 61. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report61PerformanceIn 2005, abertis drafted its climate change mitigation strategy based on threemain tenets: Optimised use of natural and material resources Establishing the use of renewable energy and fuels with lessenvironmental impact Extending the commitment to mitigate climate change to employees,customers and suppliers.After joining the project promoted by the Carbon Disclosure Project (CDP) in2008, abertis has made significant progress in the management andidentification of risks and opportunities for the Group in the area of climatechange.From a general perspective, efforts are being made to identify risks andopportunities following the classification proposed by the CDP. These include risksrelated to regulation, changes in the physical climatological parameters andchanges in other climate-related aspects, taking into account both direct andindirect risks that may have an effect on customers or suppliers.Accordingly, and in view of the influence of climate change on the variousactivities carried out by the organisation, the following risks have been identifiedthat may be relevant to the Group:Toll Roads: The approval of the new regulations on limits to atmosphericcontamination could have an occasional impact on traffic levels. Similarly,changes in the pattern of precipitation could entail an increase in costs arisingfrom maintenance and traffic interruptions, along with the increased use ofmaterials needed for snow and ice removal.The appearance of warmer and drier summers may cause problems on accessroads due to prolonged exposure to high temperatures, while the increase inextreme weather events may increase interruptions to traffic, as well as damageto facilities.Telecommunications:Changes in weather patterns due to climate change, forinstance changing patterns of precipitation or the increase in the frequency ofextreme weather events, may cause damage to facilities and serviceinterruptions. Similarly, warmer and drier summers could bring about an increasein the consumption of energy for air conditioning in centres.Airports: One of the most important regulatory changes this past year was theinclusion of emissions derived from aviation in the European Emissions TradingSystem. The real impact has yet to be identified, although some studies predict apotential rise in costs for companies which may be passed on to otherstakeholders.The vulnerability of airport activities to weather events means that any riskassociated with climate change is a part of their day-to-day operations. Mild andrainy winters tend to generate a greater number of foggy days; the higher thenumber of foggy days, the greater the use of generators for lighting facilities.Similarly, increased precipitation may cause flooding, an increase in operationalcosts associated to lower visibility, a greater demand for maintenance, more flightcancellations and the appearance of more birds. Warmer and drier summers mayentail an increase in energy consumption for air conditioning in terminals and anincrease in migratory birds.A higher frequency in extreme weather events may cause damage to facilities,flight cancellations, changes to flight plans and difficulties in accessing airportswhich could bring about shortages of staff needed to address said weatherconditions. Greater amounts of snow and ice may entail an increase in the use ofchemical substances needed for deicing aircraft.Yet the CDP also identifies potential opportunities related to climate change,which it categorises in the same manner (opportunities arising from regulatorychanges, climate change and other climate-related parameters). It is thereforeimportant to understand that while extreme weather events may cause damageto infrastructures, these cases may represent an opportunity to incorporate newtechnological elements and materials in their construction.Similarly, higher taxes associated with fuel and CO2 emissions may makeinvestment in new energy-saving technology more cost effective. Moreover, theapproval of new regulations, such as the Carbon Reduction Commitment,represents an opportunity to enhance energy efficiency, reduce CO2 emissionsand improve positioning.
  • 62. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report62Finally, an optimised use of natural resources constitutes one of the maincomponents in the fight against climate change. The implementation of newinformation technology in the management of municipal resources will improvethe use of said resources and hence the demand for these services will increase.In 2012, the companies that make up abertis implemented a number of actionsthat aimed to reduce their environmental impact. These actions focused mainlyon the areas of lighting and air conditioning/heating, their aim being to improveenergy efficiency and reduce energy use, thus reducing the CO2 emissionsassociated with this use. The main actions include: Replacement of existing lighting with more energy efficient lighting. Replacement of conventional ballasts with electronic ballasts. Installation of high-efficiency power rectifiers. Installation of flow regulators. Implementation of a timed lighting control system. Implementation of a timed HVAC control system. Setting and optimising of building temperatures. Disconnection of coolers during winter months. Disconnection of primary air pre-treatment system in accordance withexterior temperature. Optimisation of boilers. Closing of facilities during closing periods (e.g. closing the gym duringthe holiday period). Reduction in the amount of paper used in marketing materials and theuse of e-receipts. Promoting the use of Via-T.The source of emissions at abertis,in accordance with the Greenhouse GasProtocol(the most widely-used accounting tool for greenhouse gas emissions),can be broken down into the following types: Scope 1: Direct emissions originating from direct consumption of fuels(natural gas, liquid fuel and liquefied petroleum gas). Scope 2: Indirect emissions derived solely from electricity consumption.The conversion factor for emissions derived from electricity consumptionvaries according to the country where the electricity is generated, whichin turn depends on the energy sources said country uses to generate itselectricity. Scope 3: Other indirect emissions resulting from abertiss activity, thesources of which are not owned or controlled by the organisation. Theseinclude emissions derived from the consumption of materials, water andpaper, management of the wastes generated, paper and cardboard,glass and remaining fractions, and transportation of on-duty staff by air,rail or bus. Under this last category, Orlando airport has only reported anestimated figure for domestic flights. Stockholm airport has onlyreported data on international flights and rail.The carbon footprint is calculated using data on the consumption of energy andother items (materials, water, etc.), and the amount of waste generated,corporate travel and other items that are included in scope 3.The data used in carbon footprint calculations are the same as those contained inthe report; this means that the limitations in the range of data presented in thereport and hence used in the footprint calculation will be reflected in the scope ofthe CO2e emissions data. Information on elqui’s consumption of metal andconcrete, paper consumption data from rutas del pacífico, or water used byelqui or rutas del pacífico have not been included.
  • 63. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report63CO2e emissions in 2012 by country (tonnes)Scope 1 Scope 2 Scope 3 TotalArgentina 1,309.27 3.,972.83 76.89 5,358.99Bolivia 578.32 5,708.84 154.59 6,441.76Chile 2,453.24 3,116.96 421.87 5,992.07Colombia 261.77 9.37 0.36 271.50Spain 8,039.31 49,654.40 27,525.05 85,218.76France 17,269.97 3,439.02 30,351.07 51,060.06Puerto Rico 52.46 385.42 14.25 452.13United Kingdom 6,356.20 28,032.24 530.43 34,918.87Sweden 1,086.17 258.62 571.32 1,916.11United States 337.12 5,942.39 25.23 6,304.74Total 37,743.83 100,520.09 59,443.70 197,707.62CO2e emissions in 2012 by business sectorTotal emissions (tonnes)Toll Roads Telecom Airports CentralScope 1 26,191.78 2,904.43 8,619.58 28.04Scope 2 22,146.99 36,421.47 39,951.46 2,000.17Scope 3 55,442.81 2,480.76 1,281.94 494.75Total103,781.58 41,806.66 49,852.98 2,522.96Emissions according to turnover (tonnes of CO2e per million €)Toll Roads Telecom Airports CentralScope 1 8.79 7.58 32.80 5.02Scope 2 7.43 95.01 152.02 357.75Total Scope 34.82 109.06 189.69 451.26Emissions by activityToll Roads(t CO2e/ADF)Telecommunications(t CO2e/Technical Centre))Airports(t CO2e/ThousandPAX)Scope 1 1.24 0.04 0.37Scope 2 1.05 0.50 1.72TotalScope4.92 0.57 2.14Evolution of CO2e emissionsCO2e Emissions (t) 2010 2011 2012Scope 1 39,979.78 37,461.68 37,743.83Scope 2 113,673.61 101,339.91 100,520.09Scope 3 170,492.13 146,521.80 59,443.70Total 324,145.52 285,323.39 197,707.62Per million € turnoverscopes 1 and 241.51 39.05 38.07Per million € total turnover 91,20 80,26 54,50In 2012, the emissions reported by abertis decreased with respect to theprevious year, falling by 31% in absolute terms and 32% relative to turnover.This reduction is mainly found in scope 3 due to the decrease in the consumptionof materials as fewer construction projects were carried out in 2012 on toll roads.If scopes 1 and 2 are taken into account, direct energy consumption and indirectconsumption of electricity, the figure (relative to turnover) fell 2.5% with respectto the previous year, which indicates improved energy efficiency.
  • 64. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report64Evolution of emissions by business sector2010 2011 2012Evolution2011-2012Toll Roads (t CO2e/ADF)9.40 8.58 4.92 -48%Telecommunications (tCO2e/Technical Centres)0.86 0.56 0.57 2%Airports (t CO2e/Thousand PAX) 2.59 2.20 2.14 -3%Of note is the decrease in emissions from toll roads owing mainly to the decreasein materials consumption. The increase seen in telecommunications is due to theinclusion of new data in scope 3, attributable to worker travel and otherparameters, as indicated by the data relating to activity. This figure takes intoaccount scopes 1 and 2, which is 0.54 t of CO2e per technical centre, representinga reduction of 3.5% over the previous year.Evolution of CO2e emissions by countryEvolution of CO2e emissions by business sectorEvolution of CO2e emissions by source050.000100.000150.000200.000250.000300.000350.0002010 2011 2012t.CO2eqSpainUnited KingdomUnited StatesSwedenBoliviaColombiaChileFrancePuerto RicoArgentina050.000100.000150.000200.000250.000300.000350.0002010 2011 2012t.CO2eqCentral servicesAirportsTelecommunicationsToll Roads050.000.000100.000.000150.000.000200.000.000250.000.000300.000.000350.000.0002010 2011 2012t.CO2eqNatural gasDiesel grade CBiofuelDiesel grade APetrolLPGElectricityAir tripsTrain tripsBus tripsCar tripsMaterialsWasteWater
  • 65. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report65The business units of abertis monitor and check regulations relating toatmospheric emissions (boilers, vehicles, generators, etc.) existing in thecountries where the Group operates and analyse compliance with therequirements stipulated in said regulations. Depending on the activity carried out,atmospheric emissions are evaluated by the companies as a significantenvironmental aspect. In the case of autopistas del oeste and sabsa, Luton,Stockholm Skavsta and Belfast airports, a number of atmospheric pollutants aremonitored, including NOx, CO and PM10.Water consumption17The source of water consumption in the business units includes own sources(mainly wells) and water supply companies. In 2012, 72% of the water consumedcame from a water supply company and 21% from wells.Water consumption in relation to sectorToll Roads(m3/ADF)Telecommunications(m3/Technical centres)Airports(m3/ThousandPAX)2010 26.81 0.13 21.522011 27.94 0.11 17.632012 18.24 0.12 18.66Trend in water consumption in abertis17Data from rutas del pacífico and elqui have not been included, nor was the water consumption ofchannels and reservoirs located on the AP7/AP2 acesa network.Water consumption by sectorWater consumption in relation to turnover, by business sectorThe variation observed in toll road water consumption, which fell by 38%, ismainly due to the AP68 Ebro networks exclusion of water consumption figuresfrom service areas that had hitherto been included. Overall, a slight increase wasobserved, which was more accentuated in the case of telecommunications.3072952320 100 200 300 400m3/million EUR turnover20122011201017.070603.6208.231463.11413.249619.9088.008407.03214.607384.4929.095434.3490200000400000600000800000Central services Toll roads Telecommunications Airportsm32010 2011 20124.457209 192.0461.797213 201.6972.613129 241.65301.0002.0003.0004.0005.000Central services Toll roads Telecommunications Airportsm3/millionEURturnover 2010 2011 2012
  • 66. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report66Energy consumptionThe main source of energy for the Group is electricity, which in 2012 represented72% of the energy consumed by the companies included in this report.Distribution of energy consumptionElectricityThe consumption of electricity shown for Central Services corresponds both toelectricity consumed at the corporate offices, located in the Parc Logístic de laZona Franca,and electricity used in Castellet castle, the headquarters of theabertis foundation.Electricity consumption in relation to sectorToll Roads(MWh/ADF)Telecommunications(MWh/Technical centres)Airports(MWh/ThousandPAX)2010 5.09 3.37 4.092011 5.16 2.17 3.792012 5.41 2.08 3.76Evolution of electricity consumption at abertisElectricity consumption by business sectorElectricity consumption in relation to turnover, by business sectorElectricity consumption figures have remained practically steady in absoluteterms, showing a slight decrease in all activities in relation to turnover. Thevariation in the central services figure is due to the change in turnover, since inabsolute terms, this figure showed a slight decrease. This report includes the72,46%6,03%21,08%0,43%0% 20% 40% 60% 80% 100%ElectricityNatural gasLiquid fuelsLPG1191051000 20 40 60 80 100 120 140MWh/million EUR turnover2012 2011 20108.904114.724212.78488.1038.498114.397162.48987.4998.405113.999 153.04687.554050.000100.000150.000200.000250.000Central services Toll roads Telecommunications AirportsMWh2010 2011 20122.325404853891.152394043651.5033839933305001.0001.5002.0002.500Central services Toll roads Telecommunications AirportsMWh/millionEURturnover2010 2011 2012
  • 67. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report67electricity consumption data for rutas del pacífico which could not be included inthe 2011 report as it was unavailable.If the relative values by activity are taken into account, a decrease is observedexcept in the case of toll roads, whose data was affected by the decrease inactivity.Natural gasThe Groups airports represent the main consumers of natural gas, accounting for80% of the total natural gas consumption.Natural gas consumption in relation to sectorToll Roads(MWh/ADF)Telecommunications(MWh/Technical centres)Airports(MWh/ThousandPAX)2010 0.263 0.004 1.1052011 0.241 0.002 0.9622012 0.278 0.002 1.037Evolution of natural gas consumption in abertisNatural gas consumption by business sectorNatural gas consumption in relation to turnover, by business sectorIn absolute terms, natural gas consumption has increased in the various businessunits except for central services, with toll roads and telecommunicationsexperiencing the greatest increase (10%). If consumption is viewed in relation toturnover, values have remained steady with a slight decrease of 1% in airports.8,437,818,320 2 4 6 8 101MWH/million EUR turnover201220112010205.92125523.766215.34316222.221225.87017824.14205.00010.00015.00020.00025.00030.000Central services Toll roads Telecommunications AirportsMWh2010 2011 20125 20,581053 2 0,40934 2 0,4692020406080100120Central services Toll roads Telecommunications AirportsMWh/millionEURturnover2010 2011 2012
  • 68. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report68Liquid fuelThe main consumer of liquid fuels in abertis is its fleet of vehicles, whichaccounts for 84% of the total consumption.18Liquid fuel consumption by business sectorLiquid fuel consumption in relation to business sectorToll Roads(litres/ADF)Telecommunications(litres/Technical Centres)Airports(litres/ThousandPAX)2010 373.95 22.05 83.682011 350.69 15.58 86.682012 387.90 14.53 63.4718The 2011 figure for Skavsta was modified as a variation was detected in the data.The liquid fuelconsumption data for rutas del pacífico and the mobile sources for elqui were excluded as estimation ofthese amounts was not possible.Gasoline consumption at Orlando was not included.Liquid fuel consumption in relation to turnover, by sectorTrend in liquid fuel consumption in abertisThe absolute values of fossil fuel consumption increased over 2011 in toll roads(5%) and central services (33%), while a decrease was observed in airports(26%) and telecommunications (8%). A similar trend was seen both inconsumption in relation to turnover, with reductions of 33% in airports and 4% intelecommunications, and by activity, where the three business units showdecreases: 27% in airports, 7% in telecommunications and 11% in toll roads.68.4211.391 1.80177.7801.1642.00198.1771.0671.47801.5003.0004.5006.0007.5009.000Central services Toll roads Telecommunications AirportsThousandoflires2010 2011 20121.6342.9193.1697.9568982.678 2.8958.3451.5702.744 2.7835.62201.5003.0004.5006.0007.5009.000Central services Toll roads Telecommunications AirportsLitres/millionEURturnover2010 2011 20123.2693.0812.9540 500 1.000 1.500 2.000 2.500 3.000 3.500litres / million EUR turnover201220112010
  • 69. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report69Consumption of materialsThe materials which are used the most at abertis are those used in toll roadconstruction and maintenance (asphalt conglomerates, aggregates and concrete)as well as salt utilised for deicing in airports and toll roads.Material consumed(t)* 2010 2011 2012% recycledmaterialconsumedAggregates 2,189,623 2,164,909 1,073,683 22.34%Asphalt 866,396 788,079 546,914 0.75%Concrete 303,501 333,420 148,453 20.05%Metal 27,225 19,722 6,057 0.00%Paint 12.636 2.566 1.735 0,00%Paper 261 262 203 22,22%Salt 151.057 30.780 46.751 0,00%Antifreeze and de-icing fluid1.697 2.318 117 0,00%* Consumption of concrete and metals by elqui have not been included, nor have the dataon paper consumption from rutas del pacífico as no reliable data exists on the quantitiesused.The reduction in consumption of asphalt aggregates and conglomerates withrespect to 2011 is mainly attributable to the decrease in construction works ontolls roads operated by abertis.In addition to the materials found in the above table, in 2012 266.15 tonnes oftack coat was consumed by SpanishToll Roads and 80,658 tonnes of soil wasused by French Toll Roads.Consumption of antifreeze and deicing fluids in airportsMetric tonnes* Aeroplanes Runways Total2011 2012 2011 2012 2011 2012Type 1 deicingfluids528 296.9 467 516.2 995 813.1Type 4antifreeze fluids31 68.1 0 0.00 31 68.1Total559 365 467 516.3 1,026 881.2*2011 data was recalculated to take into account a density of 1.04kg/l instead of 1kg/l.The consumption of salt and deicing fluids is directly related to the weather seenduring the winter months, hence the significant differences between periods.
  • 70. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report70Practical experienceEnergy saving and efficiency planThe business units of abertis continue to work on optimising and reducing energy consumption derived from their activities, to improve energy efficiency and reduce theircarbon footprints. The main actions carried out in this regard in 2012 are detailed below:Central servicesThe abertis foundation continues to apply its environmental best practices to its day-to-day activities, replacing all burnt-out light bulbs with low-energy lights.serviabertis, in turn, has implemented a number of actions related to lighting, heating and air conditioning in buildings. The following measures have been implemented: A schedule has been designated for air conditioning/heating and lighting in accordance with building activity. Disconnection of coolers during winter months and of the primary air pretreatment system according to outdoor temperatures. Optimisation of temperature settings in offices, designation of settings in gymnasium air conditioning/heating regulators and separate control systems forauditoriums. The closing of facilities during periods of non-activity (e.g. vacation periods) Implementation of energy savings measures for Data Centre air conditioning in accordance with service requirementsToll RoadsDuring 2012, SpanishToll Roads replaced existing lighting fixtures with more efficient fixtures, installed flow regulators and carried out a number of awareness-raisinginitiatives as part of the Aristos campaign. French Toll Roads continues its implementation of new electronic toll gates in its road network, and autopistas del oeste, inaddition to various communication campaigns regarding best practices oriented to employees (posters, computer screen messages, etc.), has created a specific energyefficiency programme.TelecommunicationsThe measures implemented by the telecommunications branch were mainly geared towards energy consumption in lighting, attaining greater efficiency through thefollowing measures: Replacement of conventional ballasts with LED ballasts in a centre, as a pilot test. Improvement of lighting at an office in San Sebastian:o Replacement of incandescent light bulbs with compact, first-generation fluorescent light bulbs.o Replacement of 100 W halogen lights with 11 W LED lights.o Use of high-efficiency fluorescent lights.o Replacement of conventional ballasts in fluorescent lamps with electronic ballasts.o Replacement of mercury-vapour lamps with metal-halide lamps.
  • 71. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report71 Replacement of existing power rectifiers with high-efficiency rectifiers in 10 centres. Improvement in heating/air conditioning at the Carrascoy centre. Study of energy efficiency of the Tres Cantos building to identify potential efficiency actions to implement in lighting and heating/air conditioning systems.AirportsBelfast airport replaced its restroom lighting with LED lighting and implemented a consumption monitoring system which provides more detailed information to increaseenergy efficiency.Improved access to airportsAirport accessibility, either via public or private transportation, is an important part of airport management, as are the impacts it has on mobility. That is why, throughout2012, a variety of measures were implemented to improve the surface access of airports. The measures implemented at London Luton, Cardiff and Stockholm Skavsta aredetailed below:Luton airport surface access strategy2012 saw the final approval of Luton Airport’s surface access strategy, once the public consultation period lasting from November 2011 to January 2012 had closed and theinputs to the consultation process had been studied. The strategy views communication with the various stakeholders as an important element and that is why its contentwas agreed upon with stakeholders during the public consultation process.The strategy, which will be implemented from 2012 to 2017, contains two basic objectives: To increase the number of passengers arriving to or leaving Luton airport by way of public transport by more than 40%. To reduce airport staff who commute by private car to 60% or less.To achieve these objectives, the strategy includes a number of actions. In 2012, the following were implemented: Working with the Luton Council to draft a marketing strategy that incentivises passengers and airport staff to use public buses. Supporting the bus operator to improve the service by improving timetables or increasing the frequency of buses, and supporting the rail company in order toincrease express train frequency to two trains per hour. Creating a work group to study capacity and adapted stops in the terminals for individuals with reduced mobility. Offering priority parking spaces for carpooling.The strategys drafting, approval and subsequent implementation was carried out through the Airport Transport Forum. Members of the forum include individuals whorepresent road and transport authorities, public transport operators and members of the Luton Airport Consultative Committee. To monitor strategy measures, a set of
  • 72. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report72indicators have been defined that will help assess implementation and the effects of the actions undertaken.Improvement to the bus service between Cardiff train station and airportThe bus service running between the Cardiff train station and airport was improved. This measure involved the addition of a new stop in the St. Athan business district,thereby linking this major economic area to the airport.New access road to Stockholm Skavsta airportThe Stockholm Skavsta airport now has a new access road which includes a special lane for pedestrians and another for bicycles, which are physically separated from theroadway.Promotion of Via-T and carpoolingIn order to reduce emissions arising from the use of private vehicles on motorways, abertis continued promoting two services during 2012: carpooling and Via-T. Carpooling: In 2011, abertis launched its website, offering those interested in sharing their vehicle the opportunity to contact otherinterested drivers. Since its launch, the service has been used by more than 10,000 people. Long-distance routes are the most requested, in particular thoserunning between Barcelona and Madrid (27%), Madrid and Valencia (23%), Malaga and Madrid (15%) and between Malaga and Valencia (15%). The service is alsoused for trips within cities. In Madrid, 251 users shared their vehicles on 115 routes, and in Catalonia, 525 users shared 330 routes. Via-T: This payment system is a measure which helps reduce emissions from vehicles travelling on motorways. That is why abertis has been promoting thispayment system among its toll road users for several years. Both the proportion of payments made through Via-T and the proportion of revenue from paymentsmade via this system have increased in recent years, with 2012 seeing an increase of 3% and 5% respectively.2010 2011 2012Average Via-T payments on toll roads 32% 33% 34%Via-T revenue 36% 37% 39%To further promote the use of Via-T as a payment method, the following actions were undertaken in 2012: Agreement between abertis toll roads and Sabaabertis toll roads and Saba jointly launched a campaign during the Christmas season to advertise and promote the use of Via-T. This electronic payment systemallows users to travel without interruption, and now users can also park their vehicles without stopping or collecting a receipt.Via-T customers who signed up for this campaign obtained 10 euros as a gift towards toll roads and a 5% discount on car parks; Saba Via-T customers obtained 20euros towards tolls and 10 euros and additional discounts for use at Saba car parks.Since this system had previously only existed as a payment system at car park exits, the launch of the campaign was timed to coincide with the implementation of
  • 73. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report73the system at entrances to Saba’s Barcelona car parks. Before this campaign was launched, a pilot test was conducted in Barcelona. Its results showed that Via-Tis used in car parks more than 40% of the time and 50% in the case of subscribers. Pilot tests were also conducted in the city of Santiago de Chile. Migration of professional cards to Via-TIn an effort to reduce the high incidence of fraud that occurs in the use of professional cards issued by non-financial institutions (which are easier to falsify),abertis toll roads, along with a number of non-financial institution card issuers, implemented a measure to replace these cards with Via-T cards.As of 1 January 2013, professional cards issued by non-financial institutions will not be accepted as a form of payment for vehicles with a maximum authorisedmass (MAM) equal to or higher than 3.5 tonnes. It is hoped that this change will reduce payment fraud and increase the flow of heavy vehicles through toll gates.To favour acquisition of the Via-T card by carrier companies, the card includes discounts and advantages. This initiative was accompanied by a majorcommunication campaign which included the following actions:o Mailing to national and international transport associations, and design of mailing items for non-financial institution card issuers.o Publicity with transportation company associations, chambers of commerce, the Association of Spanish Toll Roads, Tunnel, Bridge and Toll Gate Operators,etc.o Press release for specialised press in Spain and France.o Reports in specialised magazines.o Communication via specialised blogs and forums and on sites run by abertis toll roads, in addition to distribution of information flyers at all abertis tollroad stations.Between December 2011 and December 2012, the proportion of payments made using cards issued by non-financial institutions fell from 41% to 26% andpayments made using the Via-T system rose from 59% to 74%. Incentives for vehicles on the AP-2Due to the high rate of accidents occurring on national motorway 2 between Fraga and Zaragoza, and in particular between Pina and Alfajarín, abertis toll roadssigned an agreement with the Regional Government of Aragon and the Ministry of Public Works to offer incentives to drivers using the AP-2 between these twopoints. Drivers are offered the following incentives:o Free toll for heavy vehicles between Pina and Alfajarín and discount of 50% between Fraga and Zaragoza, provided that the driver has a Via-T card.o Free toll for return trips for light vehicles, on any route between Fraga and Alfajarín, provided drivers have a Via-T card and are returning within a 24-hourperiod.
  • 74. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report748.2. Waste and wastewater managementThe policyabertis’s main objective with regard to waste is to reduce the amount generatedand improve its management, prioritising reuse and recycling. Another objectivefor abertis is to constantly improve its wastewater treatment and quality.PerformanceWaste generation at abertis has decreased by 68% in relation to the previousyear, down to a total of 176,96719 kg, mainly due to a reduction in constructionwork and the waste generated by the same. As regards waste generation andtreatment data, French Toll Roads has changed its criteria in the calculation ofthis figure with an aim to making the data more exhaustive. This fact, along withthe seasonality of waste collection by authorised waste treatment companies, hasinfluenced the waste treatment figures, which decreased in relation to theprevious year.Evolution of waste generation and treatment19This figure does not include data from codad, sabsa or Orlando.Hazardous Tonnesgenerated% treatedTOTAL HAZARDOUS 2,443.26 44%Used solvents 4.82 18%Used mineral oils 35.28 57%Paints, varnishes, inks and adhesive wastes 5.07 22%Mixed chemical waste 13.36 88%Oil-water emulsion sludges 2,049.08 36%Scrapped vehicles (vehicles) 192.26 100%Scrapped electrical and electronic equipment 97.23 85%Batteries and accumulators 35.64 49%Scrapped parts and equipment 10.51 31%Non-hazardous Tonnesgenerated% treatedTOTAL NON-HAZARDOUS 174,452.62 21%Waste metal (except packaging) 2,026.65 72%Metal packaging 57.36 32%Glass packaging 143.87 99%Paper and cardboard waste (except packaging) 702.10 92%Paper and cardboard packaging 65.60 40%Waste rubber 223.35 51%Waste plastic (except packaging) 169.69 58%Plastic packaging 54.08 99%Waste wood 3,386.33 98%Scrapped electrical and electronic equipment 7.41 63%Organic waste 1,528.47 55%Domestic waste and similar 8,178.96 22%Common dry sludge 200.00 0%Common wet sludge 6,934.43 20%Construction and demolition waste 150,772.77 18%Other chemical preparation waste 1.55 0%In addition to the waste types contained in the table above, there were othertypes disposed of by the Luton airport: 3 refrigerators, 2 computer monitors, 14units of contaminated solids containing chemical waste (12 containing oil and 2containing flammable liquids).153,671 ( 87% )386,088 ( 70 % )37,420 ( 21 % )176,825553,678176,8960 100.000 200.000 300.000 400.000 500.000 600.000201020112012Recovered waste (tonnes) Total waste (tonnes)
  • 75. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report75Waste treatment differed across business units. For both hazardous and non-hazardous waste, treatment generally consisted of recycling or recovery by wayof incineration and energy recovery.Waste generated on international flightsSpecial mention should be made concerning waste generated on internationalflights, since these types of waste are subject to special laws in the case ofBelfast, Cardiff, London Luton, Orlando and sabsa airports. The purpose of thislegislation is to prevent the spread of communicable diseases across borders.Treatment of this waste varies according to the airport: at Belfast, it is compactedand later transported to a landfill site or recycling plant; in Orlando, it isincinerated; in Stockholm Skavsta it is sent to a landfill or incinerated; and atCardiff and Luton it is handled by companies subcontracted by the airlines. Lutonand sabsa airports do not have data on waste generated on international flights.Airports 2012(tonnes)2011(tonnes)Belfast International 248 241Cardiff International 65.6 64Orlando Sanford-US/SBF 90.7 122.8Stockholm Skavsta 57.4 58.7TOTAL 461.8 486.5Wastewater treatment methodsThe activities of the various business units of abertis mostly generatewastewater whose low pollutant load means they can be assimilated withdomestic waste. There are certain areas, e.g. workshops or industrial buildings,which generate wastewater from cleaning activities that may contain oils,hydrocarbons or other substances. The toll roads generated 62,141.60 cubicmetres of wastewater.Wherever facilities are not connected to a public sewage system, they use one ofa number of wastewater treatment systems, including septic tanks, OMS wells,fuel settling tanks or purifiers. 2012 saw a number of wastewater-relatedimprovements, such as the connection of the AP-68 service area to the publicsewage system, a feasibility study on the connection of the Logroño and Igayservice areas to the public sewage systems, and the installation of biofilters atcertain toll gates for the treatment of wastewater before it is discharged. abertistelecom fitted overfill warning systems in two more septic tanks.Wastewater testing is carried out by Iberpistas, the AP-68 Network, the AP7aumar Network, autopistas del oeste and Belfast and sabsa airports. In thecase of Cardiff airport, wastewater is tested by the Environment Agency, whichreports its findings to the airport whenever contaminant levels exceed the limitsstipulated by law. No reports were received in 2012.Belfast and Cardiff airports, along with sanefand apr toll roads, are subject tothe national rainwater regulations of the countries where they are located. Inthose cases where there are no regulations, the airports have the Environmental,Health, and Safety Guidelines for Airports of the International Finance Corporation(IFC) organisation, which cites the measures to perform in order to reduce theenvironmental impact of rainwater.
  • 76. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report76Practical experienceImproved wastewater managementIn 2012, the Haro Toll Area was connected to the municipal water supply and sewage network. Previously, the water used in cleaning and domestic activities by the tollarea was collected in an underwater well and later purified. Wastewater was discharged into a septic tank which served as a primary settling tank, before beingdischarged into the public waterway.Given the increasingly difficult and costly treatment of this wastewater owing to the high concentration of dissolved salts in the soil and the mandatory connection to asewage system wherever possible, the decision was taken to connect this area to the Haro municipal water system.This construction work has improved the quality of the supply water and reduced the environmental impact of discharging wastewater into public waterways.Re-use of electrical and electronic wasteIn 2012, abertis signed a collaborative agreement with Revertia which sets out an integrated electrical and electronic waste (WEEE) management service in whichRevertia will be responsible for collecting this waste. Revertia repairs all equipment that can be repaired and sends it to charitable organisations. The rest of the waste istreated by an authorised waste service.In 2012, Revertia removed a total of 3.5 tonnes of WEEE waste from abertis facilities, 86% of which were CPUs, 3% printers and 11% screens and monitors. Of thiswaste, 12% of the CPUs were re-used, as were 56% of the screens and monitors. By extending the useful life of this equipment and making it reusable, the Groupavoided 133 kg of CO2 emissions. The re-used equipment was donated to four projects run by two organisations in the region of Galicia: Proyecto Hombre and theProvincial Association of Pensioners and Retirees of A Coruña.E-receiptsFor some years now, abertis has been encouraging its customers to replace paper receipts with electronic receipts. In 2011, electronic receipts accounted for 45% of thetotal receipts issued, and in 2012 this figure increased to 60%.Over the course of 2012, new campaigns were launched to promote e-receipts, including the design of a single, downloadable receipt in various regional languages, thedesign of the webpage and another communication campaign targeted to customers. A total of 773 calls to private and business customers were made as part of thiscampaign. Of these, 29% requested the change to electronic receipts.The move to electronic receipts has the following advantages:
  • 77. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report77 A reduction in resource consumption (paper, toner, electricity, etc.) and a reduction in paper waste on the part of customers. Clients have better, faster and more convenient access to information on journeys made on abertis toll roads. Unified invoicing from all the Groups concessionaires. Updated customer database. Promotion of the abertis toll roads website which offers customers other useful travel information.Implementation of a surface water management plan at LutonDeveloped by Luton airport and subject to an annual review, the surface water management plan serves to document the risks associated to the airport surface waterdrainage system and designate the means to monitor and review short- and long-term trends in these risks.The airport uses its own installations for water supply and drainage, while surface water is managed directly by the airport. In 2007, the airport commissioned a study todetermine the exact conditions of the airport’s surface water networks, as well as any improvements needed. Since 2007, various projects have been carried out toimprove surface water management.The first phase of the plan consisted of analysing the extent of surface water coverage, oil settling tanks and catchment areas, and identifying any related informationgaps. During the second phase of the project, in collaboration with the Environment Agency, a letter was sent to companies operating on the airport grounds requestinginformation regarding the storage of chemical substances which could potentially contaminate surface water. According to the information they provided, each companywas associated to an initial risk, on the basis of 3 criteria: The volume of chemical substances in storage. The frequency at which the company operates in areas in which there is a risk to surface water. The existence of substances that could be harmful to health.Once these companies were classified, visits were made to their storage facilities to see stored products and control measures. Based on these observations, a risk levelwas assigned (1 to 6) which was calculated using the frequency of occurrence and severity of risk. After studying the conditions of the facilities and the results from priorphases, a number of priority areas needing action in 2012 were identified, and a plan was defined to enable ongoing improvement of surface water-related aspects,promote best practices in accordance with environmental legislation and ensure progress in implemented and future related measures. This process is the same as thatdefined as part of the environmental management system already in place at the airport.
  • 78. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report788.3. Biodiversity managementThe policyAs part of its commitment to environmental conservation, abertiss CSR strategyincludes a number of actions that seek to minimise the impact of itsinfrastructures on biodiversity, ensuring its conservation and revitalisation.PerformanceOne of the environmental impacts of the activities carried out by abertis is itsimpact on biodiversity in the areas where the Group’s infrastructures are located,which is mainly a result of land occupation. This impact is greater in toll road andtelecommunications activities, as in certain cases, parts of the infrastructures arelocated in protected areas. The following data shows the toll road kilometres andthe surface areas of telecommunications centres located in protected areas: 116.9 km of the toll roads managed by abertis in Spain pass throughthe Natura 2000 Network. 349.6 km of the motorways managed by sanefin France pass throughprotected areas. 2.2 km of the motorways managed by abertis in Puerto Rico(corresponding to the Tedoro Moscoso bridge) pass through protectedareas. 6.3 km of toll roads managed by abertis in Chile. 83,509.5 m2of protected areas contain some facilities managed byabertis telecom.Main impacts on biodiversity in toll roads, airports andtelecommunications Alteration and fragmentation of the area Species dispersion Effects on waterways Elimination of natural spaces Risk of habitats being destroyed Damage to flora and fauna Increased noise Increased light pollution Visual impact and impact on the landscape Wildlife collisions with aircraftMain conservation measures that have been implemented Ensure the permeability of the infrastructure by building bridges or wildlifepassages Installation of noise barriers Corrective measures affecting wildlife Conservation of sensitive areas through specific measures such as thecreation of refuge areas for birds, mowing and limited application ofpesticides Planting of indigenous flora Revegetation and restoration of landscapes Studies conducted prior to construction of the infrastructure to identify theroute with the least environmental impact Decreased frequency of grass-cutting to favour hare reproduction in theprotected perimeter of the airport, and protection against birds of prey Measures for preventing forest fires Annual cleaning of drains and provision of pollution containment ponds
  • 79. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report79The number of collisions between aircraft and birds is an indicator that can beused to examine an airports impact on the biodiversity of the area in which it islocated. Policies on grass height maintenance contribute significantly to thereduction of birds around airports.The airports keep a record of the number of accidents of this type which occurannually, save for Colombia and Orlando, which have no management policy inplace to deal with events of this type and hence no information on theseaccidents are available.Airports Total no. ofstrikesNo. strikes/annual flightsStrikes/10,000aircraftmovements2011 2012 2011 2012 2011 2012Belfast 32 62 0.0006 0.0011 5.98 10.83Cardiff 19 16 0.0006 0.0006 6.35 5.96Luton 32 26 0.0003 0.0003 3.22 2.63sabsa 0 0 0 0 0 0StockholmSkavsta35 0 0.0011 0 11.21 0
  • 80. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report80Practical experiencesanef biodiversity auditThe biodiversity audit is part of the “Paquet Vert” programme, which includes biodiversity protection as one of its 6 main lines of action. In addition, sanefsigned anagreement in 2011 with the 2011-2020 National Biodiversity Strategy (ENB). As part of its commitment, sanefdecided to conduct a biodiversity audit between 2010 and2012. The aims of this audit were: To identify the natural heritage in and around saneftoll roads. To identify and prioritise actions in the area of biodiversity. To consolidate a biodiversity conservation, management and use plan. To integrate this plan of action in the drafting of the Regional Ecological Coherence plans.The project was implemented in three phases. The methodology was developed in the first phase, field studies were conducted during the second phase and in the thirdand final phase an action plan was defined and the audit report drafted. In 2010 a series of areas requiring measures were identified and prioritised. A total of 29 spaceswere identified. This identification was performed using studies available on the network and interviews with the main stakeholders in the areas where saneftoll roads arelocated.In 2011 and 2012, field studies were carried out. These were conducted with the help of local partners working as observatories of the natural areas in certain regions.The main studies carried out include: Analysis, monitoring and management of natural areas in the Isques interchange station, an area which is home to a variety of rare and protected species. Study of species and habitats in important rest areas in Pèlerins and la Croisette.Many species were identified, including a number of noteworthy species ofbutterflies. Study of wildlife trails around different roads.50% of wildlife passages have a moderate to good level of functionality. Assessment of the ecological function of the A4 toll road for bats in the Sommedieue forest.18 species of bat were identified around this road. Diagnosis of the interest of green zones on the A4 for birdlife in the Ardre valley region.27 bird species were identified, some of which use the areas for nestingand food. Study of amphibian populations in the Vernier Marsh.Six amphibian species were observed in the area, of which two were observed to be in a good state ofconservation.A number of stakeholders participated in the biodiversity audit, such as Nature Parks, environmental organisations and natural area observatories. To keep theseorganisations informed and ensure their participation, sanefdefined two supervising bodies:a steering committee which provided scientific support, consisting of arepresentative from the National Museum of Natural History, a representative of the National Federation of Parks and Gardens, a representative of the EnvironmentalProtection Association, a representative of the Federation of Natural Space Conservationists, and a technical committee made up of local experts from the network ofassociations and from the academic and technical fields.The strategy that will be used to evaluate the defined biodiversity will seek to improve the biodiversity of the region surrounding the saneftoll road network. The strategyis founded on 4 main principles which include 24 separate actions:
  • 81. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report81 Management of infrastructure in a manner that is respectful of the natural environment. Ensuring permeability of infrastructures. Developing and sharing knowledge relating to biodiversity. Collaborating with interested parties and fostering communication with the general public with an aim to involving them in biodiversity conservation.Promotion of biodiversity around toll roadsMotorways have an impact on the biodiversity of the areas where their infrastructures are located. To minimise this impact and foster conservation of the biodiversityfounds in these areas, Spanish Toll Roads has implemented a variety of actions on the AP-7 north toll road. Specifically, the actions carried out were: Hydroseeding of an area measuring 1,055,600 m2. Installation of 80 km of noise-absorbing road surfaces to reduce noise. Planting of 82,396 trees and 54,889 shrubs. Installation of 8,343 linear metres of artificial noise barriers. Creation of 43,451 m2of water naturalisation ponds under the viaduct. Installation of 13,354 linear metres of earth mounds to reduce noise.
  • 82. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report828.4. Noise managementThe policyabertis’s objective with regard to noise pollution is to minimise the impact fromnoise generated by the company’s activities, prioritising impact reduction for localcommunities.PerformanceFor abertis,the noise pollution arising from its activity represents anenvironmental impact, especially in the case of the toll road and airport businessunits. In an effort to reduce the impact of noise from airports and toll roads onthe natural environment and the community, a variety of actions have beencarried out in recent years. Although noise pollution is not one of the mainimpacts of telecommunications centres, abertis has soundproofed a number ofits technical centres. In 2012, seven centres were soundproofed.In the case of toll roads, measures included the creation of noise maps, the useof low-noise asphalt and the introduction of noise barriers, in addition toawareness campaigns for toll road users. abertis also monitors the noise impactof the toll roads it manages. The following table lists the proportion of abertis tollroads, as a percentage of total kilometres, which have been tested to determinethe acoustic impact of the infrastructure.2010 2011 2012Km of toll road 58% 67% 66%The airports, in turn, have also implemented measures to reduce their acousticimpact on their environment:Airport Actions performedBelfast International -Definition and implementation an Environmentalaction plan in accordance with European Directiveon noise pollution 2002/49/CECardiff International -Definition of preferential noise routes-Motor vehicle restrictions-Low-power taxiing during take-off and landing ofaircraft-Grants for sound-proofing homes most affected bynoiseLondon Luton Airport - Noise generated by aircraft monitored via threeunits installed in the airport and a mobile unit formonitoring noise in local communities- Definition of a night noise reduction policy- Publication of a noise action plan in January 2012- Information on its website via TraVis on routeswhich are being used by aircraft.Stockholm Skavsta - Use of structured flight routes- Soundproofing of buildings most effected by noisepollution.At Orlando and sabsa airports, noise pollution is managed by the Sanford andDGAC Airport Authorities respectively.Luton airport publishes an annual report which contains all the data relating tonoise testing and analysis, with data on the number of days on which noise limitswere exceeded, the surface area and number of persons affected by differentnoise levels and complaints received, along with other statistics.
  • 83. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report83Practical experienceImpact of airport noiseThe noise generated by airport activity is one of the main impacts these infrastructures have on the environment and surrounding communities. The airports managedby abertis have implemented numerous actions to reduce this impact. These actions included consultation on airways with members of the community, the definitionof preferential noise routes, noise monitoring and the definition and implementation of a noise action plan.An important aspect in this regard is to maintain a direct line of communication between the airport and the community. That is why, in addition to the usual channelsof communication (telephone, email, website and information counters) and meetings with local organisations, Cardiff, Luton and Belfast airports have also formedspecific Committees or consultative forums.Over the course of 2012, a total of 948 airport noise-related complaints were received. 100% of these complaints were processed and dealt with by the airports. Thetable below details the complaints received and processed by the airport:Airport 2012 2011Belfast 4 2Cardiff 5 7Luton 938* 733sabsa 0 1Stockholm Skavsta 1 5*made by a total of 355 personsAs regards the number of people in the community who are exposed to high levels of noise, the number of people exposed to a DNL of between 55 and 65 dB at Belfastairport fell from 269 people in 2011 to 186 people in 2012. At Cardiff, this number remained steady at 100. Noise level data from Stockholm Skavsta, Luton and sabsaairports is not available, and in the case of the Orlando airport, this information is handled by the Sanford Airport Authority. In 2012, no-one was moved from the areasaround these airports due to noise pollution.Travis, a resource for information on noiseDeveloped by Luton airport, Travis is a resource for the airport’s local community to view arriving and departing flights and information on noise levels. This system hastwo modes of use: Replay Mode. This mode displays archived flight data; the user can view flights from the last two months. Live Mode. This mode displays flights to and from the airport operating at present. This data can only be displayed after three hours and not in real time asLuton airport must ensure that all data has been correctly correlated and combined before publishing it. The live mode does not display noise levels.
  • 84. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report84Flights can be displayed using up to 4 different layers in both modes. The flight path is shown by way of an airplane symbol and a line which shows the flight trajectory,in green for departures and red for arrivals.More flight information can be displayed by clicking on the airplane icon.Noise level data is provided by three fixed noise monitoring radars installed at a distance of 6.5 km from the airport. The noise levels are displayed within circles thatchange colour according to the number of decibels measured.This resource also displays weather information for the date and time entered, showing temperature, humidity, wind speed and direction, with information updated every30 minutes.Travis includes a panel which allows the user to modify search data such as flight track length and the speed at which the flights are replayed. The system can alsodisplay flight information (flight number, speed, altitude and origin/destination) next to the airplane icon.
  • 85. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report858.5. Raising environmental awarenessThe policyabertis makes every effort to extend its environmental commitment to allstakeholders, both internal and external. In view of this objective, the differentbusiness units carry out various activities to raise awareness on environmentalissues.PerformanceIn line with abertis’s objective to extend its environmental commitment to itsstakeholders, the Group’s different business units have undertaken a number ofenvironmental awareness-raising actions. Throughout 2012, the Group invested atotal of EUR 178,837 in this area.Awareness-raising activities implemented Central servicesIn 2012, the abertis foundation continued to offer training programmes to theemployees of companies that provide services on its premises. Visitors to thefoundation’s headquarters at Castellet castle are also informed of its certifiedenvironmental management system.serviabertis, in turn, continued its Aristos campaign, sending out numerousmemos concerning salient environmental aspects related to office activities:waste management, energy and water consumption and information regardingclimate change. Toll RoadsSpanishToll Roads continues to raise awareness among its employees with itsAristos campaign, informing them of a variety of environmental issues arisingfrom its activities. It has also provided staff with information on the value oflandscape and forests located near certain service areas.French Toll Roads still offers sustainable driving courses to its employees andtips for toll road users via the panels located in the main service areas. Thesepanels also provide information on the landscape and forests located in theregion. In addition, projects involving local schools continue to raise awarenesson the environmental management of the natural area around its network, in theRogerville valley.As regards International Toll Roads, elquihas conducted noise studies at localschools and autopistas del oeste has carried out campaigns geared towardsenvironmental protection and best practices among toll road staff. Thesecampaigns were disseminated through different internal communication channels.The goal of these campaigns is to raise staff awareness and provide incentives forworkers to adopt environmental best practices. To this end, one such campaignoffered gifts to staff that had collected used oil. Educational talks are also offeredat schools to inform students of toll road campaigns. TelecommunicationsIn 2012, telecommunications undertook actions linked to the Aristos awareness-raising campaign, in addition to updating and distributing posters entitled “Whatto do during an environmental emergency”, as well as the environmentalawareness capsule on its intranet, which informs staff on what to do in the eventof a spill. In addition to the above, abertis telecom offered staff a course onefficient driving, as well as other face-to-face and online courses on the VirtualCampus regarding Operational Environmental Monitoring. AirportsBelfast airport provides the companies operating on its grounds with a guide onenergy use, prepared in collaboration with the Carbon Trust. Airport users havealso been informed of the costs associated with the consumption of naturalresources at the airport.To raise awareness among its staff, sabsa has created a Pocket Guide onenvironmental best practices and offered talks to raise awareness on theenvironment.
  • 86. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report86Cardiff continues publishing information on its website regarding preferentialnoise routes and quarterly reports detailing complaints received and anydeviations from preferential noise routes.Luton is working to improve the environmental education of its airport workerswith a Green Guide that was launched at the end of 2011. This guide includestopics in keeping with the procedures set out in its environmental managementsystem.
  • 87. ABERTIS INFRAESTRUCTURAS, S.A.Informe de Responsabilidad Social Corporativa87Practical experienceAristos continues working to raise awareness among abertis staffSince its launch by abertis telecom, the Aristos campaign has been extended to SpanishToll Roads and central services. It has become the principal means by whichabertis conveys information and recommendations to its staff on environmental best practices, its aim being to improve behaviours that have an impact on theenvironment and foster a more responsible consumption of resources.During 2012, eight environmentally-related Aristos communication actions have been carried out via the abertis intranet for toll roads and four for central services. Thecommunications provided information on the following topics: Environmental aspects relevant to the corporate headquarters, offices and toll gates, and maintenance and conservation. The aim here was for people working inthese areas to be aware of the main environmental issues associated to their day-to-day activity. Water management at toll gates. Management of toll equipment, materials and products. Management of office and toll gate waste. Electrical and electronic equipment waste, inks and toners. Atmospheric emissions arising from transportation. Sustainable driving.New in 2012, Aristos also offered environmental advice to abertis staff, in addition to advice on road safety. In particular, two communication campaigns were launchedas part of Aristos which concerned road safety, one on distractions at the wheel and another on handling stress while driving. These communications offered advice onsafe and efficient driving, helping abertis staff to improve the way they approach driving, both on duty and off.
  • 88. ABERTIS INFRAESTRUCTURAS, S.A.Report on Corporate Social Responsibility889.SUPPLIERSSTRATEGIC LINE 5:Extending the social responsibility commitment to suppliers and contractors.STRATEGIC LINE 7: Promoting and systematising dialogue channelsPolicy Main features Practical experience 2012Extending the social responsibilitycommitment to suppliers andcontractors.Extending the commitment tosuppliers and contractors Providing social value to the Group "Meet the Buyer" sessions return to Luton airport Implementation of a new electronic negotiation toolSummary ofindicators94% of contracts containsocial and environmentalclauses98% of purchases madefrom local suppliers270 suppliers have beenassessed using the CSRassessment system
  • 89. ABERTIS INFRAESTRUCTURAS, S.A.Report on Corporate Social Responsibility89Policyabertis extends its social responsibility commitments to its suppliers andcontractors through the inclusion of social and environmental clauses in tendersand contracts and through the supplier approval process.Performanceabertiss main suppliers are those associated with electrical power supply,construction, communication and professional services.The purchases made by the various business units included in this report accountfor26 % of the total turnover of the same. With the aim of boosting the localeconomy and reducing the environmental impact associated with their transport,98% of these purchases were made from local producers20. This figure representsan increase of 2.7% compared with 2011.Volume of local purchasesSpain 99%United Kingdom 99%Sweden 95%United States 51%Bolivia 97%Puerto Rico 100%Argentina 100%The Suppliers Portal, which began to be implemented in 2011 by the Purchasingand General Services Department in collaboration with the CSR Committee andthe Quality Committee, is the principal tool in supplier managementcentralisation. Throughout 2012, we have worked to consolidate the supplierregistration and assessment system, increasing the number of suppliers andscope of action.20The data from France, Chile and Colombia has not been included in the final computation asthe information was not available. A local provider is someone who has tax residency in acountry where one of the Group’s companies operates, and who renders services or offersproducts to the Group’s company.abertis has developed a new purchasing model whose objective is to seek outexcellence in purchasing management through a simple and standardised processthat is applicable to all business units and which promotes competition amongsuppliers. This new model is structured around three basic cornerstones: Classification according to purchase category: purchasing ismanaged based on differentiated strategies for each purchase categoryor family. Management model: with the aim of structuring the Purchasing Model,a number of different roles with clearly defined responsibilities areestablished. Supplier Relationship Management: A set of guidelines areestablished in order to achieve greater visibility and control of suppliers,ensure free competition, improve quality and service and reduceadministrative costs stemming from supplier management.The purchase management process includes managing the requirements forprocuring goods and services, the request for proposals from suppliers,negotiation thereof and the subsequent award of the purchase. This new suppliermanagement system has done the following: Achieved greater visibility and control of suppliers. Promoted collaboration with strategic suppliers. Increased the quality and quantity of services of the supplier panel. Reduced administrative costs stemming from supplier management.This unified supplier portal has allowed for the design, development andimplementation of supplier information and documentation management systems,which in turn have eliminated duplication of effort and sped up the contractingprocess, as well as ensuring that purchase management is based on abertissvalues and on the principles of fairness, objectivity and transparency.The corporate supplier assessment process is carried out using a subcontractedsupplier registration, approval and assessment service model. This service allowsus to control the validity of registered supplier information and documentation,the automatic delivery of reminders to suppliers for the submission or update of
  • 90. ABERTIS INFRAESTRUCTURAS, S.A.Report on Corporate Social Responsibility90information or documents, and to keep buyers informed about any changes to thesuppliers status.The criteria established for the approval of suppliers include indicators linked todeveloping the social responsibility of these organisations, thereby extendingabertiss social responsibility commitment to its suppliers. The indicators dealingwith sustainability are grouped into four categories – leadership, dialogue,transparency and communication and management systems. Each category isweighted differently for the calculation of the final score. This method is based onthe average score of all participants, which is modified as the number ofregistered suppliers changes. This method allows us to quantify the relativeposition of suppliers with respect to the market in terms of sustainability.Suppliers are classified into 3 categories: A+ Suppliers with an above-average rating A: Suppliers whose rating falls within the average score B: Suppliers with a below-average ratingIn 2012, a total of 3,490 suppliers were assessed and of these, 613 have beenapproved following the criteria established in the Supplier Portal. Of thesesuppliers, 270 have been analysed according to the CSR assessment system. Theresults are as follows:A+ A BNumber of suppliers 74 141 55Purchase volume (EUR) 71,839,639.56 32,271,496.72 9,580,645.98The supplier portal currently includes companies managed by abertis located inSpain and the United Kingdom, and abertis continues to work on extending thePortal to companies in France and Latin America.In addition to the direct procurement of services and materials from suppliers,calls for tenders also contain environmental and social clauses. Throughout 2012,a total of 433 calls for tenders were made, of which 94% contained social andenvironmental clauses. This figure has remained stable compared to the previousyear.Number of tenders with social and environmental clauses139417 40701002003004005002010 2011 2012
  • 91. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report91Practical experienceProviding social value to the GroupWith the aim of adding social value to its business, abertis is working towards increasing its collaboration with Special Work Centres. The procurement of servicesand/or products from these social businesses (non-profit organisations whose disabled staff accounts for 70% of the total workforce) has increased 270% over theyear. This enables the companies to both conduct their business in a socially-responsible way and meet Spanish regulations concerning the hiring of people withdisabilities (LISMI) via the application of alternative measures.Another example of this is the organisations participation in the conference hosted by Business with Social Value, held on 12 December in Barcelona. The conferencesmission was to create physical and virtual spaces that would facilitate communication and interaction between commercial companies and social businesses, providingthem with the chance to identify and create new business opportunities with social value for the procurement of new products and create relationship-buildingsynergies. The conference featured a variety of presentations and two spaces that gave visibility to social businesses: Face to Face. An opportunity to sit down and talk: a 10-minute meeting with a company previously arranged via internet. 3 x 10. A chance to discover, share needs and find solutions: in groups of ten, each person was given two minutes to present their challenges, and the rest ofthe group responded by contributing their ideas, opinions and solutions in three minutes. The aim was to offer a space to share ideas, innovate and jointlycreate new business, new markets and new projects.The Meet the Buyer sessions return to Luton airportLuton Airport is a key player in its local economy. That is why the airport organised its third “Meet the buyer” event in collaboration with local government and otherorganisations in October 2012. The objective of this event is to work closely with economic networks and local government to boost the profiles of local suppliers. Thanksto this event, local suppliers had the opportunity to present their services directly to companies related to the airport. A total of 77 suppliers and buyers participated in theevent, covering the entire range of industrial sectors present in the area.Both attendees and the companies that organised and/or participated in the event have rated it positively, highlighting its role as a driving force in the local economy andas a platform for networking and facilitating local contracts, thus adding value to the supply chain. This type of event encourages companies to buy locally.The organisation of the event is proof positive of Luton’s commitment to the development of the regional economy and to fostering business opportunities for localcompanies.
  • 92. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report92Implementation of a new electronic negotiation toolStemming from the need for a tool that would establish a single channel of communication between abertis and its suppliers, a collective negotiation tool has beenimplemented. Before its implementation, a market survey of existing tools was conducted to determine the tool that best suited the particular requirements of abertis.Parameters were then assigned according to the needs of the Group and the process was concluded with an information campaign to help approved suppliers familiarisethemselves with the new tool.This tool is used exclusively for direct communication between abertis and its suppliers through the publication of information and the sharing of documentation relatedto procurement processes. Since October, all tenders managed by the corporate purchasing department have been handled using this new negotiation tool.The main benefits of using this new platform to manage abertiss relationship with its suppliers include: Management of a greater quantity of suppliers and proposals. Transparency in the procurement of goods and services. Standardised negotiation process for all procurement categories. Improved communications and more stable and reliable relationships with suppliers. Reduced negotiation time. Improved efficiency of price management and negotiation. Knowledge management; all information is centralised in one place. Reduction in paper usage.
  • 93. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report9310. ADDING VALUE TO THE COMMUNITYSTRATEGIC LINE 6: Becoming involved with the community and social fabricSTRATEGIC LINE 7: Promoting and systematising dialogue channelsPolicy Main features Practical experiences 2012Establishing permanent links withthe community, based on activeparticipation and the integration ofsocial needsConsolidating relations withorganisations that represent society abertis chairs Creation of the Road Behaviour Observatory Corporate volunteer plan Promotion of tourism in regions around toll roadsManaging community action andsponsorship activities abertis, a member of the community Sponsorship of the Dali exhibition at the PompidouMuseum Sponsorship DaySummary ofindicators263 meetings held witha total of 136associations0.5% of theconsolidated net profit insocial contribution71% investment inlong-term socialinitiatives aligned withthe business
  • 94. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report94PolicyOur communities feel both the direct and indirect economic, social andenvironmental impact of our company’s activities. Thats why abertis hasincluded them in its vision and company values, its aim being to establishmedium and long-term ties that will improve the welfare of the communities inwhich it operates.PerformanceThe work of abertis, based on the management of infrastructure andtelecommunications centres, provides the community with a public service whichfacilitates mobility and communication as well as sustainable and responsibleaccess to new markets. Due to their importance as public services, the activitieswe undertake have emergency plans to guarantee service continuity in the eventof incidents and thus reduce the impact that any interruption may have on thecommunity.The presence and management of transport and telecommunications centreinfrastructures have different types of impact on the community – direct andindirect, positive and negative.The main positive impact is the economic and social development of the area as aresult of the presence of the infrastructures, in terms of creating employment andattracting tourism. These in turn foster the development of economies ofagglomeration, i.e. the appearance of other economic activities around theinfrastructure. Telecommunications centres contribute to the development of thearea by favouring communication and the exchange of information among thedifferent agents; they also have a high impact on emergency management.The most important effect is the environmental impact on the area surroundingthe infrastructure. The principal environmental impacts include land occupation,noise and waste generation, and the impact on air, soil and water quality.abertis has undertaken numerous actions to reduce environmental impact, thedetails of which are described in this report.abertis interacts with the community by working directly with the organisationsof the area where it operates, as well as by implementing sponsorship and socialinitiatives. There are 5 areas of action, in accordance with the Groups activities –mobility and road safety, the environment, social accessibility and economicdevelopment, cultural accessibility, and training and research.In 2012 SpanishToll Roads and rutas del pacífico received fines of €872 and€7,078 respectively, arising from administrative processing.
  • 95. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report9510.1. Consolidating our relationship with the local communityabertis is aware of the importance of being a part of the community and believesthat a pro-active relationship is essential in helping it manage the impact itsactivity may have on society. That is why abertis maintains various channels ofcommunication (telephone, email, post, website), which facilitate contact with thecompanies which make up the Group, allowing the community to send in anyqueries, complaints or suggestions. In some cases specific committees areformed to allow for direct, two-way communication with the community such asthe Luton Airport Consultative Committee, the Belfast Airport ConsultativeCommittee or the Cardiff Airport Touchdown Committee.Proof positive of the presence of abertis in the community is its collaborationwith 136 local associations and groups working in diverse areas (environmental,social, business and cultural) and the total of 263 meetings held with said groups.In parallel, abertis develops agreements and/or collaborative actions with localgovernment and groups to carry out initiatives that help to improve thecommunities where it operates.For 2013, the companys business units have set objectives that will improve thecompanys relationship with its community, favour communication, reduceenvironmental impact, increase participation and visibility within the community,and help them to continue carrying out their supportive and collaborative actionswith local organisations.The abertis foundationIn addition to the actions undertaken by the various business units, theabertisfoundation is where most of the organisations social initiatives aredeveloped as part of its corporate social responsibility framework. In this sense,the areas in which the foundation operates are aligned with the organisationsactivity and the main impacts it generates, as well as the strategic lines of theCSR plan. In 2012, four areas of action – road safety, the environment, socialaction and culture – had a decidedly international character.In the area of road safety, it is worth noting that the Autoroute Académieprogramme (, now in its second year, has beenexpanded with content aimed specifically at motorcyclists. Autoroute Académie,promoted by French Toll Roads and the foundation, is a virtual driving school thatteaches young French people about safe motorway driving. The website receivesmore than 8,000 visits each year.The awareness campaign entitled Youve got one life left. Dont lose it on theroad travelled all the way to Chile and Puerto Rico, carrying out actions atChilean motorway toll booths to raise drivers awareness of safe and responsiblemobility. Advertising inserts were also placed in the main Chilean and PuertoRican newspapers.The Auriga Project, led by the abertis foundation in conjunction with theCatalan Transport Service and the Catalan Governments Department ofEducation, has raised awareness among teenagers between 14 and 18 – the ageat which youngsters start learning to drive – in secondary schools located inBarcelona and the nearby town of Viladecans. A volunteer from the GuttmannInstitute shared his experience of the motorcycle accident which left himparaplegic.In 2012 the Road Volunteer project continued, in which six young people withDowns syndrome observed and noted the behaviour of drivers and pedestrianswhen entering and leaving the Dolors Monserdà-Santapau, Sagrat Cor, Escola Lysand la Escola Poeta Foix schools, all of which are located in the Barcelona districtof Sarrià. This initiative led by the foundation enjoys the support of Barcelona
  • 96. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report96City Council, the Catalan Downs Syndrome Foundation and the city policedepartment.With regards the environment, Castellet castle, the headquarters of the abertisfoundation, has submitted its candidacy to be the home of the UNESCO Centrefor Mediterranean Ecosystem Biosphere Reserves. The foundations directorsubmitted the candidacy on 11 July at the UNESCO headquarters in Paris, thusculminating many months of work and consolidating the sustainability efforts thatthe foundation has been carrying out over the last 13 years.In the sphere of social action, the abertis foundation has once again activelyparticipated in abertiss 4th Corporate Volunteer Day, devoted to poverty andsocial exclusion. The Groups headquarters in Spain, France, the United Kingdom,Argentina, Chile and Puerto Rico all participated in this initiative. It is also worthnoting that countries such as Chile, Colombia and Brazil have been thebeneficiaries of various social projects.In the area of culture, the abertis foundation and French TollRoadssponsored the retrospective of artist Salvador Dalí held at the PompidouMuseum in Paris. In addition, the fifth instalment of the prestigious book entitledViator featured natural heritage and monuments as seen from Puerto Ricosmotorways.Castellet castle continued to act as a catalyst for the region and as a space forwelcoming abertis stakeholders. In 2012 the fort welcomed the Prince andPrincess of Asturias and Girona, HRH Felipe de Borbón and HRH Letizia Ortiz, aswell as the US Ambassador to Spain, Alan D. Solomont. The headquarters of theabertis foundation has received more than 47,000 visitors since it was openedto the public in 2004. Free guided tours of Castellet are organised so that visitorscan learn about the history of the fort. Various cultural institutions were alsoinvited to temporarily loan some of their historical objects to the centre to add tothe museum exhibition One Castle, One Way, visited during the guided tours.
  • 97. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report97Practical experienceAbertis ChairsThe abertis chairs have taken significant steps forward in 2012, helping to consolidate the international transfer of knowledge between the worlds of academia andbusiness.This was seen in the granting of the First International abertis Award, which recognises the best research work on transport infrastructure management from the nationallevel awards presented by the UPC-abertis chair in Transport Infrastructure Management (in collaboration with the Polytechnic University of Catalonia) and theENPC-IFSTTAR-abertis chair (with the École des Ponts Paris-Tech and the Institut Français des Sciencies et Technologies des Transports de l’Aménagement et desRéseaux), supervised by lecturers Francesc Robusté and Simon Cohen, respectively.In 2012, the UPR-abertis chair was launched in collaboration with the University of Puerto Rico. This chair is directed by Benjamín Colucci, professor in MayagüezUniversitys Department of Civil Engineering. This chair was created with the aim of fostering collaboration between universities and businesses in order to identifyopportunities for collaboration that make it possible to align real infrastructure needs with the knowledge and disciplines developed in the academic sphere. Theagreement that led to this research chair stipulates the creation of the abertis Award for Puerto Rico in recognition of research work carried out by university students inthe field of infrastructure in Puerto Rico. Winners of the prize, along with the winners of the abertis chair in Spain and France, will be eligible to win the Internationalabertis Prize. The agreement with the University of Chile to create the UCH-abertis chair, which will be presented in January 2013, was also signed. This chair will bedirected by Sergio Jara Díaz, lecturer in Economy of Transport in the Faculty of Physical Sciences and Mathematics at the University of Chile. These two chairs make atotal of four chairs specialised in research and training in transport and infrastructure management.The IESE-abertis chair on Regulation, Competence and Public Policies, directed by Xavier Vives, has organised conferences and seminars where topics related toeconomic revitalisation and public-private partnerships figured prominently. The FEDEA-abertis chair on the Economy of Infrastructures and Transport, directed byTano Santos and Ofelia Betancor, has sponsored remarkable seminars and publications on air transport as well as the following research projects: Impact of TransportInfrastructure on International Competitiveness of Europe (I-C-EU); Socioeconomic and financial assessment of transport projects and the integration of air transport andhigh-speed rail: impact on accessibility and the environment (AERO-AVE). Current work with ESADE as part of the ESADE chair in Leadership focuses on the work ledby lecturer Josep Maria Lozano at the Social Innovation Institute, which includes the 2012 programme entitled "Moments of Leadership: Two moments of leadership.Building a company: from five to one hundred thousand”. Throughout 2012, the UPC-abertis chair in Transport Infrastructure Management has also organiseddifferent courses, such as Mobility in Smart Cities and Supply Chain Logistics: Integration of Production and Distribution Activities, given by Carlos A. Méndez, lecturer atthe National University of the Littoral (Argentina), as well as seminars on traffic (Mathematical models for traffic observation, simulation and forecasting), mobility(Towards the joint design of urban mobility: public transport, traffic and pricing) and transport.
  • 98. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report98Creation of the Road Behaviour ObservatoryFrench Toll Roads has created the Road Behaviour Observatory in collaboration with the CETE Normandie Centre, the purpose of which is to raise drivers awareness ofroad safety. Published in July 2012, its first study analysed three aspects – the occupation of the road, the use of indicating by drivers and overtaking on the wrong side.The study showed that 1 out of 3 drivers make inappropriate or even dangerous manoeuvres while on the road. Based on real data and statistics and not on driversstatements, this was the first study of its kind to be conducted in France. Data was collected using traffic counting cameras, a fixed camera and observation of vehicles ona three-lane motorway free of features which could influence driving.According to the results of the study, 36% of drivers use the middle lane despite having access to a free inside lane. Two out of three drivers fail to signal when theyovertake other vehicles and 16% of drivers do not observe the minimum distance required between their car and the car in front of them. It was also found that 37% ofdrivers exceed the established speed limits.Corporate volunteer planVoluntaris is the name given to the abertis corporate volunteer programme. This initiative, driven by the employees of the Group, began in 2009. The programmeprovides staff with opportunities to volunteer in their free time, with numerous charitable activities being organised throughout the year.Within the framework of the Corporate Volunteer Plan, the company held its fourth Corporate Volunteer Day in December under the motto “Now more than ever, let’sredouble our efforts”. Also participating were the organisations the Spanish Red Cross, the Food Bank foundation and Cáritas Diocesana. The day’s activities included around table chaired by the presidents of the two participating foundations and the head of Cáritas, who described the harsh reality in which many people find themselvesat this time, especially families who had not imagined they would ever need assistance.During the Volunteer Day, the abertis foundation announced it would donate EUR 24,000 to four charitable projects previously selected by Group staff:- A project providing therapy for children and young people who have suffered sexual abuse and mistreatment, led by the Concepció Juvanteny Foundation ofBarcelona.- Work to improve the mobility of Haitian children with disabilities and/or amputated limbs, through the Our Little Brothers and Sisters Foundation operating at theKay St. Germain rehabilitation centre in Port-au-Prince (Haiti)- Support for Sanfilippo syndrome research and genetic therapy as a cure, through Sanfilippo Barcelona- Adaptation and rehabilitation of accommodation provided by Barcelona City Council for people with learning disabilities and their guardians, led by the AspasimFoundationThe event also welcomed Jil van Eyle, the creator of “teaming”, a new initiative which allows company employees to make micro-donations from their pay, who came toexpress his gratitude for the efforts of abertis employees who each donated one euro per month towards charitable projects.The abertis headquarters in Argentina, Chile, France, Puerto Rico and the United Kingdom also participated in the Volunteer Day through food drives.
  • 99. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report99Promotion of tourism in regions around toll roadsabertis toll roads has signed an agreement with the Catalan Tourism Agency (ACT) for the promotion of tourism in Catalonia, which will run through to 31 December2013.As part of this agreement, abertis will carry out information campaigns in service areas and along toll roads informing users of the tourist attractions located withinCatalonia, placing special emphasis on routes and weekend breaks – the products with the greatest growth potential. Both online and off-line platforms will be used topublicise these campaigns.In addition, abertis toll roads will create a special area on its website exclusively devoted to tourism in Catalonia, andwill publish a multimedia tourist guide in Catalan, Spanish, English, French and German.ACT, in turn, will provide abertis with content for its platforms in addition to space for promotional purposes, mainly on the internet and social media, as well as otheractions.Further collaborative agreements were signed in 2012 with other local authorities such as Segovia Provincial Council, Castellón Provincial Council and the City Councils ofDenia and Altea. The aim of these agreements is to work together to promote the culture and economic development of the cities around the toll roads whilst promotingcar-based tourism and motorways as a fast and safe means of visiting the country’s tourist attractions. These agreements feature a number of actions, including:- Reports on the various cities included in the “De route” section on which will also be included in the tourist information offered by the Interactive Information Points located in service areas.- Interactive tourist guides for the main European cities.The presence of the major tour operators on to promote car-based tourism.
  • 100. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report10010.2. Social action and sponsorshipabertis has an Executive Manual on Community Commitment Projects which setsout the priority areas for the group in terms of sponsorship and the requirementsthat the applicant projects must fulfil. In 2012 the abertis foundation andcentral services received a total of 383 sponsorship requests, of which 124 wereapproved.Included within this social action and sponsorship activity are those initiativesdeveloped by the Foundation, as well as all those directly organised by theGroups different business units. In 2012, funding for sponsorship and donationstotalled EUR 5.2 million, equivalent to 0.5% of abertiss consolidated net profit.All of those social action projects that are approved are classified using the LBGSpain methodology, which makes it possible to separately identify long-termactions that are in line with the business of the Group from management costsand occasional contributions.Ocasionaldonations16%Communityinvestment30%Commercialinitiatives41%Managementcosts13%LGB Contribution 2012 by TypeSocialaccessibility andsocioeconomicdevelopment45%Culturalaccessibility22%Mobility androad safety5%Environmentalconservation20%Training/Research8%Community contributions by field of activityEducation andyouth4%Health14%Socioeconomicdevelopment34%Environment21%Art and culture20%Social welfare3%Humanitarian aid0.48%Other4%LBG contribution by area of actvity
  • 101. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report101Practical experienceabertis, a member of the communityabertisfeels it is an integral part of the communities where its infrastructures are located, and as a member of these communities, it is keen to play an active role in theiractivities. That is why the Group’s companies take part in a number of activities and projects in order to contribute to community development, and in particular, to helpat-risk groups. This is evidenced by various social projects carried out by abertis telecom during 2012, which were the result of collaboration with organisations whichsupport disadvantaged groups and carry out projects in the field of research and health. The projects that abertis has collaborated on include: the Marató telethon onTV3, where it was responsible for transmitting the activities’ audiovisual signal; the Marató de la Pobresa telethon; the Mírame TV solidarity telethon; the “Por la sonrisade un niño” (“For a child’s smile”) festival; the Food Campaign; and the “Friends of Malik” campaign of Doctors without Borders, for which a corresponding budget wasearmarked for Christmas gifts. abertis has also collaborated on the completion of signage for the Cim de Montagut information point, an iconic place for visitors to Campde Tarragona and Penedés, thereby contributing to the promotion of tourism in an area of natural beauty.The airports managed by abertis also carry out actions and collaborate with local bodies to implement projects in their communities.For instance, in 2012 Luton airportcarried out a number of actions in its community, including: The reopening of the Gateway Gallery of Art located in the airport, which in 2012 and 2013 will exhibit the work of five local artists who won a contest. The delivery of the Luton’s Best 2012 awards to those individuals, groups, organisations or businesses that have made a difference and brought real value to thecity. Financial support for the training of volunteers working in the Calibre Audio Library to improve the quality of life of blind, visually impaired, disabled and dyslexicpeople. A £50,000 donation to the Community Trust Fund in 2012. The public election of the Sue Ryder charity as a Luton airport collaborator for 2012-2013. Luton has promised to donate £5,000 to the charity and its airportteam will collaborate on an initiative to involve staff and passengers in fundraising activities during this period. Continuation of the Prince’s Trust “Get into Airports” programme, through which five young unemployed people between the ages of 18 and 25 have receivedtraining and completed a two-week internship in one of the companies located in the airport.In the case of the toll roads business unit, a similar example is that of the monetary donations made by autopistas del oeste to the Ángel H. Roffo Oncology Institute,made possible through proceeds generated from the collection of paper waste and used oil by staff, and the donation of surplus flu vaccines to institutions which offer helpto groups at risk of exclusion (low-income families, people with disabilities, etc.).
  • 102. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report102Sponsorship of the Dali exhibition at the Pompidou MuseumCultural sponsorship, which fosters involvement in the community and the social fabric, is another part of abertis’s Strategic Social Responsibility Plan. For abertis,culture is a good which enriches people and improves their quality of life. That is why it is our objective to facilitate public access to culture and assist governments inattaining this goal.Both abertis and the abertis foundation have signed ongoing collaborative agreements with the main cultural institutions in the regions where they operate, includingthe Prado Museum, the Museu Nacional d’Art de Catalunya (MNAC), the Liceu Opera House and the Royal Theatre of Madrid.An example of its commitment to culture is abertis’s participation, through the abertis foundation and sanef, as one of the main sponsors of the large Dalíretrospective which opened in November 2012 at the Pompidou Museum in Paris and which will continue through to 25 March 2013. This is a significant exhibition as it isthe first time works have been brought in from three of the most important repositories of Dalís work: The Fundació Gala-Salvador Dalí (Figueres), the Salvador DalíMuseum in St. Petersburg (Florida) and the Museo Reina Sofía (Madrid). The exhibition also includes works on loan from other institutions such as the MoMA (New York),the Philadelphia Museum of Art, the Tate Modern and the Musées Royaux des Beaux-Arts of Belgium.Conference on sponsorshipOn the occasion of the International Day for Monuments and Sites, a conference on cultural sponsorship and patronage was held at Castellet castle, the headquarters ofthe abertis foundation. The result of collaboration between the abertis foundation, the Department of Culture of the Catalan Government and the MACBA Foundation,the aim of this conference was to present current trends in corporate patronage and sponsorship in the field of culture, in a context of increasing demand forenvironmental and social project funding. Spain’s cultural sector accounts for nearly 4% of its GDP and provides employment to 2.8% of Spanish workers.Also participating in the sessions was the Catalan Councillor for Culture, Ferran Mascarell, who called for a greater reliance on the mixed model of cooperation in thecultural sphere that combines both public and private participation, as public-private alliances of this type will likely play an essential role in the future. The Director-General of Cultural Industry and Policy for the Ministry of Education, Culture and Sports, María Teresa Lizaranzu, spoke about the new law regarding patronage beingdeveloped by the ministry. The objective of this legislation is to change the view held with regard to cooperation with private business. She explained that it wasnecessary to move from a conventional public aid and subsidies-based model to one which allows for greater participation by private corporations and contributions fromcitizens. The president of the MACBA Foundation called for a change of model, with greater, more direct involvement of civil society in financing cultural institutions andactivities. Salvador Alemany, President of the abertis foundation, stressed the importance of greater commitment on the part of businesses and the need for a greaterfocus on specific sponsorship projects which could also be an integral part of company strategy.
  • 103. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report10311. VERIFICATION REPORT
  • 104. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report10412. INDEX OF CONTENTS AND GRI INDICATORSCONTENT PAGE21COVER221. STRATEGY AND ANALYSIS1.1 Statement from the most senior decision-maker of the organization. 3-4; 5-11 AR 1.2 Description of key impacts, risks, and opportunities. 53-57 AA; 52-56 CGR 2. ORGANISATIONAL PROFILE2.1.- Name of the organization. 6 2.2.- Primary brands, products, and/or services. 7-9; 28 AR 2.3.- Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. 8;203-221 AA 2.4.- Location of organizations headquarters. 8 AA 2.5.- Number of countries where the organization operates and names. 9 2.6.- Nature of ownership and legal form. 8; 15-19 AR; 2-8 CGR 2.7.- Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries) 8-9; 28, 32, 38-39, 41-42, 48 AR2.8.- Scale of the reporting organisation, including number of employees, number of operations, net sales, total capital, the quantity of products orservices offered, surface area of airport, number and length of the runways, indicating if they are main runways or cross wing, minimum flight connectiontime, number of airlines in the airport and desitnations during the reported period.13, 33; 59-63 AR; 5 AA2.9.- Significant changes during the reporting period regarding size, structure, or ownership. 8-9; 25-26, 42, 46 AR 2.10.- Awards received in the reporting period. 19; 45 AR 3. REPORT PARAMETERSPROFILE DISCLOSURE3.1.- Reporting period (e.g., fiscal/calendar year) for information provided. 6 3.2.- Date of most recent previous report (if any). 6 3.3.- Reporting cycle (annual, biennial, etc.) 6 3.4.- Contact point for questions regarding the report or its contents. 6 SCOPE AND CONTENT OF THE REPORT3.5.- Process for defining report content. 6-11 3.6.- Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for furtherguidance.8 3.7.-State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope).. 7-8 3.8.- Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affectcomparability from period to period and/or between organizations.8 3.9.- Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to thecompilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI IndicatorProtocols.6-8 21 Symbols: AR (Annual Report), AA (Annual Accounts), CGR (Corporate Governance Report)22 The meaning of the symbols:  when the coverage is total when the coverage is partial.
  • 105. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report1053.10.- Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement(e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement methods).7, 24-26, 49, 63-64, 68 3.11.- Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. 8 GRI CONTENT INDEX3.12.- Table identifying the location of the Standard Disclosures in the report. 104-112 VERIFICATION3.13.- Policy and current practice with regard to seeking external assurance for the report. 7, 103 4. GOVERNANCE, COMMITMENTS AND ENGAGEMENTGOVERNANCE4.1.- Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as settingstrategy or organizational oversight.15-19 AR; 42-47 CGR 4.2.- Indicate whether the Chair of the highest governance body is also an executive officer. 25 CGR 4.3.-For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that areindependent and/or non-executive members.8-12 CGR 4.4.- Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. 17-18, 41-42; 56-61CGR4.5.- Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements),and the organizations performance (including social and environmental performance).17-22 CGR 4.6.- Processes in place for the highest governance body to ensure conflicts of interest are avoided. 15 AR; 51-54, 62, 67-70CGR4.7.- Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, includingany consideration of gender and other indicators of diversity.15 IA; 51-54, 62, 67-70CGR4.8.- Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performanceand the status of their implementation.15, 23-28 CGR 4.9.- Procedures of the highest governance body for overseeing the organizations identification and management of economic, environmental, and socialperformance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, andprinciples.15-16; 61-74 CGR 4.10.- Processes for evaluating the highest governance bodys own performance, particularly with respect to economic, environmental, and socialperformance.15-16; 20-22, 25-27,62-64 CGRCompromisos con iniciativas externas4.11.- Explanation of whether and how the precautionary approach or principle is addressed by the organization. 15-16; 52-56 CGR 4.12.- Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. 19, 94-102 4.13.- Memberships in associations (such as industry associations) and/or national/international advocacy organizations 19, 95 STAKEHOLDER PARTICIPATION4.14.- List of stakeholder groups engaged by the organization. 17 4.15.- Basis for identification and selection of stakeholders with whom to engage. 10-11 4.16.- Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. 9-11, 17-18, 26, 37, 40,89, 91, 94-954.17.- Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics andconcerns, including through its reporting.10 
  • 106. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report106GRI Description Page Cover.23 UNGC24MDG25CheckingECONOMIC PERFORMANCEDisclosure on management approach – Economic8-9, 23, 29-34, 93-102; 29, 65-74 AREC1 (P) Direct economic value generated and distributed. 13; 5 AA 26EC2 (P) Financial implications and other risks and opportunities for the organizations activities due toclimate change.61-62, 70-73  7,8 7 (a)EC3 (P) Coverage of the organizations defined benefit plan obligations. 47; 140-147, 192-196AA EC4 (P) Significant financial assistance received from government. 75, 87, 104, 132 AA  MARKET PRESENCEEC5 (A) Range of ratios of standard entry level wage by gender compared to local minimum wage atsignificant locations of operation.44  EC6 (P) Policy, practices, and proportion of spending on locally-based suppliers at significant locations ofoperation.89 27 A01 Total number of passengers annually 25-26  A02 Annual total number of aircraft movements 25-26 28A03 Total amount of cargo tonnage. 26 29EC7 (P) Procedures for local hiring and proportion of senior management hired from the local community atsignificant locations of operation.44-45  6 INDIRECT ECONOMIC IMPACTSEC8 (P) Development and impact of infrastructure investments and services provided primarily for publicbenefit through commercial, in-kind, or pro bono engagement.94-98  8 EC9 (A) Understanding and describing significant indirect economic impacts, including the extent ofimpacts.33-34, 94-98  (a)ENVIRONMENTAL PERFORMANCEDisclosure on management approach - Environment 28, 50-59, 61-69,70-79MATERIALSEN1 (P) Materials used by weight or volume. 69 308 EN2 (P) Percentage of materials used that are recycled input materials. 69 308,9 ENERGYEN3 (P) Direct energy consumption by primary energy source. 66-68 318 23 The meaning of the symbols:  when the coverage is total when the coverage is partial.24 UNGC: UN Global Compact.25 MDG: Millennium Development Goals26 The percentage of dividends includes the supplementary dividend of 2011 and interim dividend of 2012.27 The data from France, Chile and Colombia has not been included in the percentage of local purchasing calculation as this information was not available.28 Codad departing flights have not been included as no data breakdown was available, nor was any data available for arriving cargo flights or general flights.29 sabsa and codad are not included in this indicator as this data is not available. Commercial flights out of Stockholm Skavsta do not carry cargo. Orlando does not operate cargo flights. There are no segregated data for Belfast or Cardiff on commercial and cargo flights; hence, the entire item is imputed tocargo flights.30 Consumption of concrete and metals by elqui has not been included, nor has the data on paper consumption from rutas del pacífico, as no reliable data exists on quantities used.31 Fuel consumption data for rutas del pacífico and the mobile sources for elqui were excluded as estimation of these amounts was not possible. Petrol consumption at Orlando was not included. The data for GJ is 110,148.70GJ for natural gas, 381,847.53GJ for diesel, 7,127.44GJ for LPG, and 331.11GJ forrenewable energy sources.
  • 107. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report107GRI Description Page Cover.23 UNGC24MDG25CheckingEN4 (P) Indirect energy consumption by primary source. 66-67 328 EN5 (P) Energy saved due to conservation and efficiency improvements. 62, 70-71  8,9 7 (a)EN6 (A) Initiatives to provide energy-efficient or renewable energy based products and services, andreductions in energy requirements as a result of these initiatives.57-58, 71-73  8,9 7 (a)EN7 (A) Initiatives to reduce indirect energy consumption and reductions achieved. 62, 70-71  8,9 7 (a)WATEREN8 (P) Total water withdrawal by source.65 338A04 Quality of storm water by applicable regulatory standards. 75 34(a)EN9 (A) Water sources significantly affected by withdrawal of water. 36EN10 (A) Percentage and total volume of water recycled and reused. 36BIODIVERSITYEN11 (P) Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas ofhigh biodiversity value outside protected areas.78  8 7 EN12 (P) Description of significant impacts of activities, products, and services on biodiversity in protectedareas and areas of high biodiversity value outside protected areas.78  8 7 EN13 (A) Habitats protected or restored. 80-81  8 7 EN14 (A) Strategies, current actions, and future plans for managing impacts on biodiversity. 78-81  8 7 EN15 (A) Number of IUCN Red List species and national conservation list species with habitats in areasaffected by operations, by level of extinction risk.ND NVEMISSIONS, EFFLUENTS AND WASTEEN16 (P) Total direct and indirect greenhouse gas emissions by weight. 63-64 358 7 EN17 (P) Other relevant indirect greenhouse gas emissions by weight. 63-64 358 7 EN18 (A) Initiatives to reduce greenhouse gas emissions and reductions achieved. 61-62, 70-73  9 7 (a)EN19 (P) Emissions of ozone-depleting substances by weight. NA368 7 NVEN20 (P) NOx, SOx, and other significant air emissions by type and weight. 368 7 EN21 (P) Total water discharge by quality and destination. 75 377 (f)EN22 (P) Total weight of waste by type and disposal method. 74-75 387 (b)EN23 (P) Total number and volume of significant spills. NA398 7 A05 Ambient air quality levels according to pollutant concentrations in microgram per cubic meter 65 40(a)32 The data for GJ is 1,267,387.79GJ. According to the fuel mix for electricity generation for each country where electricity is consumed, and based on available data from Eurostat and the International Energy Agency, the primary sources of fuel used are nuclear (26%); renewable energy (25%); natural gas(23%); crude oil (9%); cogeneration (7%); coal (6%) and other primary sources (4%).33 Data from rutas del pacífico and elqui has not been included, nor was the water consumption of channels and reservoirs located on the AP7/AP2 acesa network.34 Data is not available for all the airports (codad, sabsa, Luton and Sweden do not have this information; this data is not applicable to Orlando due to the type of activities operated by abertis there), as each airports management varies. For this reason, the information included is qualitative in nature. We areworking to find a way to present this information that is representative and relevant to our stakeholders. We hope to publish this information in future reports in the medium-term.35 The scope of this information is detailed on page 62 of this report.36 Significant impacts have not been identified for these items. Direct emissions of NOx and SOx were not found to be significant.37 Wastewater is discharged in a diffuse manner, which makes it difficult to quantify (the only data available is that from toll roads). We are currently defining a system for estimating this figure and hope to publish it in future reports in the medium- to long-term.38 This figure does not include data from codad, sabsa or Orlando. The data on the percentage of separated waste according to final treatment is not available. We are currently defining a system for estimating this figure and hope to publish it in future reports in the medium-term. Likewise, Luton and sabsaairports do not have data on waste generated on international flights.39 Not applicable as no significant spills have occurred.40 Data is not available for all of the airports, since this aspect is managed differently in each of them. For this reason, the data included here is qualitative. We are working to find a way to present this information that is representative and relevant to our stakeholders. We hope to publish this information infuture reports in the medium-term.
  • 108. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report108GRI Description Page Cover.23 UNGC24MDG25Checking(μg/m3) or parts per million (ppm) by regulatory regime.A06 Aircraft and pavement de-icing/anti-icing fluid used and treated by m3 and/or metric tonnes. 69 40EN24 (A) Weight of transported, imported, exported, or treated waste deemed hazardous under the terms ofthe Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shippedinternationally.NA41NVEN25 (A) Identity, size, protected status, and biodiversity value of water bodies and related habitatssignificantly affected by the reporting organizations discharges of water and runoff.NA41NVPRODUCTS AND SERVICESEN26 (P) Initiatives to mitigate environmental impacts of products and services, and extent of impactmitigation.57-59, 70-73, 76-77,80-81, 83-84 9 7 (a)EN27 (P) Percentage of products sold and their packaging materials that are reclaimed by category. NA419 7 NVCOMPLIANCEEN28 (P) Monetary value of significant fines and total number of non-monetary sanctions for non-compliancewith environmental laws and regulations.51  8 7 TRANSPORTEN29 (P) Significant environmental impacts of transporting products and other goods and materials used forthe organizations operations, and transporting members of the workforce.NA41NVOVERALLEN30 (A) Total environmental protection expenditures and investments by type. 51; 161 AA  7 NOISEA07 Number and percentage change of people residing in areas affected by noise. 83 42SOCIAL: (LABOUR PRACTICES AND DECENT WORK)Disclosure on management approach - Labour 36-39, 43-44, 48-49EMPLOYMENTLA1 (P) Total workforce by employment type, employment contract, and region, broken down by gender. 36-37  LA2 (P) Total number and rate of new employee hires and employee turnover by age group, gender, andregion.36-37 436 (c)LA3 (A) Benefits provided to full-time employees that are not provided to temporary or part-timeemployees, by major operations.47 446 3 (a)LA15 (P) Return to work and retention rates after parental leave, by gender. 44 45LABOUR/MANAGEMENT RELATIONSLA4 (P) Percentage of employees covered by collective bargaining agreements. 37  1,3 LA5 (P) Minimum notice period(s) regarding significant operational changes, including whether it isspecified in collective agreements.37 463 OCCUPATIONAL HEALTH AND SAFETYLA6 (A) Percentage of total workforce represented in formal joint management-worker health and safetycommittees that help monitor and advise on occupational health and safety programs.48  5,6 LA7 (P) Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related 49 47(d)41 This is not applicable given the nature of the abertis group’s activities.42 Data from Stockholm Skavsta, Luton and sabsa has not been included.43 Progress has been made in publishing data broken down by gender and professional category; we hope to publish the disaggregated data broken down by region and age group along with the data concerning new employees in future reports in the short-term.44 Social benefits are reported in aggregate form.45 Data from codad was not included as this information was not available.46 The minimum notice period in abertis’s business units ranges between 8 and 90 days, always pursuant to current legislation.47 With regard to the breakdown by region, we are currently consolidating the data and hope to publish it in future reports in the medium-term. Similarly, the hours worked segregated by gender for Belfast, Gencat and aumar networks, rutas del pacífico, and elqui were estimated using staff distributionfigures. For elqui, the days not worked according to gender were estimated using the distribution of the number of hours not worked.
  • 109. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report109GRI Description Page Cover.23 UNGC24MDG25Checkingfatalities by region and by gender.LA8 (P) Education, training, counseling, prevention, and risk-control programs in place to assist workforcemembers, their families, or community members regarding serious diseases.486 LA9 (A) Health and safety topics covered in formal agreements with trade unions. ND49NVTRAINING AND EDUCATIONLA10 (P) Average hours of training per year per employee by gender, and by employee category. 38 503 LA11 (A) Programs for skills management and lifelong learning that support the continued employability ofemployees and assist them in managing career endings.38 513 LA12 (A) Percentage of employees receiving regular performance and career development reviews, bygender.38 523 DIVERSITY AND EQUAL OPPORTUNITYLA13 (P) Composition of governance bodies and breakdown of employees per employee category accordingto gender, age group, minority group membership, and other indicators of diversity.36, 43-45; 16-19 AR 531,6 3 EQUAL REMUNERATION FOR WOMEN AND MENLA14 (P) Ratio of basic salary and remuneration of women to men by employee category, by significantlocations of operation.43 541,6 3 (a)SOCIAL PERFORMANCE ( HUMAN RIGHTS)Disclosure on management approach – Human Rights 15, 28, 41, 43-45,88-90INVESTMENT AND PROCUREMENT PRACTICESHR1 (P) Percentage and total number of significant investment agreements and contracts that includeclauses incorporating human rights concerns, or that have undergone human rights screening.55 1,2,45,63 HR2 (P) Percentage of significant suppliers, contractors and other business partners that have undergonehuman rights screening, and actions taken.90 56 1,2,45,6(e)HR3 (P) Total hours of employee training on policies and procedures concerning aspects of human rightsthat are relevant to operations, including the percentage of employees trained.38, 40-41 57 (e)NON-DISCRIMINATIONHR4 (P) Total number of incidents of discrimination and corrective actions taken. 581,6 3 FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAININGHR5 (P) Operations and significant suppliers identified in which the right to exercise freedom of associationand collective bargaining may be violated or at significant risk, and actions taken to support theserights.591,3 3CHILD LABOURHR6 (P) Operations and significant suppliers identified as having significant risk for incidents of child labor, 591,5 48 No record of serious illness exists which would require the creation of specific programmes.49 This information is has not yet been compiled.50 acesa and gencat AP7/AP2 networks and abertis toll roads do not have gender-segregated data. Similarly, data from rutas del pacífico and elqui has not been included as verified data was not available.51 Programmes set up to manage the end of employee’s careers are not included.52 Data from codad, rutas del pacífico and elqui has not been included as it was not available.53 Given the nature and location of abertis’s activities, the data relating to minorities is not considered material, according to the expectations of the stakeholders.54 abertis’s salaries are established based on professional categories and the Management by Objectives Programme. Salaries constitute confidential information.55 In 2012, no investment or major contract agreements were signed which contained human rights.56 At present, supplier evaluation and certification on the supplier portal as well as the CSR scoring include all of the business units in Spain.57 Part of the training that workers receive is linked to questions on human rights, but there is no disaggregate format for this information, which is why it is not possible to specify the percentage of employees.58 Not applicable as no incidents of discrimination occurred in 2012.59 Most of abertiss activities are performed in OECD countries, and therefore there is no significant risk of human rights violations. Furthermore, abertis’s code of conduct, applicable to all the Group’s companies and which may be extended to suppliers and subcontractors, explicitly includes adherence to theprinciples of the United Nations Global Compact.
  • 110. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report110GRI Description Page Cover.23 UNGC24MDG25Checkingand measures taken to contribute to the effective abolition of child labor.FORCED AND COMPULSORY LABOURHR7 (P) Operations and significant suppliers identified as having significant risk for incidents of forced orcompulsory labor, and measures to contribute to the elimination of all forms of forced orcompulsory labor.591,4 3SECURITY PRACTICESHR8 (A) Percentage of security personnel trained in the organizations policies or procedures concerningaspects of human rights that are relevant to operations.ND NVINDIGENOUS RIGHTSHR9 (A) Total number of incidents of violations involving rights of indigenous people and actions taken. 58ASSESSMENTHR10(P) Percentage and total number of operations that have been subject to human rights reviews and/orimpact assessments.1560 (a)REMEDIATIONHR11(P) Number of grievances related to human rights filed, addressed and resolved through formalgrievance mechanisms.41 SOCIAL PERFORMANCE (SOCIETY)Disclosure on management approach - society 15, 19, 23, 51, 93-94, 97LOCAL COMMUNITIESSO1 (P) Percentage of operations with implemented local community engagement, impact assessments,and development programs.94-102  1 8 (f)SO9 (P) Operations with significant potential or actual negative impacts on local communities. 94  SO10 (P) Prevention and mitigation measures implemented in operations with significant potential or actualnegative impacts on local communities.35, 50, 93  A08 Number of persons physically or economically displaced, either voluntarily or involuntarily, by theairport operator or on its behalf by a governmental or other entity, and compensation provided.82  CORRUPTIONSO2 (P) Percentage and total number of business units analyzed for risks related to corruption. 15  10 (a)SO3 (P) Percentage of employees trained in organizations anti-corruption policies and procedures. 15, 40-42  10 (a)SO4 (P) Actions taken in response to incidents of corruption. 6110 PUBLIC POLICYSO5 (P) Public policy positions and participation in public policy development and lobbying. 94 6210 (a)SO6 (A) Total value of financial and in-kind contributions to political parties, politicians, and relatedinstitutions by country.63 (a)ANTI-COMPETITIVE BEHAVIOURSO7 (A) Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices andtheir outcomes.23; 153-155 AA  COMPLIANCESO8 (P) Monetary value of significant fines and total number of non-monetary sanctions for non-compliancewith laws and regulations.23, 51, 94; 149, 153-155 AA 60 Risk maps and their periodic analyses include human rights risks. We hope to publish data on the percentage of operations subject to a human rights review in future reports in the medium-term.61 Not applicable as no incidents of this type occurred in 2012.62 abertis’s Code of Ethics stipulates that the Group shall not influence government decisions; it also states that its relations with public bodies shall based on the principles of integrity, honesty and respect. There are countries in which said practices are carried out within a framework of proactive relationswith the public authority.63 abertiss Code of Ethics stipulates that the company cannot try to influence decisions made by the government and prohibits any conduct oriented to obtaining favors or which may hinder integrity or transparency.
  • 111. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report111GRI Description Page Cover.23 UNGC24MDG25CheckingSOCIAL PERFORMANCE (PRODUCT RESPONSIBILITY)Disclosure on management approach – Product responsibility 23-25, 27-34CUSTOMER HEALTH AND SAFETYPR1 (P) Life cycle stages in which health and safety impacts of products and services are assessed forimprovement, and percentage of significant products and services categories subject to suchprocedures.28-34 PR2 (A) Total number of incidents of non-compliance with regulations and voluntary codes concerninghealth and safety impacts of products and services during their life cycle, by type of outcomes.64 A09 Total annual number of wildlife strikes per 10,000 aircraft movements. 79  PRODUCT AND SERVICE LABELLINGPR3 (P) Type of product and service information required by procedures, and percentage of significantproducts and services subject to such information requirements.23-28  (a)PR4 (A) Total number of incidents of non-compliance with regulations and voluntary codes concerningproduct and service information and labelling, by type of outcomes.65 PR5 (A) Practices related to customer satisfaction, including results of surveys measuring customersatisfaction.23-28, 33-34  MARKETING COMMUNICATIONSPR6 (P) Programs for adherence to laws, standards, and voluntary codes related to marketingcommunications, including advertising, promotion, and sponsorship.64 PR7 (A) Total number of incidents of non-compliance with regulations and voluntary codes concerningmarketing communications, including advertising, promotion, and sponsorship by type ofoutcomes.66CUSTOMER PRIVACYPR8 (A) Total number of substantiated complaints regarding breaches of customer privacy and losses ofcustomer data.26 67 COMPLIANCEPR9 (P) Monetary value of significant fines for non-compliance with laws and regulations concerning theprovision and use of products and services.23; 154-155 AA  64 Not applicable as no incidents of this type have occurred.65 Not applicable as no significant incidents of this type have occurred, nor has abertis adopted voluntary codes in this regard.66 Not applicable as no incidents of this type occurred in 2012.67 No complaints have been made concerning respect for privacy or personal data leaks.Verification codes:Verified indicatorNV Not verified(a) Reported in a qualitative manner(b) Does not report on waste treatment(c) Not broken down by age group or region; detailed information on new contracts not given(d) Not broken down by region(e) Percentage not given(f) Not broken down by destination of waste
  • 112. ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report11213. GRI REVIEW REPORT