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  • ABERTIS INFRAESTRUCTURAS, S.A. Corporate Social Responsibility Report 11
  • ABERTIS INFRAESTRUCTURAS, S.A.CONTENTS1. Presidentss Letter .......................................................................... 3 8. Suppliers ...................................................................................... 832. Main characteristics of the report ...................................................... 5 9. Adding value to the community ....................................................... 873. Triple results: an overview ............................................................. 10 9.1. Consolidating our relationship with the local community ............. 894. abertis and corporate social responsibility ........................................ 14 9.2. Social action and sponsorship.................................................. 945. abertis‘s activity: a service for customers and for society ................... 21 10. Verification report ......................................................................... 976. The abertis human team ................................................................ 32 11. Index of contents and GRI indicators ............................................... 99 6.1. The human team ................................................................... 34 12. GRI review report ........................................................................ 107 6.2. Managing talent and professional development ......................... 36 6.3. Generating common culture .................................................... 38 6.4. Managing diversity and equal opportunities .............................. 41 6.5. Extension of company benefits ................................................ 45 6.6. Promote workplace health and safety ....................................... 467. Adapting to the needs of our setting ................................................ 49 7.1. Climate change mitigation ...................................................... 58 7.2. Waste and wastewater management........................................ 69 7.3. Biodiversity management ....................................................... 73 7.4. Noise management ................................................................ 77 7.5. Extending our environmental commitment ............................... 80
  • ABERTIS INFRAESTRUCTURAS, S.A.The trend in CO2 emissions, which have fallen by 15% in relation to activity, shows how we have succeeded in increasing energy efficiency, reducing consumption by morethan the variation in activity. Similarly, we have reduced consumption of water resources and materials, and the Groups innovation capacity, linked to new businessopportunities, has led to the culmination of projects such as OASIS and the toll roads of the future, the continuing work on intelligent cities and the new systems for thermalinsulation on toll roads, which, in addition to entailing savings in the consumption of materials and extending the operational life of infrastructures, means that theirenvironmental impact can be reduced.Progress has been made in the implementation of new tools such as the supplier approval portal, making it possible to evaluate more than 3,000 providers and approve atotal of 200 in an exhaustive process of evaluating their CSR policies and procedures. In accordance with the new setting, we have continued to foster relations with thosecommunities in which we operate, through social action and sponsorship, as well as through active participation in over 100 associations; and we have endeavoured tomaintain the training, social benefits and professional development of the workforce, with a focus on retaining talent and promoting one of the organisations most strategicintangible assets.Continuance in and inclusion in different socially responsible investment indexes, such as the Dow Jones Sustainability World Index, the Carbon Disclosure Leadership Index,the ECPI and ASPI indexes, along with other sustainability rankings, reflect abertiss development and progress in this regard, as compared to other organisations.abertiss vision of continuity, capable of generating profit in both the short and long-term, and the ability to progress under the circumstances and adapt to new settingsconstitute the basis of a virtuous model which enables us to identify new business opportunities focused on continuous growth. New challenges in different economic, socialand environmental settings which open up the possibility of new business and collaboration models, such as the example of public-private partnership, which has proved tobe a solid viable option for continuing to create and manage infrastructures which encourage the development of society and at the same time, manage new needs ashighlighted by the "Paquet Vert" programme, promoted by the French government in response to the environmental demands of toll roads.The experience amassed throughout the Groups history provides us with solid foundations for progressing from a new starting point, building a sense for the activities wecarry out by progressing along the path we must take henceforth. There are new business opportunities, countries in which investment into infrastructures with high levelsof socio-economic profitability must be made, and new social, environmental and governance expectations from different stakeholders. Both of these facts form part of thesame whole, to which we aim to provide a systemic response based on innovation and efficiency.Proof of this is the information contained in the present report, which shows how, in addition to generating positive economic performance, abertis has the potential tobuild on this by managing the positive impact in the social, environmental and governance settings, creating shared value with all stakeholders. Corporate Social Responsibility Report 4
  • ABERTIS INFRAESTRUCTURAS, S.A.2. MAIN CHARACTERISTICS OF THE REPORTThe 2011 CSR Report, the ninth edition in the Groups history, responds to the Methodology used to compile, present and verify informationannual accountability commitment in both the organisations policy and its CSRStrategic Plan. abertis has a corporate database comprising more than 200 indicators classified on the basis of the CSR Plan strategic lines. Performance in the different social,The complete image of abertiss economic, social and environmental environmental and economic aspects is analysed on the basis of the informationperformance for 2011 comprises the information appearing in the Annual Report, deposited therein by all the business units and corporate services, along with theAnnual Accounts, the Corporate Governance Report, and the abertis foundation other operational tools available to the organisation.Report, along with the information appearing herein. In 2011 this database, which is the organisations principal social responsibilityIn addition to the communication channels available to the different stakeholders, measurement and management tool, has been adapted to the new organisationalthe e-mail address sostenibilidad@abertis.com has been set up to receive any structure and the new requirements specified by GRI:comments or queries directly related with the content and preparation of the CSRReport. The Spanish toll roads have modified their information and accountability system in line with the new department-based operational structure. TheCSR report content and principles database has been adapted to allow accountability in line with this new structure.The contents of the report have been adapted to the new standards published in2011 by the Global Reporting Initiative organisation (GRI): the new version of the Incorporation of all the new indicators from the GRI Airport OperatorsGRI G3.1 guidelines for preparing sustainability reports and the AOSS Airport Sector Supplement. This supplement aims to adapt the indicators andOperators Sector Supplement. These documents establish recommendations on information published in CSR reports to airport activity. In this regard,the process for preparing CSR reports, as well as the content thereof. The version principal and additional indicators have been added, and qualitativeof the telecommunications sector supplement, which is still in its pilot phase, has information has been requested, allowing abertiss airport activity to bealso been included in the present report. contextualised.Similarly, the recommendations of the AccountAbility standard AA1000AS (2008) Modification of the existing indicators in line with the new requirementshave been considered, along with the Global Compact and the information of the G3.1 guidelines. The new version of the GRI G3.1 guidelinesrequired by the Carbon Disclosure Project initiative. requires the itemisation by type of many of the indicators existing to date. Furthermore, it includes new employment and community indicators, which have also been incorporated into the database. Adjustment of the CSR Indicator Management Manual to the changes made to the database, which develops the protocols for the new indicators. This manual has been published in web format, so that each of the protocols for the indicators that are being reported can be directly accessed from the database. Corporate Social Responsibility Report 5
  • ABERTIS INFRAESTRUCTURAS, S.A.The CSR Report is prepared on the basis of the analysis of information and theaggregation and evaluation thereof. Its content has been revised by PwC, as Activity Definitionstated in the revision report included in Chapter 10 of the report. The external indicatorthird-party revision aims to enhance the completeness of the data, as well as todetect any potential improvements in the collection and management of the Average Daily Total number of vehicles per kilometresinformation included. This database has documentary support, enabling each unit Flow (ADF) travelled over a given time period, divided byto attach supporting documentation for the item of data published, thus the length of the toll road and multiplied by afacilitating the auditing, revision and data analysis process. given number of days. This indicator isIn the same vein, the international GRI organisation has reviewed the present calculated using infrastructures for which abertis is the concessionaire.report to assess whether it meets the requirements established in the G3.1guidelines and in the Airport Operators Sector Supplement (AOSS). The GRI Passengers Total number of passengers that have passedrevision process concludes that the present report meets the requirements through the airport. The relative indicator wasestablished for an A+ application level, as stated in the revision report included in calculated per thousand passengers.Chapter 12 of the Report. Technical centres Total number of technical centres installed.The structure of the report has been left unchanged; it includes the policy and themain results of the year for each strategic line, along with examples of goodpractices. The good practices aim to reflect the actions conducted throughout2011 explicitly; it is not an exhaustive collection of all the actions carried out bythe Group, but rather provided an example of the most outstanding ones. Activity dataFor the second year in a row, the analysis presented in the CSR report includes 2009 2010 2011data relating to activity; it also includes the evaluation of the data based on ADF (adjusted to the scope of the report) 22,636 22,518 22,186turnover. Thus, it enables us to evaluate the organisations performance in Thousands of passengers 22,589 21,517 23,089relative terms, based on turnover and activity data, both of which are activity Technical centres 55,406 63,076 74,709indicators.The scope of the CSR report is different from that of the Groups other The number of passengers does not include the activity of the airport inpublications, due to which the figure for ADF does not coincide with that Colombia, given that this activity is measured in number of flights owing to thepublished in the 2011 Annual Report. Conversely, the ADF figures for 2009 and fact that abertis is responsible for the maintenance of two of the aforesaid2010 have been modified, since in the CSR Report for the previous year, these airports runways.figures were interchanged. The data relating to activity have been adjusted in linewith the ADF figures published in the present report. Coverage The coverage of the report reflects the organisational changes that have come about in 2011. Thus, the car park and logistics business lines have been excluded from the report, as they form part of a new organisation in which abertis has no stake. Corporate Social Responsibility Report 6
  • ABERTIS INFRAESTRUCTURAS, S.A.Given the difficulty of comparing historical data, in which these two business lines Central Serviceswere included, all data for 2009 and 2010 have been re-calculated, excluding theprovisions for the car park and logistics business lines. Hence, with the •abertis infraestructurasinformation included in the present report, the performance of the Groups •serviabertiscurrent make-up for 2011 can be compared with the two previous years. •abertis foundationManagement models for airports have an impact on the information coverage, as Business Lineswell as on the management of the impacts derived from these activities. In thisregard, three of the airports included in the report (Belfast, Cardiff and Skavsta)are owned by abertis, while the others are state-owned and are operated by Toll Roads Telecommunications Airportsabertis under a concession contract in which the Group has the capacity tocontrol the business plans, the strategy being agreed with the infrastructure •Toll Roads •abertis telecom •Codad (Colombia) Spain (includingowner. retevisión and •abertis Spanish •tbi Toll Roads tradia) •London LutonThe airport activities over which abertis has control include: •acesa AP7/AP2 •Cardiff Network •Belfast •Gencat Network The operation and maintenance of the airport and ground services in the •Orlando (USA) •aumar AP7 case of Sweden. In the case of Luton, to these services we have to add •Stockholm Network Skavsta the security, technical and car park services. The same is true in Belfast •Ebro AP68 (Sweden) Network and Cardiff, although in the latter, a large part of the activities are •Sabsa (Bolivia) •South-Central conducted through concessions, which means that abertis may have an Network influence on the basis of the established contracts. •French Toll Roads The operation of the terminal, infrastructure maintenance, •sanef administration of commercial areas and facilitation in airports in Bolivia. The Ground Handling Service teams are also included in the cases of El •International Toll Roads Alto and Viru-Viru, while security is included in the cases of Viru-Viru and •gco* (Argentina) Jorge Wilstermann. •apr (Puerto Rico) •Elqui (Chile) •Rutas del Pacífico The maintenance of two runways and their surroundings in Bogotá (Chile) Airport. *gco manages the autopistas del oeste The management of the terminal, including the catering and retail services through concessions, the management of the car park, cargo Coverage and context of sustainability services and fuel supply in Orlando. The report covers a total of ten countries in Europe and the Americas. TheIn total, the 2011 report includes 21 companies in which abertis holds a majority international nature of the organisation entails considering a context of globalshare and management capacity, which represents 94% of the Groups turnover. sustainability based on the local contributions of each business unit. Hence, performance is analysed on the basis of both the Corporate CSR Plan, and the specific characteristics of each country and its own sustainability context. Corporate Social Responsibility Report 7
  • ABERTIS INFRAESTRUCTURAS, S.A.Actions are implemented and objectives established at local level, while the Relevance and participation of stakeholdersanalysis aims to aggregate this information and present abertiss performance asa global player in a context of sustainability, considering the organisations Through the communication channels available with the different stakeholders,contributions to sustainability, at both local and global level. the organisation detects those relevant matters which need to be included in the CSR, adhering to the recommendations established by the AccountAbility organisation. In turn, the interviews conducted with the different managers, along with the follow-up by the CSR Committee throughout the whole financial year, complement the internal factors that define the relevance of matters. Institutional relations, customer satisfaction surveys, together with periodic meetings with the legal representatives of Interviews with the employees. Observations made managers of all the by the investment business units, community during together with the meetings with report verification investors, the process, the CSR Shareholders Office committee and the and the General specific survey for Shareholders stakeholders. Meeting. Relevance and Participation of Participation in stakeholders questionnaires and Implications derived external analysis, from the including research development of the projects specific London indexes Benchmarking (Sustaynalitics, Group methodology. Vigeo). Those activities highlighted with a brighter colour are those which are Evaluation of the within the scope of this report. Dow Jones Sustainability Index, Comments and by way of the report suggestions published by the received from the SAM Group, the CSR and academic United Nations institutions. Global Compact and the Carbon Disclosure Project. Corporate Social Responsibility Report 8
  • ABERTIS INFRAESTRUCTURAS, S.A.The specific materiality analysis conducted to prepare the 2010 CSR Report Results of the materiality analysisremains valid for the 2011 Report. Considering the organisational changes thathave come about during 2011 and the incorporation of new accountability Shareholders Governmentstandards, the specific materiality survey will be conducted subsequent to the Community Employees Customers Supplierspublication of the present report in order to identify stakeholders expectations in Otherrelation to the new information published.The most pertinent qualitative comments identified in the specific materialitysurvey conducted in 2010 included: Corporation  Provide more in-depth information on how the organisation‘s business activity is directly influenced by the management of environmental, Social aspects  social and governance-related impacts. Employees  Relationships with customers  Enhance the report‘s educational facet, by including information that will Relationships with suppliers  enable readers to contextualise the impacts of the actions implemented in the different business areas. Relationships with investors/corporate governance  Community involvement  Summarise information in the report as much as possible whilst Human rights and corruption  maintaining its structure, referencing further sources of information. Environment  Materiality Matrix Opinion of stakeholders 4,00 Organisational Area Relative  Human resources Average  3,75 High  Customer relations 3,50 Highest score  Internal ratings Supplier relations 3,25 Investor relations / Corporate governance 3,00 Community relations Human rights and 2,75 corruption Environmental 2,50 2,50 2,75 3,00 3,25 3,50 3,75 4,00 Aggregate Ratings of Stakeholders Corporate Social Responsibility Report 9
  • ABERTIS INFRAESTRUCTURAS, S.A. 3. TRIPLE RESULTS: AN OVERVIEW ABERTIS’S ACTIVITY SOCIAL PERFORMANCE — STAFF Strategic lines 2, 4, 5, 7 and 8 Strategic lines 3 and 7CSR Strategic  Maintaining transparency with the investment community  Ensuring the motivation and involvement of human resources in the  Maintaining a close relationship with customers and ensuring their satisfaction continual improvement of the company Plan  Extending the commitment of social responsibility to suppliers and contractors  Promoting and systematising dialogue channels  Promoting and systematising dialogue channels  Guaranteeing the monitoring and control of the CSR Plan Model of company procedures | Corporate diplomacy | Social guide: social networks in abertis | The Dow Company jobs catalogue | ―talent‖ competence-based management system| Jones Index and the ESG communication for investors | The hybrid coverage network in Spain| Improving Management development programmes | Linking begins | Correspondents inExamples of best 2010 response capacity on toll roads| Supplier Approval Portal abertis | Training in conflict management at toll booths |Risk evaluation in communications practice The new Global Reporting Initiative accountability guides | Socially responsible investment indexes and Company jobs catalogue | ―talent‖ competence-based management system | other tools | Responsible communication | New toll road services | Road safety on toll roads | Connected Management development programmes | intrabertis 2.0 opens abertis to 2011 television –TDTcom | abertis telecom receives the EFQM 500+ recognition from the European Foundation the world | HUB ―Sharing knowledge‖ | Road Volunteer | Long-term for Quality Management (EFQM) | Customer services and airports | Supplier registration incentive plans | Work health and safety management in abertis Corporate Social Responsibility Report 10
  • ABERTIS INFRAESTRUCTURAS, S.A.ABERTIS’S ACTIVITY SOCIAL PERFORMANCE — STAFF Distribution of the economic value created1 Turnover Workforce at 31/12 0.44% 0.36% 0.20% 6,20% 1.82% 0.89% 6,75% 0,21% 3.75% 0,32% 11,31 18,82% 6.50% % 6.64% 21,81% 40.33% 14,36% 8.34% 1,76% 10,61% 19,68% 81,74 5,83% % 30.74% 0,14% 0,47% Central service Toll Roads Suppliers Personnel expenses Telecommunications Airports Financial expenses Profit tax Spain France Argentina Chile Environmental expenses Investment in social action Dividends Other United Kingdom Bolivia Sweden United States Depreciation Provisions Colombia Puerto Rico Other countries 1 The value added analysis has been done according to abertis‘s consolidated anual accounts (including the percentage of turnover outside the scope of the CSR Report). Corporate Social Responsibility Report 11
  • ABERTIS INFRAESTRUCTURAS, S.A. Average Daily Flow (ADF) on Km of managed toll Passengers Telecommunications toll roads2: roads: centres: passing through 7,431 men and 22,186 3,758 airports: 82% of women with 3,642 women in 74,709 23,089,200 permanent contracts the workforce at Retention 31/12 rate: 415 meetings with 57 works Women 65% councils Men 100% Turnover rate: 88% of men with Women 5 permanent contracts Men 5.19 Overall customer 8,602 queries and Quality management system satisfaction rating: 3,475 supplier opinions handled by the implanted in 91% of companies business turnover 7,623 Shareholders Office evaluated €1,271,683 17 hours of training per 21% women in invested in male employee4 top non-work- 92% of turnover covered by management a health and safety system related positions 13 hours of training per activities female employee42 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.3 In 2011 Spanish toll roads, along with central services and airports in Bolivia, did not conduct customer satisfaction surveys. For this calculation the data corresponding to 2010 have been considered valid.4 The gender-itemised training data cover 73% of the workforce, since the itemised data for the remaining staff are not available. The distribution of the workforce not included is 21% women and 79% women. Corporate Social Responsibility Report 12
  • ABERTIS INFRAESTRUCTURAS, S.A.ENVIRONMENTAL PERFORMANCE SOCIAL PERFORMANCE – COMMUNITY RELATIONS Strategic lines 6 and 7Strategic Strategic lines 1 and 7  Becoming involved with the community and social fabric Plan CSR  Minimising environmental impact  Promoting and systematising dialogue channels  Promoting and systematising dialogue channels 95% of turnover 384 meetings held with 140 EUR 6.2 million invested in social action, is covered by an 295 m3 water community associations equal to 0.9% of consolidated net profit EUR 19.9 million 42.19 t of CO2 105 MWh electricity established consumption per invested in the per million euros consumption per million environmental million euros of environment of turnover euros of turnover management turnover system LBG contribution by types Contribution to the community by fields of activity 553,679 t of waste 5% 3,045 liquid fuel generated, of 2,522 km subjected to noise 37% of operations 9% 8% consumption per million which 70% was study carried out using VIA-TMain indicators euros of turnover recovered. 31% 37% 20% Relative indicators Toll Roads Telecommunications Airports based on activity (ADF) (Technical centres) (Thousand passengers) 63% 4% 24% CO2 emissions by activity 2.08 0.69 2.15 (t) Water consumption (m3) 27.94 0.11 17.63 Social Accessibility and Socioeconomic Development Electrical consumption Charitable Donations 5.22 2.17 3.79 Cultural Accessibility (MWh) Community Investment Natural gas consumption Commercial initiatives Mobility and Road Safety 0.241 0.002 0.962 (MWh) Management costs Protecting the Environment Liquid fuel consumption 350.69 15.58 81.11 (litres) ―Smart Cities‖ | The second year of the Environmental Forum on Airports | ―Paquet Vert‖, public- Airports and the local community | ―You‘ve got one life left‖ in Madrid | Voluntaris:Examples of best practice private partnership to protect the environment | 2011-2014 Mobility Plan | Energy saving and 2010 Another way of doing things | abertis chairs | The abertis foundation and biodiversity efficiency plan | Wastewater facilities on toll roads | Protection of biodiversity on French toll roads| | LBG methodology and the classification of social action Noise observatory on toll roads | Aristos widens its horizons Balance of the first year of "Paquet Vert" | OASIS Project | Towards ―Smart Cities‖ | The third year of the Environmental Forum on Airports | 2009-2011 Surface access strategy for Luton airport | Energy savings and efficiency plan: reduction of consumption and the carbon footprint | Toll road Corporate volunteer plan | abertis chairs| the airport, another member of the innovations to help the environment | Improvements in waste management | Improvements to 2011 community | 1% cultural: Conservation of historical heritage | ―Paisaje y Entorno‖ the management and treatment of waste water on toll roads | sanef Biodiversity Audit | Inventory Award | abertis and Cáritas | of protected areas on Spanish toll roads | Biodiversity in airport settings | Conservation of local biodiversity | Noise in airports | Actions for managing acoustic impact on toll roads | Aristos continues to expand | Online training platform Corporate Social Responsibility Report 13
  • ABERTIS INFRAESTRUCTURAS, S.A.4. 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 PlanThe CSR Strategic Plan is founded on abertiss mission, vision and values, and During 2011, we have endeavoured to incorporate criminal risk management intofrom it emanate the procedures which propagate social responsibility among the the corporate risk map, by developing management mechanisms and tools,different stakeholders. including the improvement to the complaints procedure, the dissemination of the regulations developing the Code of Ethics in different countries, the preparation ofThe CSR policy includes the organisations different commitments; it is a public a criminal risk analysis and regulations existing within the organisation focuseddocument which is available on the website. The Code of Ethics and the on preventing these types of incidents and the mapping out and preparation ofregulations and procedure for fraud and corruption management are internal the criminal risk report. Work in these fields will continue in 2012, with thedocuments which are disseminated among internal stakeholders. The supplier participation of the Code of Ethics Committee, which met on a total of threeapproval process requests different type of accreditations in line with the CSR occasions during 2011, a year during which there were no infringements of theplan and policy, and the sponsorship manual establishes the criteria for selecting Code of Ethics.and awarding projects.The commitment to carrying out actions aimed at promoting each of theprinciples of the United Nations Global Compact is the core of human rights and Missioncorruption management at abertis. In 2011 abertis participated in a conference To be a leading operator ithe field of infrastructureson business and human rights promoted by the Onuart Foundation in Geneva. Inthis conference, the company shared its human rights management experiencealong with a number of mechanisms employed within the organisation. Vision To provide solutions for transport andHuman rights are present transversally throughout the entire abertis CSR telecommunications, balancing theStrategic Plan, as well as in the different actions and tools that the organisation satisfaction of our clients, shareholders and employees with the development of society.has linked to each of the stakeholders. At sector level, human rights involvespecific actions, such as, for example, human trafficking in airports. In thisregard, the management of this aspect in airports managed by abertis is Valuescentralised in the public authorities. Airports collaborate in everything which Credibility, Customer Service and Efficiency,public authorities request of them with the aim of preventing cases of human Proactivity, Responsability, Dialogue and Collaboration, Trust in People.trafficking. CSR STRATEGIC PLAN Corporate Social Responsibility Report 14
  • ABERTIS INFRAESTRUCTURAS, S.A.CSR management and design structureThe corporate management body for CSR at abertis is the CSR Committee, whichis made up of individuals representing the business units, including corporateservices. In 2011, the CSR Committee met on two occasions, dealing with matters relating Board of Directorsto the new CSR standards from GRI, as well as other proposals within the settingof the continuous improvement cycle. Similarly, at the first committee meetingheld after the publication of the CSR Report, the developments appearing in thereport were analysed, identifying new improvement opportunities. The CSR Chairmandatabase is a tool which enables business units to consult reported data and to Chief Executive Officeruse them at any time, thus providing them with another tool.Specific quantitative objectives are set at business unit level. This is why Corporate Management of Institutional Relationsestablishing specific objectives is a complex task at aggregated level. The annual Corporate Social Responsibility Unitanalysis conducted by the CSR Committee takes into account the comparison of Social Responsibility Committeethe organisations performance in relation to the general objectives set in the CSRStrategic Plan.The Corporate Governance Report and the Annual Report published by abertis Social Responsibility Coordinators in every business unitinclude information on the organisations management structure and themonitoring of Conthe Code recommendations on good governance. In 2011 theBoards of Directors of each of the Spanish toll roads in which abertis has 100%control were replaced by a sole administrator and three territorial advisory bodies Toll Roads Telecommunications Airports(located in Madrid, Barcelona and Valencia) of a consultative nature forinstitutional purposes. Thus, the seven toll roads companies (with the exceptionof avasa which retains its own Board of Directors) will involve a total of 21members who will meet on a quarterly basis. Corporate Social Responsibility Report 15
  • ABERTIS INFRAESTRUCTURAS, S.A.Main channels of communication and dialogue with stakeholders.abertis has a number of channels of communication and involvement withstakeholders. - Membership of different community associations and groups (traders, residents, etc.). - Briefings/meetings - Participation in national and international CSR - Press releases forums.Shareholders and the - Shareholders Office - Promotion of cultural accessibility in theinvestment community - Website community as a whole. - Shareholders Magazine - Coordination of a citizen information centre for Community - Shareholders‘ Meeting telecommunications-related matters. - Active dialogue and collaboration with organisations, associations, federations and - Internal communication plan guilds. - Intranet 2.0 - Cooperation with NGOs. - Internal publications - Management and implementation ofWorkers - Correspondents sponsorship. - Works councils and legal representation - abertis foundation - Ethical Channel - Communication to promote widespread - Attention to customers requirements through observance of the Code of Ethics and good the marketing and commercial departments. Suppliers practices among suppliers. - Dialogue and assistance services for - Supplier approval system. passengers at airport terminals. - Information offices and 24-hour customer care line. - Development of cooperation agreements withCustomers - Specific on-site and interactive customer care state, regional and local authorities. points on toll roads. Public authorities - Relationship with local councils. - Specific quality surveys. - Active dialogue and collaboration in the - Complaints and claims books. management of infrastructure planning and - Communication via radio, print media and development. internet. - Specific magazines and websites - Publications and communication with the Media media. - Continuous two-way attention. Corporate Social Responsibility Report 16
  • ABERTIS INFRAESTRUCTURAS, S.A.Communication with the investment community The shareholders meeting, which is the principal meeting point for shareholders, was held on 21 June and was attended by a total of 6,184 shareholders,abertiss Investor Relations Department prepares and implements the representing 71.14% of the share capital.communication strategy with the investment community, in order to respond toany matters raised by these stakeholders and to provide them with a high level of There is an increasing demand from the investment community for information onaccessibility and direct contact with the organisation. abertiss social and environmental performance. These requests are channelled through the organisations participation in evaluations conducted by institutionsThe communication policy with the investment community includes meetings with participating in the preparation of socially responsible investment indexes. In thisinstitutional investors and financial analysts, conference calls, meetings with regard, abertis has participated in evaluation questionnaires for the Carbonshareholders and the shareholders magazine, as well as a call centre and a Disclosure Project, and it was included in the recently created Iberia 125 index.webpage which are constantly updated. Relations with non-institutional For the sixth year running, it has also been included in the Dow Jonesshareholders are centralised through the Shareholders Office Sustainability World Index, and has received the Bronze award in the industrial transport sector in the Sustainability Yearbook 2011-12 published by the SAMIn 2011, the Shareholders Office received a total of 8,602 communications from Group.the investment community, an increase of 17% compared to 2010. It should bementioned that a high proportion of these queries were received by telephone Specific information regarding abertiss financial and corporate government(51%) and post (44%). performance can be consulted in the Annual Report, the Annual Accounts and the Corporate Governments Report for 2011. Londres Edimburgo La Haya Dublín Dublí Munich Minneapolis Amsterdam Bruselas Denver Frankfurt Boston Paris San Francisco Milán Milá Nueva York Lisboa Los Ángeles Toronto Madrid Chicago Barcelona 22 ciudades 262 Singapur visitadas gestoras 21 road shows (USA, Europa, Asia) Corporate Social Responsibility Report 17
  • ABERTIS INFRAESTRUCTURAS, S.A.Institutional relations: favouring value creation processes During 2011, Castellet Castle, the headquarters of the abertis foundation was the venue for the GRI Organizational Stakeholders meeting in Spain, and duringPublic relations and protocol activities deal with the needs arising from direct the same year abertis signed the diversity charter, an initiative which aims tocontact with bodies and stakeholders (either internal or external), encouraging promote diversity in the organisations, raising public awareness and extendingthe optimal scenarios for exchange and collaboration, as well as opportunities for commitment among the different shareholders of the organisations which areenhancing the Groups visibility, image and brand recognition. signatories to the charter.The internationalisation processes undertaken by abertis are often accompanied During 2011, abertis business units received the following awards andby intense relational activity, which is channelled in part through the diplomatic distinctions:channels of both the foreign and domestic governments. The aim of the corporatediplomacy activities deployed by abertis in this setting is to position the Group in Bronze award for abertis in the Sustainability Yearbook 2011-12those countries where it conducts its activities and, in turn, to encourage direct prepared by the SAM Group in the industrial transport sector.contract with the governments and decision-making centres therein, with the aimof securing recognition as a reference partner in its fields of activity. Inclusion in the CDP Leadership Index of the Iberia 125 Sample, a newly created index supported by the Carbon Disclosure Project organisation.In this regard, intensive collaboration with the Spanish Ministry of Foreign Affairsand Cooperation and with its network of embassies in different countries is a good sanef received recognition in the 2011 Top Com Corporate Businessexample of these approaches, which have given rise to numerous activities and communication congress, with the first prize and a special award frominstitutional trips brought about by abertis. the Jury, both in the global design category.External organisations and recognition Belfast received recognition as the best airport in the United Kingdom from consumers through the Holiday Extras website.abertiss connection with the community in which it operates is partly reflected inthe organisations participation in associations and organisations, both sector- Cardiff airport received the Ambassador Award in the Businessspecific and transversal, linked to the Groups activity. Language Champions scheme promoted by the National Centre for Languages (CILT Cymru). Worthy of mention is its selection as a finalist in the Golden Service Awards in the environmental awareness category. abertis telecom was awarded the EFQM European Excellence 500+ seal, the highest, in recognition of its management excellence. The ―Youve got one life left, dont lose it on the road‖ campaign promoted by the abertis foundation received the Rombo Awards for the La Vanguardia Social Action Programme (a Spanish newspaper of national and international renown founded in Barcelona in 1881). Corporate Social Responsibility Report 18
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practice The new Global Reporting Initiative accountability guidelines The international organisation Global Reporting Initiative (GRI) is the international reference for preparing social responsibility and sustainability reports. Through the publication of different tools, GRI has developed a methodology linked to the accountability process which employs common criteria in order to enable organisations to report on their levels of economic, social and environmental performance. All standards promoted by this non-profit-making organisation are prepared on the basis of multi-stakeholder processes, in which representatives from different stakeholder groups participate; a public consultation process in which any individual can provide their comments is also always included. abertis has been using the GRI standards since 2003, when the G2 version guidelines were in force. GRI guidelines are updated regularly to adapt them to the changes arising in society, as well as to the comments received by the organisation subsequent to the standards being used by different stakeholders. During 2011 GRI published version G3.1 of the guidelines and the Airport Operators Sector Supplement based on the new generation of G3.1 guidelines. Transparency in the preparation of the new standards has enabled abertis to adapt to them progressively over a two-year period, ensuring that it is capable of responding to the new requirements once the definitive version of the standards is approved. Thus, during 2011 the new indicators from the Airport Operators Sector Supplement and from the G3.1 guidelines were formalised in abertiss CSR management, with close collaboration from different airports which have closely monitored this process from the outset. The principal modifications to the sector supplement include a concise description of the airports, allowing the dimensioning thereof in their operational territory along with the description of operational limits, the inclusion of two new aspects — noise and inter-modality — and eight specific new indicators, as well as specific nuances in the previously existing indicators. The principal new features of the new version of the G3.1 guidelines are the segregation into types of many previously existing indicators, and the inclusion of new indicators in the employment and community settings. This updating has entailed strenuous efforts on the part of many of those involved, both in terms of preparation and accountability. The database (and by extension the indicator management manual) has been comprehensively adapted to respond to all the new requirements, both qualitative and quantitative. Actions have also been implemented to segregate all the new indicators and to adapt the scope of the database to the organisations current make-up. The level of accountability related with the new indicators has been very high, thus reflecting the degree of involvement on the part of the airports prior to the publication of the definitive standard, along with a number of systemised information management systems which have facilitated the existence of data segregated among other factors. Corporate Social Responsibility Report 19
  • ABERTIS INFRAESTRUCTURAS, S.A. Socially responsible investment indexes and other tools Presence in socially responsible investment indexes is one of the market mechanisms that makes it possible to distinguish those organisation whose performance on a social and environmental level is higher than average, so that the investment community can incorporate ESG (environmental, social and governance) criteria into the investment decision-making process. Preparing indexes is not the only tool; there are also rankings for positioning organisations, and also increasingly products, on the basis of their environmental and social impact, as well as their economic impact. For this reason, the standardisation of information on social and environmental performance, and the quantification and comparison thereof, is becoming a critical point when allowing these differentiation mechanisms to be developed. The Dow Jones Sustainability Indexes incorporate this type of evaluation, through a ―Best in Class‖ methodology; i.e. the index will always consider the best organisations in a relative manner. For the sixth year running, abertis has been present in the DJSI World Index, which includes the top 10% of 2,500 companies from all over the world in terms of sustainability criteria. abertis was also included in the Iberia 125, an index promoted by the Carbon Disclosure Project in the carbon footprint management field, and in the ECPI and ASPI indexes which provide information for Bloomberg and Vigeo, along with the socially responsible investment classification by Triodos. Permanent communication Given its desire to establish a closer communications policy with its stakeholders, in 2011 abertis embarked on a strategy of presence on social networks, opening up new online communication channels between the company and its different audiences. Thus, abertis provides its stakeholders and society in general with greater information and resources in order to provide increased transparency. In the case of the media, it has established a specific corporate channel on the Twitter social network. This profile can be accessed by journalists, media professionals and other opinion leaders, providing the public with a reserved space in which to interact, communicate and share information. abertis has also provided the media and society in general with other communications channels, such as the corporate website and the magazine Link, from which there is constant dissemination of the companys activity with regard to corporate social responsibility, the progress and improvements made in this setting, the commitments undertaken and recognition obtained, and the different cultural and social activities promoted by the abertis foundation. Corporate Social Responsibility Report 20
  • ABERTIS INFRAESTRUCTURAS, S.A.5. 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 Examples of best practice in 2011 New services on Spanish toll roadsMaintaining a close relationship with Road safety on toll roadscustomers and ensuring their Improvement in customer service Connected television –TDTcomsatisfaction. abertis telecom receives the EFQM 500+ recognition Customer service in airports 91% of turnover is The overall customer 99% of all enquiries, Summary of covered by ISO 9001 satisfaction index is complaints andPolicy indicators certification 7.6 suggestions answered Policy ISO 9001 OBJECTIVE: abertis strategic To guarantee Management Evaluation quality plan customer indicators service quality EFQM Corporate Social Responsibility Report 21
  • ABERTIS INFRAESTRUCTURAS, S.A.ISO 9001 certification level 2009 2010 2011 The quality management systems implanted in abertis are based on the ISO 9001 standard and the EFQM excellence models, both being global reference Central services serviabertis    standards. These systems make it possible to evaluate customer satisfaction and Spanish Toll to work in a continuous improvement cycle which progressively incorporates Roads(1)    communications received from customers, thus progressing towards total quality management. French Toll    Roads (2) abertis Customer Satisfaction Index 5 International Toll Roads scale of 0 to 10 Toll Roads 2009 2010 2011 gco Overall customer satisfaction index 7.30 7.56 7.62    (autopistas del oeste) rutas del The overall satisfaction index is calculated on the basis of the turnover-based pacífico weighting of the evaluation made by the customers of each business unit. elqui   Customer Satisfaction Index by business area:Telecommunication abertis s    telecom 100 Airports (3) tbi 90  92.67%  91.14%  90.51% 80 81 % Turnover* 8.13% 8.68% 70 76 76 76 76 76 76 76 76 6.22% 74 74 74 % 60 98.9% 99.1% 99.2% 50 (1) Spanish Toll Roads includes all the toll roads abertis manages in Spain. The 40 integrated management system has been implemented on all Spanish toll 30 roads, including aulesa, the only one remaining without certification, and the integrated system is currently in the process of being certified. 20 (2) French toll roads certification does not cover all the Group‘s activities. (3) Two tbi airports have implemented a quality management system but have 10 not yet obtained certification: Cardiff-International and Stockholm Skavsta. 0 Central services Toll roads Telecommunications Airports* In relation to the scope of the report 2009 2010 2011 Implemented and certified In the process of being implemented 5 In 2011 Spanish toll roads, along with central services and airports in Bolivia, did not conduct customer satisfaction surveys. For this calculation the data corresponding to 2010 have been considered valid. Corporate Social Responsibility Report 22
  • ABERTIS INFRAESTRUCTURAS, S.A.The setting of objectives means that the actions implemented throughout the Airports:year can be evaluated, focusing these actions on specific goals. The developmentof new toll road services, the attainment of the EFQM 500+ level in o Improving both the quantity and quality of customer communications, astelecommunications and the implementation of new websites in airports focused well as the webpage and the services associated with it.on improving customer communication are just some of the actions whichenabled abertis to make progress in the objectives that were established for o Encouraging quality management follow-up meetings with suppliers and2011. For 2012, the business units have defined new objectives: contracted companies. Toll Roads: o Increasing airport passenger satisfaction and local awareness of airport services. o Centralising processes for unifying and controlling the activities of all the networks in Spain, for globally managing indicators and for integrating all Activity over the year toll roads into the same operating system. In this regard, in 2011 work was carried out on the requirements and design of common computer abertis manages mobility infrastructures, including toll roads and airports, and it programs for customers complaints, claims and suggestions, for provides telecommunications services through the management of technical maintenance management and for centralised warehouse management, centres. which will be implemented in 2012. In 2011, activity on Spanish toll roads decreased slightly; this was offset by the o Improving the customer satisfaction index, through management French and international toll roads. In the case of airports, the total number of processes for non-compliance and the training operational personnel on passengers increased by 7%; likewise, the total number or technical centres tools for improving the quality management system. managed by abertis telecom also increased by 18%. o Developing new services. Activity indicator Average Daily Flow (ADF) o Improving road safety. Spanish Toll Roads 20,938 o Improving service quality in service areas. 23,575 French Toll Roads Telecommunications: International Toll Roads6 20,893 Technical centres o Working on the service supply chain and the information system operational model. abertis telecom 74,709 Passengers o Conducting an inventory of the network and available services. Total airports7 23,089,200 o Continuing with improvements to DTT services. Origin (airport) 3,936,339 Domestic flights o Enhancing and improving the operating model and information security. 6 This indicator does not include autopista central as it is beyond the scope of the CSR Report. Hence, the ADF does not tally with that published in the abertis Annual Report. 7 codad is not included in this indicator; given that the company only manages the runway there are no data available on passengers, only on flights. Corporate Social Responsibility Report 23
  • ABERTIS INFRAESTRUCTURAS, S.A. Destination (airport) 3,967,096 communication actions. The main channels of communication and dialogue include the following:Passengers Origin (airport) 7,562,393 - Information linesInternational flights Destination (airport) 7,623,372 - Customer care pointsFlights8 - Websites with online information, as well as forms for signing up for Total airports 445,024 discounts Day 292,787Commercial (passengers) - Informative magazines Night 37,299 Day 22,558 - Account manager by customerCommercial (cargo) Night 4,109 - Complaint and suggestion forms Day 55,666General aviation Night 5,300 - Social networks and communications services via mobile telephone and Bluetooth technology Day 34,626Institutional flights Night 2,679 - Information services via radio and variable message signs on toll roadsCargo transported (tonnes) With regard to communications received, a total of 601,174 were received in Total airports 91,556 2011, an increase of 23% compared to the previous year. The table below shows Entry 2,259 the type of communication and response percentage for the same.Commercial flights9 Exit 1,622 Enquiries, complaints and suggestions Entry 49,275Cargo flights10 2011 Exit 38,400 Received Dealt with Enquiries 585,680 99%A total of 525,945 passengers used abertis-managed airports for connections Complaints 15,112 100%with other destinations. Suggestions 382 94%Main channels of communication and dialogue with customersabertis has a number of channels for fostering communication with its Customer servicescustomers. Throughout 2011 a total of EUR 2.2 million was invested in customer In addition to providing the main customer services, abertis carries out actions8 There are no night-time flights at Orlando Airport, and codad has no data relating to night-time flights.9 sabsa is not included in this indicator as this item of data is not available. Commercial flights from to promote and develop the spaces where their infrastructures are located orStockholm Skavsta do not transport cargo. through which they run. Examples of this are sanefs continuing Passion10 Orlando does not operate cargo flights. There are no segregated data for Belfast on commercial and cargoflights; hence, the entire item is imputed to cargo flights. Weekends and the Spanish toll roads tourist guides. Corporate Social Responsibility Report 24
  • ABERTIS INFRAESTRUCTURAS, S.A.Additional services offered to customers Additional services offered to customers - Electronic platform for accessing invoices, copies - Passenger information point. thereof, and toll booth receipts sent via e-mail to VIA-T - Translation services in 150 languages. customers. - Multilingual signs and PA announcements. - Up-to-date information about travel times and the - Lost and found service. route, potential build-ups and traffic situation. - First aid for passengers. - 24-hour customer service line and customised service - Facilities adapted for use by individuals with reduced Airports channel for companies. mobility (special counters, help staff, seat booking, - Websites and specialised publications: autopistas.com waiting rooms, availability of wheelchairs, etc.). website, Link Autopistas and Link Truckers magazines. - Guides available for passengers with disabilities. - Interactive information points in service areas with - Aid scheme for travellers with financial problems.Toll Roads information of interest and downloads. - Shuttle service from all car parks to terminal. - Play area in the Sagunto service area during the - Prayer room. summer months. - Discounts for frequency, route and rural areas and for the use of VIA-T. The aim of these plans is to prevent any interruption to the service and to - Accident or breakdown service in less than 30 minutes anticipate the response, mitigate the effects and resume the service in the event and medical attention. of a failure, in order to thus prevent any interruption to services. In the case of - Passion Weekends the Stockholm Svaksta airport emergency manual, the procedures to be - Communications and road safety actions. implemented by the airport rescue service in the event of an accident is - Web-based carpooling service. described, as well as the initial response of the police, the local rescue services - Tourist guides for the main Spanish and European and the regional medical services. Cardiff has an emergency plan which defines cities, downloadable on smartphones. the responsibilities and actions to be carried out by each of the agents involved in incidents, among which it considers plane accidents, infectious diseases, fires, etc. Practice drills are conducted regularly to assess the efficacy of theGuaranteeing the operation of abertis-managed infrastructures is a key issue for established procedures. Belfast airport has provided crisis management trainingthe organisation, taking into account the indirect impact that the operation of for the responsible staff, who in turn are training the rest of the workforce. Lutonthese infrastructures has on the community in general. Hence, formal security airport also conducted a drill of all the emergency procedures updated in 2011,measures have been developed for airports, toll roads and telecommunications and a revision of emergency management plans is envisaged for 2012.services to guarantee continuity of the service in the event of an emergency orany other eventuality. The actions to be taken in the event of an emergency are also defined for toll roads and telecommunications, whether in an emergency plan, an action plan orAll the airports have operational working procedures for emergencies defined in in technical instructions.emergency manuals and plans, covering the different departments and functions,except for the codad airport, where abertis is not responsible for dealing with The Spanish toll roads and abertis telecom have a business continuity plan andemergencies. various related documents which make it possible to obtain the information required to recover the critical processes affected by a serious interruption to activity. During 2011, abertis telecom revised these continuity plans. Corporate Social Responsibility Report 25
  • ABERTIS INFRAESTRUCTURAS, S.A.French toll roads also have procedures defined for traffic management and crisis - International Toll Roads: In the case of Argentina, autopistas del oestemanagement to guarantee the continuity of the service on the toll road. The conducted road safety education campaigns in schools in the area, asinternational toll roads also have emergency manuals, instructions, regulations well as road safety campaigns in partnership with accident preventionand emergency plans which include the actions that workers must carry out in the organisations. Similarly, the Chilean toll roads, rutas del pacífico andevent of natural disasters and other eventualities which may affect the continuity elqui, conducted a number of activities aimed at schools to convey theof the service. message of safe driving to families.Access to airports Customer confidentiality and safetyAll the airports can be accessed by private transport, either in a private vehicle or All business units carry out the actions necessary to guarantee the confidentialitya taxi, as well as by public transport, via a system of buses, except for Orlando of customers personal data, pursuant to the legislation in force in each country.airport, which has no means of public transport. It should be mentioned that in In 2011 there were no incidents in this regard.the case of Cardiff and Luton airports, there is also a train line. The aspect of security in airports is defined in security procedures which comply with the legislation in force in each country. In the case of image-recordingWith the aim of encouraging the use of public transport, London Luton hasdeveloped a defined surface access strategy, which will be approved in 2012, security systems within the airport, access thereto is restricted to security personnel and a court order is required to extract related information.after submittal for public consultation. It has also conducted a number of actionsto promote sustainable travelling among its personnel, offering train discountcards, a free bicycle lending system for employees and families, and coveredparking space for bicycles in the terminal.Road safetyOne of the commitments assumed by abertis is that of working to improve roadsafety. In addition to the investments made in infrastructure to maintain qualitystandards, during 2011 a total of 17 campaigns were conducted with the aim ofimproving safety on communications routes and reducing accidents. Some ofthese campaigns were carried out in partnership with public institutions. - Spanish Toll Roads: these have sent regular e-mails to customers with advice for improving safety on the basis of the seasonal weather conditions and road conditions; they made eight videos featuring good driving practices that have been disseminated via the website, interactive information points and the Link Autopistas magazine; and they worked with government agencies in operation "Cross the Strait", with the preparation of maps and the provision of medical attention points. - French Toll Roads: these carried out four campaigns via posters and the use of e-mails, the website and the toll road radio information service as means of communication. Corporate Social Responsibility Report 26
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practice New services on Spanish toll roads Throughout 2011 abertis implemented a number of services on toll roads with the aim of improving service to users, as well as to facilitate their journey. Worthy of note among these services are: - Journey time information system. Installed on the Salou-Vinaròs section of the AP7 toll road, this system allows users to verify the journey time left until reaching their final destination or a nearby location. The system, which operates by means of traffic sensors located at different points of the toll road and which detect all the Bluetooth devices moving thereupon, makes it possible to verify the traffic conditions at each instant and thus calculate in real time the average journey times of vehicles from their current location to other points on the road. This information, which appears on variable message signs, allows users to plan their journey better and to anticipate heavy traffic or any other incidents which may come about on the road. - autopistas.com. In April the new autopistas.com website, where abertis provides real time and differentiated information for private individuals and hauliers, came into operation. Using a map supplied by Google Maps, users are provided with information on current and predicted traffic conditions, journey times, alerts for all manner of incidents which may come about on the toll road network and levels of service on the different sections of the network, and can also view more than one thousand cameras showing traffic situation in real time. For transport professionals there is also a digital tachograph simulator, the principal developments in the sector and road safety advice, among other things. The website receives around 70,000 hits a month, of which 60% are from the general public and the remaining 40% from professionals. The most frequently visited sections are the map and the real-time traffic information, followed by discount content and e-invoices. - Truck park. In 2011 a Truck Park was opened in the Montseny service area, and another in the Porta Barcelona area, with the aim of facilitating compliance with the rest regulations for transport professionals in a secure area. This is a new service area, designed specifically for these professionals, which has 56 parking spaces under 24-hour surveillance, as well as a wide range of commercial outlets and services (Wi-Fi, laundry, showers, games room, television, etc.) designed with road transport workers in mind. Between November and December, there were 1,207 stops in the Montseny Truck Park and 816 at Porta Barcelona. - Link Truckers. The Link Truckers magazine was created with the objective of increasing communication with abertis customers and responding to the needs of specific groups. This magazine is devoted to transport professionals; it is a blend of text, images and videos, and it incorporates information relating to the Truck Parks, advice on fuel-efficient driving, road safety recommendations, the latest developments in the sector, leisure tips, reports and interviews. It has been designed in digital format which, on one hand, allows for dynamic, convenient reading, and on the other, reduces its environmental impact by saving paper and ink. The magazine is e-mailed to 40,000 customers (professional customers, companies and transport associations), as well as specialised transport media. The current reading rate is 60%. - Carpooling. abertis provides toll road users with this service, which makes it possible to contact other individuals in order to share vehicles for journeys relating to work, study or travel. Sharing private vehicles makes it possible to reduce costs, reduce environmental pollution and to improve mobility on the road. A total of 2,374 individuals registered for the service from its inception in April 2011 until 15 December 2011. The majority of customers are from Barcelona and surrounding areas (Mollet del Vallès, Matarò, etc.), but there are also users from Madrid, Valencia and Bilbao. Corporate Social Responsibility Report 27
  • ABERTIS INFRAESTRUCTURAS, S.A. New services on Spanish toll roads - Five years of the play area in the Sagunto service area. It is has been five years since the childrens play area opened in the Sagunto service area (Km 478 on the AP- 7 Toll Road), resulting from a agreement between the Red Cross and abertis, with the collaboration of the concessionaire that manages the service area. The play area is open to toll road users during the summer months, as this is the period with the heaviest traffic on the road owing in part to operation "Cross the Strait". This project aims to contribute to the safety of toll road users, providing a rest option for parents as well as children and other family members. This service enables parents to rest on their journey, and allows children to rest and enjoy themselves playing games. The play area has a free play zone, where various games and toys are available to help children develop their creative and imaginative capabilities, as well as an area for games and handicrafts supervised by monitors, who are Red Cross volunteers. The play area also collaborates in information campaigns, such as ―The Heatwave‖ (tips for dealing with the effects of high temperatures), ―Take care of yourself this summer‖ (communications on the risks of summer, their consequences, and measures to be taken to prevent them), the Dembaya project for raising awareness and informing on childrens rights and combating the exploitation of children, as well as the provision of information and maps published by abertis which include information on the location of medical personnel, petrol stations, emergency telephones, service areas and access information for the destination ports. During its last three years of operation, the number of children making use of this service rose from 1,011 in 2009 to 1,750 in 2011. Connected television –TDTcom In May, the city of Barcelona hosted the ―Connected TV‖ conference, organised by abertis telecom and promoted by the Broadcast Networks Europe (BNE) Association, a body which brings together broadcasters and operators from all over Europe and which works on developing the audiovisual technological ecosystem. The main aim of the meeting was to exchange experiences and knowledge in order to find synergies for contributing to the joint development of services and solutions in the ―Connected Television" setting in the European Union, in a setting of technological change in the Audiovisual field. Along these lines, at the edition of Broadcast IT held in Madrid in October, abertis telecom presented its proposal for connected television, TDTcom, in line with the European standard launched in 2009 by the HbbTV (Hybrid Broadcast Broadband TV), of which abertis telecom is a member. TDTcom allows the household reception (on a connected television set or using a decoder) of content created by broadcasters for the Internet setting with other additional functions, such as On Demand reception, choice of schedules and programming and à la carte television, without affecting the habitual DTT programming. Corporate Social Responsibility Report 28
  • ABERTIS INFRAESTRUCTURAS, S.A. Road safety on toll roads Road safety on toll roads is one of abertiss priorities; consequently, it is constantly involved in various initiatives with government agencies (including the Directorate General of Traffic, the Catalan Traffic Service, and others) for maintaining and improving the quality of toll roads and the safety systems in place on them, and promoting awareness campaigns. In 2011, central reservations, structural protection and a total of 345,986 metres of metal safety barriers on the right-hand side of the carriageway, etc., were installed to prevent accidents on toll roads. These actions have contributed positively towards attaining the objective of reducing road deaths by 50%, as established in the White Paper on European transport policy for the period 2001-2010. Actions carried out during 2011 in the road safety field include: - The regular e-mailing to abertis customers of information relating to road safety in accordance with the seasonal weather conditions and road conditions (roadworks in certain areas, etc.). In 2011 a total of 50,000 e-mails were sent, the reading rate of which reached 50%. Similarly, a section titled "Viaja seguro" (―Travel safely‖) has been incorporated into the Link Autopistas magazine, where by means of text content, and in some cases audiovisual content, drivers are given advice on safe driving. A number of different topics were dealt with in the magazines published in 2011, including vehicle maintenance, safety items needed in the car, distractions at the steering wheel, driving in the wind, fog and snow, and how to react in the event of a puncture. These training and information tasks also continued with the awareness and road education programmes for students in the Chilean communities where abertis operates. - The conduct out of drills on toll roads, with the aim of training for this type of situation, thus improving the response capacity and road safety in the event of an accident. Worthy of mention in 2011 was the collaboration in carrying out a drill for rescuing individuals trapped in vehicles on Basque toll roads and the full-scale simulation of an accident in the Guadarrama tunnels, with the collaboration of the Ministry of Development and the Civil Protection Directorates of the Communities of Madrid and Castille and León. - The setting up of the website Autoroute Académie by the abertis foundation and sanef. Driving school associations and road safety associations collaborated in its creation. This website is devoted to young people between the ages of 15 and 25, the age group that suffers the greatest number of accidents on motorways. The aim is to teach young people who are learning to drive, or who have just obtained their driving licence, the special characteristics of motorway driving and thus provide them with better preparation as drivers. The site aims to supplement the training given by driving schools, which in turn will benefit from free access to toll roads during driving lessons. The site is divided into three blocks: a module which, with four videos, tests the motorway driving of six young people; a test comprising 15 questions by means of which participants can win 1,000 free toll road kilometres; and a module for evaluating the behaviour of a friend or family member. - The signing of a collaboration agreement with the Heltzen Fundazioa (Basque Road Safety Foundation), aimed at creating a safer sustainable transport setting and raising awareness among society in the matter of accident prevention. Planned initiatives include forums, conferences, competitions, training activities and support for road accident victim associations. Corporate Social Responsibility Report 29
  • ABERTIS INFRAESTRUCTURAS, S.A. Road safety on toll roads - The collaboration with the Provincial Consortium of Valencia and with the Professional Association of Road Traffic Accident Rescue, for the sponsorship of the 7th National Road Traffic Accident Rescue Conference held in Cullera (Valencia) in April. The objective of the meeting, in which teams from different countries participated, was to refine the intervention of rescue services, by increasing and sharing knowledge among different rescue bodies, in order to thus improve the levels of performance and assistance to victims. - Participation in the European SafeTRIP Project based on the premise that European citizens should benefit from a transport system capable of satisfying their needs and expectations in terms of safety, comfort and efficiency. This project seeks to combine information on vehicles and on users of the infrastructure by making use of satellite technology to explore next-generation services which will enhance the safety and comfort of customers through the collection and communication of data. Within the same setting of road safety, mention must be made of the Accident Rate Report for heavy transport in Spain, prepared by the Spanish Road Safety Foundation in collaboration with abertis toll roads, in which it is considered that the use of toll roads reduces the risk of accidents for heavy transport. The study highlights the positive development of accident data in this type of transport, which has seen both the number of victims and the seriousness thereof reduced. abertis telecom receives the 500+ seal from EFQM abertis telecom received the European 500+ Seal of excellence, awarded by the Excellence in Management Club, the Spanish representative of the European Foundation for Quality Management (EFQM). This seal, which is the maximum distinction awarded by the EFQM, recognises the companys management system, its capacity in the attainment and maintenance of results over time for all stakeholders, and the manner in which these results have been obtained. The ceremony in which the European 500+ Seal of Excellence was awarded to the CEO of abertis telecom by the executive president in Catalonia of the Excellence in Management Club, was held at the headquarters of abertis in Barcelona, and was attended by the Chairman of abertis, Salvador Alemany. The European 500+ Seal of Excellence recognises those companies who conduct the management of their business with a high degree of business excellence, both internally and externally. Corporate Social Responsibility Report 30
  • ABERTIS INFRAESTRUCTURAS, S.A. Customer service in airports abertis is present in nine airports, located in Cardiff, Belfast, Luton, Stockholm, Orlando, Bolivia and Colombia, with a total of 26,000 direct and indirect employees. The characteristics of these airports define part of the services and activities conducted therein. Description and characteristics of the airports Number of Total area of the Number and length of Minimum flight Number of destinations airport (km2) runways transfer time airlines served served London Luton 2.35 1 runway (2.160 km) 40 minutes 17 95 (UK) Belfast International 2 runways (2.78 km and 1.89 Does not operate 3.97 16 Over 70 (UK) km) connecting flights Cardiff International Between 30 and 50 2.06 1 runway (2.39 km) 14 Over 50 (UK) minutes Orlando Sanford 4 runways (2.93 km, 2.13 km, Does not operate 12.14 11 Over 50 (USA) 1.83 km and 0.3 km) connecting flights tbi Stockholm Skavsta 2 runways (2.88 km and 2.04 4.40 4 61 (Sweden) km) Between 30 and 90 El Alto (Bolivia) 6.00 2 runways (4 km and 2 km) 11 32 minutes Between 30 and 90 Viru-Viru (Bolivia) 2.30 1 runway (3.50 km) 10 30 minutes 2 runways (3.8 km and 2.65 Between 30 and 90 Jorge Wilstermann (Bolivia) 2.91 5 25 km) minutes 2 runways (3.8 km and 3.8 codad (Colombia) 10 Not available 78 km) In 2011, with the aim of improving the services the airports offers their passengers, the airports managed by the Group continued to participate in the ASQ Survey. This is a passenger satisfaction programme in which over 190 airports participate. Through a survey conducted on passengers from all participating airports, each airport can find out its own evaluation with respect to all the other participants, as well as those aspects open to improvement and on which to concentrate their resources. Another noteworthy initiative carried out in 2011 by the European airports managed by tbi was the joint redesigning of their websites, with the aim of providing greater information, 2.0 content and a customised service for the users thereof. The principal improvements of the new design are: the possibility of planning the journey directly from the homepage information on both arrivals and departures reservation of flights, holidays, accommodation, car hire and airport parking spaces the possibility of monitoring airport activity through social networks, such as Twitter and Facebook sharing content in web 2.0 A further improvement allows frequent users to customise the website, since it has a customisation menu in which it is possible to select the most frequently consulted sections and save these preferences. During 2011 the airports also increased their use of social media as a means for passenger communication. Social media make it Corporate Social Responsibility Report 31
  • ABERTIS INFRAESTRUCTURAS, S.A. possible to communicate more informally with passengers, increase customer service levels, provide information on the airports commercial offer, and provide information on airport-related events.6. THE ABERTIS 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 Examples of best practice in 2011 The human team Managing talent and professional ―talent‖: management by objectives systems development Management development programmes intrabertis 2.0 abertis opens up to the worldEnsuring the motivation and Generating common culture HUB ―Sharing Knowledge‖involvement of employees in thecontinual improvement of the Managing diversity and equalcompany Road Volunteer opportunities Extension of company benefits Long-term incentive plans Promote workplace health and safety Occupational health and safety at abertis 86% of the workforce EUR 3,711,112 92% of turnover is Summary of have permanent contracts invested in training covered with an indicators occupational risk management system established in line with OHSAS 18001 Corporate Social Responsibility Report 32
  • ABERTIS INFRAESTRUCTURAS, S.A. Corporate Social Responsibility Report 33
  • ABERTIS INFRAESTRUCTURAS, S.A. Number of workers by country (workforce on 31/12) 6.1. The human team 5,000Policy 4,500 4,000In line with its values, in addition to ensuring full compliance with the legislation 1,182 3,500in the different countries in which it operates, abertis also provides suitable 3,000social measures for supplying solutions through continuous dialogue. 1,341 2,500 2,000 3,284 1,500Results 1,000 2,063 451 248 217 0,500 80 39Workforce composition 53 21 6 472 487 503 362 4 0,000 121 28 34 18 59 Scope of the CSR Total abertis Report Number of workers on 31 11,952 11,073 December Men Women Equivalent average workforce 10,995 10,191 Distribution of the workforce by age groupThe total abertis workforce reflects the organisational changes that have comeabout. In this regard, the analyses of the data presented below are conducted onthe basis of data re-calculated from previous years, in line with the Groups 100% 14% 13% 13%current make-up. 80% 23% 24%The scope of the report currently includes 93% of the Groups equivalent average 27%workforce. Both the workforce at 31 December and the equivalent average 60%workforce included in the report remained practically constant in relation to 2010.86% of the equivalent average workforce have permanent contracts, 4% lower 40% 48% 48%than for 2010, with this figure being 88% for men and 82% for women. 43% 20% 16% 16% 15% 0% 2009 2010 2011 Under 30 30-45 46-55 Over 55 Corporate Social Responsibility Report 34
  • ABERTIS INFRAESTRUCTURAS, S.A.Equivalent average workforce by business area The company jobs catalogue establishes a professional classification based on the Hay methodology, making it possible to clarify and validate the proper 7,500 7,146 distribution of functions within the different areas and departments, thus preventing duplications or gaps in activity. Furthermore, the system permits the standardisation of jobs, with the aim of ensuring coherence among the different 6,000 Group companies. 4,500 Employees Company/worker relations 3,000 93% of the workforce are covered by collective bargaining agreements, with a group of employees from professional management activities, as well as the employees at codad, sabsa, apr and Orlando Airport, being excluded from the 1,359 1,359 1,500 same. In those cases in which there is no collective bargaining agreement, 327 abertis deploys a corporate labour relations framework which fulfils the same functions. 0,000 Central services Toll roads Telecommunications Airports Works councils or the legal representatives of employees provide the human team with a channel for coordination and communication with the collective representation body. In this regard, all the units of abertis, except for codad, apr and Orlando airport, have one or more works councils, with a total of 57 atThe toll roads business line accounts for 70% of workforce distribution. The corporate level, and with which a total of 415 meetings were held.workforce turnover rate for 2011 fell by 22%, with the figure stabilising at a total During 2011, the agreement for establishing the operation of the Europeanof 5.6; there are considerable variations based on professional category, with no Information and Consultancy Committee was specified. The Committee issignificant variation between sexes. expected to commence operation in 2012.Workforce turnover rate to workforce at 31 December The process for setting up the European Information and Consultancy Committee was delayed, on one hand, owing to regulatory changes (Law 10/2011 of 19 May) Men Women Total which entailed the rethinking and readjustment of certain matters dealt with in the negotiation framework; and, on the other hand, owing to the organisational Workforce turnover 5.19 5 5.13 changes undergone by the Group during 2011, which required some of the content of the agreement to be adapted. Nonetheless, and subsequent to the work meetings planned between Central Management and the Negotiating Men Women Total Committee (attended by their different international representatives), a draft Managers 9.09 0 7.96 agreement was reached; this will be ratified at the beginning of 2012. Heads of Departments 3.54 2 3.19 Other employees 5.26 5.15 5.22 Corporate Social Responsibility Report 35
  • ABERTIS INFRAESTRUCTURAS, S.A. 6.2. Managing talent and professional developmentPolicy Evolution of investment in trainingabertis is consolidating its commitment to training, a key aspect for theprofessional development of the human team, and it organises professional 4.000.000 3,801,121 3,711,112 3,551,166development programmes to improve and guarantee the talent of its staff. Asexpressed in the Strategic Plan, abertis aims to contribute to its employees‘welfare. 3.000.000Results 2.000.000Training and professional development management are two key factors whichhave an impact on employee satisfaction. In 2011 the implementation process for 1.000.000the improvement actions identified in the 1st Employee Opinion Survey continued.Work was also carried out on a new joint Group survey, with the aim ofdeveloping the model used up until then, both in the distribution thereof (greater 0number of online responses) and in the reports obtained. 2009 2010 2011The training plans enable the different business units to identify those areas inwhich employees require further training, and to prepare a coordinated training Management by objectives models make it possible to identify individualsproposal. 68% of the workforce has received training, with an average of 17 contributions to the organisations objectives, to facilitate the attainment ofhours of training received per employee during 2011. defined strategic objectives, and to promote the individual development-oriented style of management. During 2011, the model was adapted in line with the Heads of Other current setting. Managers Departments employees Average training hours by Employees included in the Management by Objectives model 25.24 22.85 15.13 professional category Men 22.75 23.67 16.75 Percentage of the total individuals in each category Managers 94% Women 40.73 20.33 12.56 Men 94% Percentage covered by the Women 93% 64% 80% 72% indicator11 Heads of Departments 84% Men 83% Women 89% Other employees 13% Men 13% Women 13%11 This percentage refers to the percentage of the workforce for which this item of data, broken down byprofessional category and gender, is available. Corporate Social Responsibility Report 36
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practice ―talent‖: competence-based management system ―talent‖, the professional development management system at abertis, permits self-evaluation, an agreement to be reached on the same with the responsible individual, and the joint definition of a personal development plan. Thus, the system allows managers and middle managers to manage the development of work teams. After the initial evaluation of the tool conducted in different units of abertis infraestructuras and abertis telecom in 2010, the initiatives derived from the aforementioned evaluation were implemented in 2011. Thus, during the first year of the systems implementation, individual actions arising from the competence evaluation process were introduced, such as training, analysis of discrepancies with management in designing plans for their team, etc. This process of aligning the education and training processes with competencies will be progressively established and optimised. Similarly, in 2011 the design of the tool continued in order to extend the system to sanef and all the professional profiles and documentation were adapted in order to conduct the testing and pilots tests in 2012. Management development programmes 2011 saw the completion of two editions of the ―abertis Executive Program‖, a high-level programme mainly taught by the Group‘s general managers and corporate directors, and which aims to develop more multi-talented professionals, with a greater vision of the Group and of the infrastructure sector, and high levels of competence. With the aim of promoting the subsequent continuous training of the participants in the programme, a web site has been designed, with collaborative tools, in which the training received will be extended and the individuals participating in the programme will be provided with different resources (articles, development tools, training videos and forums) which will enable them to be better prepared for the opportunities that may arise within the Group. Those abantis (the group of middle managers) who cover the entire Executive Programme cycle have access to Project Office, the second development phase of the management programme. In 2011 a number of different projects were completed and now need to be submitted to management. One of the projects that has already been submitted is an e-learning platform common to the entire Group. It has been approved as one of the projects which will encourage the development of employees, favouring efficiency in the setting of training at the same time. Corporate Social Responsibility Report 37
  • ABERTIS INFRAESTRUCTURAS, S.A. 6.3. Generating common culture Associated with this platform, a new corporate directory has been developedPolicy which includes information on all individuals connected to intrabertis, a common space for advertising vacancies throughout the Group and a specific communication channel for the Code of Ethics: the Ethical Channel. This is theInternal communication is key to encouraging the Groups cohesion and making make-up of the organisations bidirectional communication channels.employees proud to belong to it. abertis aims to achieve smooth, two-waycommunication between staff to improve the organisation on a daily basis. During 2011 the intrabertis platform continued to give a voice to the corporate volunteer program, through the proposal for participation in a number of different general volunteer activities (‗Voluntaris proposes‘), or in more specific actions.Results Similarly, it was the principal channel for disseminating the initiatives organised in relation to childhood for the celebration of the "3rd Volunteer Day" organised byThe organisation has different tools for promoting the development of an the abertis foundation and abertis Voluntaris on 12 December, under theorganisational culture, in addition to the preparation and dissemination of slogan ―Take a child by the hand‖.welcome packs (which include abertiss mission, vision and values), the Code ofEthics, corporate policies, operational and systemic manuals (on both quality and Finally, a new online format has been developed for the Whats going on?health and safety) and other relevant documents. newsletter, a compendium of the most relevant information published on intrabertis during the previous two months, aimed at managers and heads ofWorthy of note are participative initiatives such as abertis Correspondents, who departments with the objective of ensuring that the relevant information ishave continued to act as in-house journalists, through the identification of distributed among the groups, regardless of access to the intranet.relevant facts, the proactive search for news opportunities and the auditing ofcorporate communication actions, among other means. Part of the contentcreated by the correspondents is included in the internal magazine, Linking, arecently created space which, in its second year, made headway, providing a newchannel for interaction between the organisations employees.In 2011 the deployment of intrabertis 2.0 got underway. In its initial phase itreached central services, abertis autopistas España and abertis telecom. Thisnew platform, which allows smooth communications to be established withindividuals located all over the world, incorporates functions which make it moreparticipative, and during 2011 it was one of the reference channels fordisseminating and informing on the new Code of Ethics prepared in 2010. Corporate Social Responsibility Report 38
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practice intrabertis 2.0 abertis opens up to the world The new corporate intranet has been progressively deployed among the different corporate teams, in four different languages, reaching a total of 6,000 individuals from the Spanish toll roads and abertis telecom units in the initial phase. The project was launched in 2009, with all the business units involved in the first phase participating in the definition of the functional requirements, of the information structure, of the design and functionality, in line with the corporate image, and of certain criteria for the management and publication of content, which appeared in the "intrabertis 2.0 Style Guide‘ which completes the publication technical handbook. For those employees who do not have a computer linked to their job, there are a number of common access points (kiosks) which enable them to consult the websites content. Once implemented, a joint information campaign was conducted, combining online and physical elements, and a tutorial made available for users to familiarise themselves with the main content and learn how to use the different customisation elements at their disposal. These elements include aspects such as selecting the browsing language, generating alerts on the most interesting content, including internal and external content in a favourite section, and selecting useful widgets, and they help to make the intranet a more user-friendly platform which is useful for day-to-day work. A point for resolving technical queries and incidents linked to the initial deployment has also been maintained. Associated with this new 2.0 setting, and making use of the same technology, a number of different collaborative environments were launched in 2011, including functional mini sites, aimed at specific groups or concrete projects, in which users can share documentation, discussion forums, contact lists, interesting links, event schedules and follow up on tasks. HUB ―Sharing Knowledge‖ In the majority of cases geographic dispersion and business diversification at abertis hinder the exchange of knowledge and experiences between managers from different business lines or who are located in different countries. HUB was created to respond to this problem. It is a tool for internal use designed to respond to the need to manage information published by organisations and academic institutions, benchmark study services and think tanks, as well as important lectures and speeches given by Group managers at symposia, conferences and seminars. It also allows discussions about published information and documentation to be initiated. The projects initial phase consisted of identifying the Groups needs and defining the best way of organising information into a system for sharing knowledge among abertis management all over the world, and which serves as a knowledge base for decision making. Finally, an open and flexible tool was created to share, comment on and access information transversely all over the world. Designed in blog format, this tool is based on a content manager which makes it possible to file and index documents, accompanied by a summary file and certain data to facilitate their subsequent location (publication date, tags, etc.). HUB is available in Spanish, Catalan, English and French, and allows for searches by both free text and structured browsing. The Studies Unit at head office is responsible for coordinating activities and Corporate Social Responsibility Report 39
  • ABERTIS INFRAESTRUCTURAS, S.A. overseeing and encouraging the use of HUB. The newsletter ―Trends – Perspectives on economy and infrastructures‖ is compiled on the basis of information published on HUB. This newsletter is published in Spanish and English and is distributed to the entire management team in electronic format. Trends includes articles and references on economy, management and technology with regard to infrastructures, as well as a schedule of presentations given by managers along with information on activities in the chairs promoted by abertis in different universities. The publication of content in the newsletter is coordinated by the companys Studies Unit. As a result of this tool and the newsletters success, it is been decided to extend access to them to all personnel in the different business units. Currently all head office personnel have access to the online tool and receive the Trends electronic newsletter. Corporate Social Responsibility Report 40
  • ABERTIS INFRAESTRUCTURAS, S.A. 6.4. Managing diversity and equal opportunitiesPolicyabertis has an explicit commitment in favour of equal opportunities and non- Evolution of the presence of women in management postsdiscrimination, 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 the law. 100% 10% 10% 12% 75%Resultsabertis is a signatory of the Diversity Charter, a European initiative set within the Women 50%anti-discrimination directives adopted by the European Union in 2000. It is a code 90% 90% 88% Menof voluntary commitment to which companies and institutions join up to supportand promote the principles of acceptance of diversity and non-discrimination in 25%the work setting.In all the countries in which abertis operates, except for Colombia, the current 0%legislation refers to aspects of equality and womens rights, as is the case with 2009 2010 2011the Equality Act and the Sex Discrimination Act in the United Kingdom, the EqualOpportunities Act in Sweden, the equal pay acts in France, Chile and Orlando and Evolution of the presence of women as heads of departmentsthe non-discrimination between men and women acts in Puerto Rico, Chile andBolivia. In Spain, the Gender Equality Act is the management framework forthese matters, including, among other measures, the preparation of equalityplans by public and private enterprises of a certain size.In this setting, the different business units conduct actions promoting genderequality, including awareness-raising actions and workforce training, ensuring theneutrality of selection processes and the incorporation of equality into wageagreements. In Spain, abertis telecom and some of the abertis autopistasEspaña business units have implemented an equality plan, while the rest are inthe developmental phase. With regard to equality plans, abertis telecom hasconducted awareness-raising actions, has disseminated the non-sexist languageguide, and has trained the staff comprising the equality committee. Corporate Social Responsibility Report 41
  • ABERTIS INFRAESTRUCTURAS, S.A. Cardiff is this percentage different, standing at 166% in the case of men and 100% 178% in the case of women. 21% 22% 23% Initial salary/ 75% Minimum salary Spain 169% France 108% Women 50% England 133% Men 79% 78% 77% Wales 176% Ireland 123% 25% Sweden 121% United States 175% Argentina 251% 0% 2009 2010 2011 Puerto Rico 104% Chile 100% Bolivia 245%Evolution of the workforce according to gender Retention rate 100% 25% 30% 33% Men Women 75% Individuals taking parental leave 111 125 Number of individuals who have returned to their Women 111 96 50% job after parental leave Men Number of individuals who continue in the 75% 111 81 70% 67% organisation after 12 months 25% 0% 2009 2010 2011 Integration of disabled persons Most of the countries in which abertis is present, except Chile, Bolivia andabertiss recruitment policy aims to encourage the recruitment of individuals Sweden, have legislation regarding the integration of disabled individuals. Thefrom the local community, with 94% of management staff coming from the local implications of this legislation (including the Disability Discrimination Act, thecommunity. Similarly, the wage policy does not discriminate between sexes. Americans with Disabilities Act and the system for protecting disabled individuals)The table of differences between initial salary and the local minimum wage shows vary, although they generally require neutral recruitment processes and thethe same percentage differences between men and women. Only in the case of adaptation of the workplace. Corporate Social Responsibility Report 42
  • ABERTIS INFRAESTRUCTURAS, S.A.The legislation in this regard differs considerably in Spain and France, given that 300.000in these countries the legislation sets minimum quotas for contracting disabled 268,385workers. sanef has established an agreement with AGEFIPH, a French 232,512238,118 250.000organisation which promotes employment of the disabled, and abertis in Spain 215,532 189,595has carried out both direct recruitment and the use of alternative measures 200.000 2009 181,962envisaged by law. 150.000 2010The organisational changes which came about in 2011 had an impact on the 2011 100.000percentage of coverage of the Law on Social Integration of Disabled People(LISMI) in Spain. After conducting an audit in the EDC model setting, work is 50.000currently being conducted to rationalise the alternative measures. - Buying Goods and Services Donations Management of impatriates and expatriatesThe EDC model of excellence in diversity, promoted by the Seeliger y Conde The abertis Expatriation Policy is intended to ensure that employees settle inFoundation, is a process for the continual improvement in the inclusion of quickly and easily, meeting their personal needs and those of their family in orderdiversity based on a methodology of organisation, management, follow-up and to help expatriates and impatriates to adapt to their new environment.improvement in the inclusion of disability in organisations. In 2011 there were variations in the movement of employees and management staff in international postings. Workers with a disability recruited directly by abertis in Spain 1.05% On one hand, with regard to long-term expatriates (those individuals posted abroad for over one year), two expatriates returned from France and Chile, and Workers with a disability recruited in Spain, both directly and 1.82% there were new postings to France, USA and Puerto Rico. At the end of the year, via alternative measures there were 11 expatriates with long-term postings. On the other hand, there were new short-term postings (under one year) the aim of which includes knowledge transfer in certain specific areas, as well as part of the professional development of employees. There were short-term internationalPurchase of goods and services from and donations to Special WorkCentres (CETs) postings to France, UK, Chile and Puerto Rico. There were a total of eight short- term, expatriate postings. Lastly, there are a total of two impatriate postings in the Group in Spain (professionals from other countries posted to our country as expatriates for more than one year). Corporate Social Responsibility Report 43
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practice Road Volunteer The abertis foundation, working in partnership with Barcelona City Council and the Catalan Downs Syndrome Foundation, promoted a project that involved integrating individuals suffering from Downs Syndrome or those with an intellectual disability. The aim was to improve road safety around schools while also working towards integrating young people with Downs Syndrome into the employment market. A pilot scheme was conducted with six road volunteers in three schools in the Sarrià-Sant Gervasi district of Barcelona. The road volunteers, who had been selected from a work initiation programme in the Catalan Downs Syndrome Foundation, received theoretical and practical training from the city police in Barcelona. The tasks carried out by the road volunteers include observing and noting the behaviour of drivers and pedestrians when entering and leaving schools, both regarding the use of safety elements and respecting traffic signals. In the case of drivers, it also includes respecting pedestrians, and proper, safe driving. Every fortnight, the data collected by the volunteers are revised by a team of road safety education monitors from the Catalan Downs Syndrome Foundation. Corporate Social Responsibility Report 44
  • ABERTIS INFRAESTRUCTURAS, S.A. 6.5. Extension of company benefits Total investment in non-work related activities €1,271,683Policyabertis has a social benefits policy for all workers that aims to encourage a During 2011 work continued on the development of flexible payment plans,balance between work, family life and free time, favouring integration and including new groups in some of the Groups business units, especially in abertismotivation with the company. telecom, as well as improvement to a number of products, such as the inclusion of the Pension Plan. Through the Flexible Payment Plan, employees have the option of selecting a series of social benefits with tax and financial advantages,Results such as luncheon vouchers, nursery vouchers, health insurance, life assurance, accident insurance, housing rental, pension plan, etc.The organisations social benefits plan covers different areas, principally aimed atincreasing its employees‘ quality of life and improving employee satisfaction. Within the setting of complementary company benefits, work continued on the work group formed in 2010 and made up of representatives from the GroupsThis includes company support for employees with children or dependants, and different promoters in Spain, representatives of participants in the differentcontinuous support in specialised training with flexible working hours in pension plans, and with the participation of the Social Responsibility Unit and theaccordance with each of the tasks to be carried out in the organisation and other most representative Trade Union sections, with the aim of defining andtypes of benefits, such as, for example, the availability of VIA-T with a corporate coordinating Socially Responsible Investment within the mandate of Pension Funddiscount. Management.Examples of best practice Long-term incentive plans In 2011 efforts were focused on implementing a new abertis share delivery plan with the same characteristics as previous plans. This policy is aimed at around 800 Group professionals occupying positions ranging from management posts to technical experts. Signing up for the plan is voluntary and involves these employees being able to receive part of their variable remuneration (up to a limit of EUR 12,000) in the form of abertis shares. If employees keep the shares for three years, at the end of this period, the company 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 25%. Corporate Social Responsibility Report 45
  • ABERTIS INFRAESTRUCTURAS, S.A. 6.6. Promote workplace health and safety Level of implementation of a health and safety system and OHSAS 18001Policy certification 2009 2010 2011Occupational risk prevention and protecting our employees‘ health are basictenets of abertiss human resource policy. Thus, we have in place all the serviabertis   necessary measures to ensure workplace health and safety. abertis    Central services infraestructuras abertis    foundationResults Spanish Toll    Roads(1)Occupational risk management is channelled through the implementation of French Tolloccupational risk management systems in line with the international OHSAS    Roads18001 standard, in the different business units. In 2011, rutas del pacífico and International Toll Roads Toll RoadsOrlando Airport implemented their systems, and the system at Orlando Airportwas certified. Luton is currently undergoing the implementation process, and has rutas del pacífico a health committee and also manages the risks associated with occupationalhealth and safety. elqui  Health and Safety Committees formed by individuals representing employees and abertis telecom Telecommunications   the company are present in all business units, except in codad, apr andautopistas del oeste. These committees, which cover 91% of employees, tbi (2)coordinate occupational risk management within the organisation and use the Airports codad  system to extend risk management throughout the organisation.  88.62%  89.97%  91.68%These Committees monitor compliance with current legislation, along with any % Turnover* 9.44% 8.15% 5.14%potential improvements which may be carried out with regard to occupational risk (1) Spanish Toll Roads has finished the integration of the previously implementedmanagement. In 2011 a total of EUR 391,621 was invested in projects to improve management systems, and the integrated system is currently in the process ofthe work setting, along with EUR 1,132,135 in occupational health and safety being certified.training. (2) Orlando has a certified system, Belfast and Cardiff have systems in place, and Luton is currently implenting one. *In relation to the scope of the report.  Implemented and certified  Implemented In the process of being implemented Corporate Social Responsibility Report 46
  • ABERTIS INFRAESTRUCTURAS, S.A.The incidence, frequency and severity indexes were affected by the re-calculationof data arising from the new organisational make-up, as well as the improvementin the accident data records.The principal causes of the 374 accidents that occurred included the handling ofheavy objects, damage suffered during training actions, and handling in airports;falls and poor posture along with accidents while travelling to and from theworkplace, and some cases of overexertion in toll roads and telecommunications.Development of occupational risk indicators 2009 2010 2011 Incidence rate 34.4 33.22 31.99 Frequency rate 17.71 17.85 16.38 Severity rate 0.38 0.38 0.52Occupational risk indicators 2011 Men Women Total Incidence rate 30.82 26.63 31.99 Frequency rate 18.07 14.63 16.38 Severity rate 0.62 0.36 0.52 Corporate Social Responsibility Report 47
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practice Health and safety at abertis Health protection and occupational risk prevention are key aspects for abertis, hence the different Group companies apply measures to reduce risk and guarantee the safety of all employees when carrying out their activities. Toll Roads abertis autopistas has an accident incidence rate below that of the services sector in Spain; more specifically, the results obtained in 2011 were 33.8% lower than those for said sector. In January 2011 the Joint Occupational Risk Prevention Service was established with the aim of continuing to respond to the needs and continuing to improve in the occupational risk prevention field, as well as adapting to the new network structure. Along with the establishment of this new service, other actions worthy of note carried out during the year include: - the approval of a single Business Activity Coordination procedure for all Spanish toll roads. This procedure ensures that suppliers meet all legal requirements and other aspects contained in the abertis corporate social responsibility policy. - the implementation of the Runway Action Manual, approved in December 2010 and updated in October 2011, which is a basic element for coordinating the safety of runway personnel. Telecommunications Throughout 2011, abertis telecom conducted a series of actions to reduce workplace accidents suffered by employees. These included the carrying out of 93 occupational risk assessments, 13 drills and 2 emergency plans, 77 internal audits in line with OHSAS 18001, 10 hygienic evaluations, and anti-flu and blood donation campaigns. Airports tbi airports record all accidents and incidents in an online management system. With the aim of improving the quality of the information recorded, the members of the operational teams met to define the improvements to be implemented in the system in 2012. Along with this information, Key Performance Indicators (KPIs) are reported quarterly and analysed to identify the trends or areas where there is room for improvement. Corporate business risk and human resource teams also work with airport personnel to offer guidance and support in reducing the rate and severity of work-related incidents. Corporate Social Responsibility Report 48
  • ABERTIS INFRAESTRUCTURAS, S.A.7. ADAPTING TO THE NEEDS OF OUR SETTINGSTRATEGIC LINE 1: Minimising environmental impactSTRATEGIC LINE 7: Promoting and systematising dialogue channelsPolicy Main features Examples of best practice in 2011 Balance of the first year of ―Paquet Vert‖ OASIS Project Environmental management Moving towards ―Smart Cities‖ Third year of the Environmental Forum on Airports Energy saving and efficiency plan: lower consumption and a smaller carbon footprint Climate change mitigation Toll road innovations to help the environment 2009-2011 Luton airport surface access strategy Improvements in waste managementMinimising environmental impact Waste generation and management Improvements in wastewater treatment and management on toll roads sanef biodiversity audit Inventory of protected areas on Spanish toll roads Biodiversity management Biodiversity in airport settings Local biodiversity conservation Noise at airports Noise management Noise impact management actions on toll roads Aristos continues to expand Raising environmental awareness Online training platform 95% of turnover is 2.77% of consolidated 15% reduction in Summary of covered by an net profit is invested in greenhouse gas indicators established the environment emissions in relation to environmental turnover management system Corporate Social Responsibility Report 49
  • ABERTIS INFRAESTRUCTURAS, S.A.Policy Environmental management system level of implementation and certification according to: ISO 14001abertiss main objective through its commitment to the environment is toincrease the percentage of business with an established environmental 2009 2010 2011management system (in line with the ISO 14001 standard) in order to improvemanagement and minimise the environmental impact of its activities. serviabertis   Results Central services abertis    foundationabertiss commitment to environmental conservation and respect is channelledthrough the implementation of environmental management systems in the Spanish Tolldifferent Group companies. Environmental management is a key aspect in the    Roads(1)organisation of the company: it enables activities to be carried out while reducing Toll Roadsthe environmental impact by identifying the most significant environmental French Toll   aspects and through continuous improvement. This continuous improvement is Roads (2)possible thanks to the definition of objectives, monitoring the compliance thereof,and the implementation of actions which derive therefrom. Telecommunications abertis telecom   In 2011 the airports in Belfast and Bolivia completed the implementation of their Airports tbi (3)   systems and the Spanish toll roads integrated the environmental managementsystem, which means that 95% the turnover included in the scope of this report  96.68%*  94.5%*  94.7%*currently has an environmental management system implemented. Similarly, a % Turnover*total of EUR 19.9 million was invested in environmental investments and 2.07% 0.93%expenses, which is the equivalent of 2.77% of the consolidated net profit.Compliance with environmental legislation is an aspect which has been integrated (1) Spanish Toll Roads includes all the toll roads abertis manages in Spain. The integrated management system has been implemented on all Spanish toll roads,into an environmental management system, since this requires that the including aulesa, the only one remaining without certification, and the integratedregulations applicable to the organisation be identified, compliance be evaluated system is currently in the process of being certified.and periodic monitoring thereof be carried out. 80% of abertis business units (2) The portion of sanef with an established system refers to sapn and sanef, but these are not certified.have environmental regulation and non-compliance registers. In 2011 the AP68 (3) All tbi airports have a system implemented, except for OrlandoEbro network received a fine of EUR 1,067.50 for non-compliance with discharge *In relation to the scope of the report.parameters in the Sobradiel Service Area.  Implemented and certified  Implemented In the process of being implemented Corporate Social Responsibility Report 50
  • ABERTIS INFRAESTRUCTURAS, S.A. Environmental management systems allow significant environmental aspects toConsidering the characteristics of the business lines operating in abertis, be identified, so that environmental impact can be catalogued and measuresquantitative objectives are set at business unit level. In an aggregated form, it is established to mitigate the impact of each one of the aspects identified.possible to establish qualitative objectives and assess the degree of complianceon the basis of the Groups performance. The main actions conducted to mitigate significant environmental aspects in 2011 are listed below, classified according to the different abertis business lines. 2011 Objectives Degree of complianceUnifying the environmental Spanish toll roads have integrated themanagement systems of environmental, quality and health and safety Most significant Main measures implemented in 2011Spanish toll roads management systems. aspects • Resource - Thermal insulation on hot and cold waterImproving waste separation Improvements have been introduced consumption distribution ducts from heat pumps.and increasing the percentage regarding waste storage and management. - Replacement of dichroic halogen lights with Central servicesof segregated waste • Waste generation high-efficiency lights. - Evaluation of the transport means used by • Atmospheric weekend visitors and those attending activities at Measures such as sensors and flow reducersReducing the consumption of pollution the abertis foundation through surveys, and have been implemented, and activitiesnatural resources and the commencement of the emissions study for aimed at raising awareness among staff andmaterials subsequent compensation thereof. users have been carried out. - Earmarking 1% of the Castles revenue to compensate for CO2 emissions. The Groups total CO2 emissions fell by 15% in relation to turnover, in comparison with 2010. Improvements such as replacingImproving energy efficiency lights with more energy-efficient ones wereand reducing the carbon put in place, and the abertis foundation isfootprint conducting a study on the emissions derived from visits to its headquarters in Castellet Castle.Encouraging staff awareness Aristos has been extended to all Spanish tollactions and standardising roads, and different awareness-raisingenvironmental good practices activities have been carried out.through the ―Aristos‖ project Corporate Social Responsibility Report 51
  • ABERTIS INFRAESTRUCTURAS, S.A. Most significant Most significant Main measures implemented in 2011 Main measures implemented in 2011 aspects aspects • Water pollution - Installation of new water treatment plants in • Impact on - Implementation of containment measures for the Igay and San Asensio service areas. biodiversity diesel spills in tank loading and unloading • Waste generation - Actions to prevent the accidental contamination operations in centres, distribution of kits with • Impact on the soil absorbent material for containing spillage and the Telecommunications of water (definition of a procedure, of an action • Resource plan and provision of the tools required in the and aquatic installation of spill containment tiles. consumption event of an accident). systems - Distribution of plugs for sampling combustion - Improvement of conditions at clean areas. gas emissions in power generator facilities in • Atmospheric • Atmospheric those centres which have one. - Increase in the types of segregated waste and pollution emissions - Updating and distribution of keyrings for cars in improvements to the signs on bins. - "Aristos" awareness-raising campaign. the vehicle fleet. The new environmentalToll Roads • Noise pollution • Emergencies emergency telephone number, 8005, appears on - Installation of power flow regulators. - Replacement of halogen and fluorescent lights one side of them and the risk prevention number • Activities affecting on the other. with LED lights. land - Reduction of office temperature to 21 °C. - Forestation of toll road embankments and • Emergencies installation of noise barriers to reduce noise • Impact on contamination. biodiversity - Upkeep of perimeter fencing and clearing of wildlife passages and drains to prevent animals • Health problems from accessing the road. - Digital file system. - Continuation of the noise observatory and definition of an action plan. Corporate Social Responsibility Report 52
  • ABERTIS INFRAESTRUCTURAS, S.A. Most significant Most significant Main measures implemented in 2011 Main measures implemented in 2011 aspects aspects • Resource - Conduct of a greenhouse gas and water audit, • Noise pollution - Actions for reducing noise pollution: preferential consumption and the preparation of a study on energy rating noise routes, noise action plans and night-time in a centre. • Consumption of noise policy. • Waste generation - Installation of solar panels for consumption in natural resources - Replacement of electric meters and installation one centre and the extension of the photovoltaic of new ones. • Noise pollution installation in another centre, and the monitoring • Atmospheric - Improvements to lighting to increase energy of existing installations. pollution efficiency. • Atmospheric - Installation of solar beacons to replace standard - Carbon management plan to reduce CO2 emissions beacons outside a centre. • Water pollution emissions. - Installation of new, more efficient constant - Monitoring of air quality parameters and follow- • Soil pollution power rectifiers, with a higher energy up by third parties. performance level. - Incorporation of environmental criteria to theTelecommunications • Waste generation Airports - Replacement of conventional ballast with procurement specifications relating to pollution, electronic ballast for the internal lighting of a waste management, energy efficiency and • Emergencies centre. compliance with environmental legislation. - Reduction of water consumption through the • Health problems - Dissemination of the employees green installation of dual flush buttons and water handbook. defusers in bathrooms and the installation of a • Impact on - Surcharges on consumption and waste water hydrant for use by firefighters to make use biodiversity management for concessionaires in the terminal of tank water. as an awareness-raising measure. - Improvement in waste management through - Development of a surface water management the distribution and installation at waste storage plan and of measures for reducing the impact of points of roll cages for the storage of bulky operations on surface water. and/or electronic waste, the installation of overfill - Preparation of wastewater management warning systems in sealed septic tanks, and the studies. reuse of electrical/electronic waste for use by the - Development of an airport surface access Pamplona Union of Radio Amateurs. strategy. - Soundproofing of a centre. - Replacement of air conditioning equipment containing R22 refrigerant gas in centres with other ones which contain an approved gas. Corporate Social Responsibility Report 53
  • ABERTIS INFRAESTRUCTURAS, S.A.The abertis business units have established environmental objectives defined inthe setting of the environmental management system, which include thefollowing:  Telecommunications  Central servicesserviabertis has set the objectives of maintaining the environmental The improvement of the environmental management system and themanagement system and the resource consumption level and waste segregation, minimisation of the environmental impact arising from activity derived fromas well as those of reducing paper consumption and increasing waste separation. environmental aspects identified as significant. More specifically, it will continueOn its part, the abertis foundation has set itself the aim of completing the with its commitment to increase renewable energies with a new photovoltaicstudy on emissions derived from visits to Castellet Castle, along with a project for installation to power its own communication centres, the incorporation of a CO2the compensation thereof and, if the event generates profit, the earmarking of emissions meter on the corporate intranet, which will make it possible to calculate1% of the profits to offset the emissions generated. individual emissions and training in efficient driving for the staff of the Operations Department.  Toll Roads  AirportsThe Spanish toll roads have defined the objectives (to the extent that they are The objectives for airports in 2012 are related to reducing water and energypossible) of a 5% reduction in water consumption, the installation of a new consumption, as well as the carbon footprint through the implementation ofapplication common to all networks for the identification, extraction and improved technologies and the promotion of good practices. They also aim toevaluation of legal requirements, improvements to discharge monitoring increase the percentage of recycled waste, and implement the "Aristos"operations, the reduction of waste management expenses, the reduction of diesel environmental awareness campaign. Luton also plans to develop a new toolconsumption and of atmospheric emissions derived from boilers. which, via a web page, will provide information about the movement of aircraft onIn the case of the French toll roads, sanef has set itself the goal of continuing runways, so that possible deviations or incidents can be monitored.with the ongoing projects related to the reduction of noise and wastewater, aswell as calculating the carbon footprint generated by its activities, defining abiodiversity action plan, conducting energy audits and conducting the first updateof the noise observatory.Also worthy of mention are objectives such as energy consumption savings andthe reduction of the carbon footprint on the international toll roads in Argentina. Corporate Social Responsibility Report 54
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practice Balance of the first year of ―Paquet Vert‖ 2011 was the first year of implementation for ―Paquet Vert‖, the public-private partnership programme promoted by the French Government in which sanef will invest EUR 250 million with the aim of adapting the managed infrastructures to the environmental setting and improving the service offered to the customer. The project is based on a public-private partnership model to encourage short-term private investment and to facilitate the return on investment in a small number of years, and during the initial year actions were carried out in five aspects: - Reducing CO2 emissions: investment in electronic toll collection for light vehicles, and actions related with carpooling. - Protecting water resources: investment in both recent and older infrastructures. - Noise protection: investment in housing located in the so-called noise black spots, where noise levels are close to legal limits. - Biodiversity conservation: investment in protecting biodiversity, such as auditing of green spaces on toll roads, and awareness-raising actions relating to the conservation of the habitat for protected species. - Deployment of eco-design: sanef is committed to designing sustainable buildings (use of environmentally-friendly materials, installation of renewable energies, etc.). Accordingly, it is working on the greening of two service areas which will serve as prototypes; these will incorporate aspects such as wastewater treatment with reed filters, rainwater management in the car park, waste separation, and the optimisation of energy equipment. sanef is also investing in the construction of an Eco- Pole, a building which will incorporate environmental criteria in its construction, especially regarding aspects aimed at reducing resource consumption. OASIS Project abertis autopistas España participated in the OASIS (Safe, Intelligent, Sustainable Motorway Operation) project, which was implemented between 2008 and 2011. The objective of this project was to design the toll road of the future, in all its phases (inception, design, construction, operation and finally, deconstruction) with the aim of attaining the highest levels of safety, service to the user and sustainability. The project was financed through the CENIT programme, promoted by the Centre for Industrial Technological Development (CDTI) of the Spanish Ministry of Science and Innovation, and the principal companies in the sector took part. Throughout the four years of the project, work was carried out on the following motorway-related aspects: - Integral concession models. OASIS proposes a new concession model, which integrates the requirements and results observed during the project. Considered necessary for this was the revision and modification of the current regulatory framework and the definition of new indicators to improve the operation of the infrastructure. - Construction, repair and maintenance materials and processes. Work was conducted to improve certain construction processes and thus improve the quality of the infrastructure and reduce the impact of traffic owing to maintenance operations, always bearing in mind sustainability, and the safety and comfort of road users. - Methods and instruments for dynamic road surface management. Dynamic road surface management consists of continually monitoring the quality and behaviour of the road surface in order to guarantee its proper operation. The results of the project show that the technology required to develop real-time monitoring systems for the most relevant indicators in toll road management conservation is available and, in the coming years, it is hoped to confirm the reliability and added value Corporate Social Responsibility Report 55
  • ABERTIS INFRAESTRUCTURAS, S.A. of systems installed in toll road operation. - Safety on OASIS toll roads. The technological evolution of intelligent transport systems (ITS) towards cooperative systems, fitted with infrastructure-vehicle communication, means that extremely high levels of safety and mobility can be attained thanks to the development of new services, such as those that have been developed in the project setting. - Intelligent management of OASIS integrated mobility and architecture for the deployment of cooperative services. Intelligent mobility management strategies and systems developed in OASIS will allow the optimisation of infrastructure use, taking users real needs into account, adhering to efficiency, sustainability and safety criteria. Mobility management has focused on four areas of research: management, traffic detection and forecasting, sensorisation and presentation of the information. - The energy footprint of toll roads and associated traffic. One of the results of the project is a new methodology for calculating energy consumption on a toll road throughout its service life, considering traffic demands. - The toll roads interactions with its natural setting. The OASIS Project has contributed to scientific knowledge on the processes which arise after the construction of linear infrastructures. By means of experiments in real scenarios and laboratory trials, some of the revegetation practices which are habitually employed in the environment affected by these toll roads have been scientifically tested and optimised. Moving towards ―Smart Cities‖ The key areas in smart cities revolve around the economy, mobility, the environment, individuals, lifestyle, and finally, smart management. The aim is to develop more efficient high-quality services. These services will take into account the different groups in the cities, and will offer an integrated vision of the city and its different settings, resulting in synergies, operational savings and a lower environmental impact. abertis telecom is conducting different projects, acting as both promoter and collaborator: - Smartzone. Around the corporate headquarters of abertis in Barcelona, abertis telecom has deployed Spains first Smart Zone, installing the systems and infrastructures required to reproduce a smart city on a small scale, with various services required for municipal management. Using light, humidity, temperature, parking and environmental pollution sensors, as well as video management cameras, the relevant data are gathered and transported via Wi-Fi MESH and WiMAX communication networks to the Management Room located in the abertis telecom headquarters. All the information received is processed uniformly, thanks to airs, a technological solution developed by the operator, which makes it possible to unify the languages used in the different technologies in the Smart Zone in order to process the data collected and trigger the necessary actions. From the Management Room the actions are continually monitored until their conclusion, the workload of the different fleets (security bodies, municipal services) and the response times are analysed in order to improve the provision of services. This Smart Zone welcomes both manufacturers and developers, with the aim of testing equipment and technologies to develop solutions which promote the integral management of the city. - Barcelona Smart City Expo & World Congress. abertis telecom presented Spains first Smart Zone, a testbed in which local governments and companies in the sector were able to evaluate and share applications and systems linked to the management of smart cities in a physical space, which emulates a micro city. The Smart City Expo & World Congress brings together national and international experts working in the technological innovation sector to develop solutions aimed at configuring smart cities. - Barcelona Smart City Project. abertis telecom is participating in this project, where a smart management platform has been developed which gathers data from sensors in district 22@ in Barcelona, as well as the roll-out of a Wi-Fi network in the city centre and tourist areas. - 2012 start of the iCity. In 2012 a European project called iCity will be launched, with the participation of abertis telecom. The aim of this project is to develop a European test environment in the setting of ―Smart Cities‖, through the creation of Smart City "pilot cities" in Barcelona, London, Genoa and Bologna in which to Corporate Social Responsibility Report 56
  • ABERTIS INFRAESTRUCTURAS, S.A. demonstrate applications and services of clear interest for citizens and public authorities. Third year of the Environmental Forum on Airports 2011 was the third operational year of the Environmental Forum on Airports. The forum, which is held annually or biannually, was created as a platform for airports to share experiences at environmental level and to take advantage of synergies. Through this forum certain unified management criteria are maintained between the Groups airports. Within the setting of the forum, a corporate Environmental Management Handbook has been prepared for the entire Group, providing a general conduct framework, as well as the preparation of individual manuals, in which each airport identifies its particular characteristics. In turn, eight environmental indicators have been defined in order to control the airports main environmental aspects and improve environmental management. These indicators are monitored monthly, and allow comparisons to be made between the Group airports. Other activities carried out in relation to the forum during 2011 include the following: - Coordination of an energy plan for the UK airports, with the aim of reducing energy consumption by 15% over three years, and thus adapting the airports to the new environmental levy to be applied in 2012, which taxes the CO2 emissions generated by the airports energy sources (electricity, gas and diesel). - Updating and standardising of environmental management procedures. More specifically, the procedures for adapting to new legislation, waste management, noise complaint management and hazardous contaminant prevention actions. - Introduction of the Aristos environmental awareness campaign, by means of which a number of documents with environmental information have been distributed to airport employees. The forum also comprises other transversal departments to ensure the collaboration of all parties working on environmental management in abertis (e.g., the environmental department in each airport, the corporate environmental department of abertis airports, the abertis CSR department and the organisations legal department). Corporate Social Responsibility Report 57
  • ABERTIS INFRAESTRUCTURAS, S.A. 7.1. Climate change mitigationPolicy Consumption Resources Mitigation •Optimise •Hydraulic •Climate consumption •Energy change •Material mitigationTimeline of the response to climate change 2010 2008 - Celebration of the 16th UN Climate Elaboration of the abertis Energy Efficiency Change Summit and Savings Plan - Study on indirect emissions from motorway use 2007 2009 2011 abertis participates as a stakeholder - Introduction into the Carbon Reduction Commitment - Celebration of the 17th UN Climate Change Summit in the Catalan convention on climate change - Continuation of participation in the Carbon - abertis enters into the Carbon Disclosure Leadership Index Disclosure Project with 85/100 on the CDP Iberia 125 Progress towards emissions’ reduction Corporate Social Responsibility Report 58
  • ABERTIS INFRAESTRUCTURAS, S.A.Results installations, and awareness-raising campaigns such as Aristos or the drafting of green handbooks/guides for employees and concessionaires.In 2011, a host of experts gathered in the city of Durban for the 17 th UN ClimateChange Conference. During the conference the decision was taken to expand the It is worth highlighting the study produced by Cardiff airport on the effect ofKyoto Protocol, which was to expire in 2012. abertiss activities are not included climate change on the airports activity. The study considered three futurein said protocol, but are affected by similar legislation in the United Kingdom, the provisional scenarios: 2020, 2050 and 2080, the risks that will arise from theCarbon Reduction Commitment. effects of climate change were identified, as well as the actions that each of the airport activities must carry out to adapt to these potential risks.Based on the climate change mitigation strategy drafted in 2005, the actions thatthe Group carries out in this regard are organised into three pillars: Evolution of CO2 emissions Optimised use of natural and material resources CO2 emissions (t)* 2009 2010 2011 Establishing the use of renewable energy and fuels that have less Direct (Scope 1) 33,703 36,429 34,331 environmental impact Indirect (Scope 2) 163,183 139,372 115,636 Extending the commitment to mitigate climate change to employees, customers and suppliers Totals 196,886 175,801 149,967Summary of actions implemented in 2011 per million € turnover 57.88 49.46 42.19 Optimised use of natural and material *The electricity consumption of rutas del pacífico was not included as verified information was not resources available. The source of emissions at abertis, in accordance with the Greenhouse Gas Fostering the use of renewable energy Protocol (the most widely-used accounting tool for greenhouse gas emissions), and fuels that have less environmental can be broken down into the following types: impact Scope 1: Direct emissions originating from direct consumption of fuels Extending the commitment to mitigate (natural gas, liquid fuel and liquefied petroleum gas). climate change to the Groups employees, customers and suppliers Scope 2: Indirect emissions derived solely from electricity consumption. The conversion factor for emissions derived from electricity consumption varies according to the country where the electricity is generated, which in turn depends on the energy sources said country uses to generate itsThe actions that the different business units carried out in this area in 2011 are electricity. Furthermore, due to current legislation in the United Kingdomlisted in the table of principle measures implemented in 2011, in section 7.1, and (CRC), the conversion factors established by the Carbon Trust must bein the energy efficiency best practice on page 65. used. This organisation has established new conversion factors for emissions from 2009 and 2010, which is why they have beenGenerally, the main actions carried out included measures to reduce energy recalculated.consumption, such as the installation of flow reducers and sensors, replacingbulbs with more efficient models; installing or expanding solar energy Corporate Social Responsibility Report 59
  • ABERTIS INFRAESTRUCTURAS, S.A.Direct and indirect emissions dropped compared to 2010, giving a total reduction Water consumptionof 15%. At 15%, this variation is similar to emissions compared to turnover, andthe trend towards reduced emissions continues in the figures relating to activity. The data below is for water consumption from both own sources and from the supplier company. 27% of the consumed water comes from wells, while theTrend in total CO2 emissions by business sector remaining 73% comes from the supplier company. The water consumption data does not include rutas del pacífico and elqui as their data could not be verified. Airports Consumption by central services refers to the corporate offices located in the Parc Toll roads* Telecommunications (t/Thousand Logístic de la Zona Franca. (t/ADF) (t/Technical Centres) PAX) 2009 2.20 1.66 2.21 Central services, telecommunications and airports have reduced their total water 2010 2.17 1.16 2.37 consumption, with toll roads keeping it constant, leading to a total drop in water 2011 2.08 0.69 2.15 consumption of 4%.*The electricity consumption of rutas del pacífico was not included as verified information was not available. Water consumption by sectorThe total emissions of central services has dropped by 12% in absolute values 800,000compared to 2010, reaching a total of 2,562 tonnes in 2011. Central services donot have a specific activity indicator as it concerns offices. 603,620 619,908 600,000 543,897 463,114In most countries where abertiss business units are set up, there are standards 469,402to regulate atmospheric emissions and anything that affects them, for example 407,032 m3 400,000emissions from vehicles, boilers or generators, etc. The business units analyseand monitor the standards that apply to them, so that they are familiar with the 200,000requirements of atmospheric emissions standards. Depending on the activity thatthe company carries out, the atmospheric emissions are considered as having a 17,070 8,231 22,356 8,008 13,249 11,084significant environmental impact. In certain cases, such as autopistas del oeste 0,000and the sabsa, Luton, Stockholm and Belfast airports, the emissions of certain Central services Toll roads Telecommunications Airportssubstances into the atmosphere, such as NOx, CO or PM10, for example, were 2009 2010 2011monitored. For the last two substances, the information gathered is regularlyreported to the relevant authority. Total water consumption in relation to turnover dropped by 4%, mainly due to the sharp fall in consumption by airports, which was higher than the variation that occurred in the sector. Corporate Social Responsibility Report 60
  • ABERTIS INFRAESTRUCTURAS, S.A.Water consumption in relation to turnover by sector Energy consumption The organisations total energy consumption in 2011 was 512,564 MWh, 11% lower than in 2010. There are some variations in the breakdown of energy 6,000 consumed, specifically the increased use of liquid fuels and natural gas compared to Liquid Petroleum Gases (LPG) and electricity.m3/million EUR turnover 4,892 4,457 5,000 4,000 Breakdown of energy consumption 3,000 1,797 1,9642,046 2,000 1,697 1,000 201 209 19 20 213 25 0,000 73,02% 21,35% Central services Toll roads Telecommunications Airports 5,42% 0,20% 2009 2010 2011 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Electricity Natural Gas Liquid Fuel LPGWater consumption in relation to sector Airports Toll Roads Telecommunications As seen in the data analysis, the intensity of energy and water use by different 3 3 (m3/Thousand (m /ADF) (m /Technical centres) sectors of abertis dropped in 2011, since the reduction in energy and water use PAX) was higher than the variations produced in each sector. 2009 24.03 0.20 20.78 2010 26.81 0.13 21.52 2011 27.94 0.11 17.63 ElectricityTrend in water consumption at abertis The data on electricity consumption in central services refers to the corporate offices in Parc Logístic de la Zona Franca. The calculation of electricity consumption does not include the consumption by rutas del pacífico, as their data could not be verified. 295 2011 307 It is worth noting that electricity consumption in absolute terms dropped 12% 2010 due to the measures implemented in each business units. 308 2009 0 50 100 150 200 250 300 350 m3/million EUR turnover Corporate Social Responsibility Report 61
  • ABERTIS INFRAESTRUCTURAS, S.A.Electricity consumption by sector Electricity consumption in relation to turnover by business sector 250,000 2,500 2,325 226,272 212,784 200,000 2,000 MWh/million EUR turnover 2,032 162,489 150,000 1,500 115,805MWh 114,724 112,969 88,327 87,499 100,000 88,103 1,000 1,152 505 50,000 0,500 485 404 389 8,904 9,287 370 365 8,498 42 40 40 0,000 0,000 Central services Toll roads Telecommunications Airports Central services Toll roads Telecommunications Airports 2009 2010 2011 2009 2010 2011The data variation relating to turnover shows that consumption dropped by 12%. Trend in electricity consumption at abertisThe variation in the number of central services is due to fluctuations in theirturnover, which has increased considerably compared to the two previous years.Electricity consumption in relation to sector 105 Airports Toll Roads Telecommunications 119 (MWh/Thousand (MWh/ADF) (MWh/Technical centres) PAX) 2009 4.99 4.08 3.91 128 2010 5.09 3.37 4.09 2011 5.22 2.17 3.79 0 20 40 60 80 100 120 140 MWh/million EUR turnover 2011 2010 2009 Corporate Social Responsibility Report 62
  • ABERTIS INFRAESTRUCTURAS, S.A. Natural gas consumption in relation to turnover, by business sectorNatural gasAll business units have reduced their consumption of natural gas, which explains 120the overall drop of 7% compared to consumption in 2010. As well as this drop inconsumption in absolute terms, consumption in relation to sector has dropped 100 937%, which indicates that this fuel is being used more efficiently. 89 105 MWh/million EUR turnover 80Natural gas consumption by business sector 60 25.000 23,766 40 22,221 21,388 20 20.000 4 4 2 2 2 5 0.32 0.58 0.40 0 Central services Toll roads Telecommunications Airports 15.000 MWh 2009 2010 2011 10.000 5,921 6,010 5,343 5.000 Trend in natural gas consumption at abertis 20 20 31 142 255 162 0 Central services Toll roads Telecommunications Airports 2009 2010 2011 7.81Natural gas consumption in relation to sector 8.43 2011 2010 Toll Roads Telecommunications Airports 8.10 2009 (MWh/ADF) (MWh/Technical centres) (MWh/Thousand PAX) 2009 0.266 0.003 0.947 2010 0.263 0.004 1.105 0 1 2 3 4 5 6 7 8 9 2011 0.241 0.002 0.962 MWh/million EUR turnover Corporate Social Responsibility Report 63
  • ABERTIS INFRAESTRUCTURAS, S.A. In line with the trend in data in absolute terms, fuel consumption in relation toLiquid fuel turnover has also dropped 7%.83% of liquid fuel consumption is for the fleet of vehicles belonging to different Liquid fuel consumption in relation to turnover by business sectorbusiness units, while the remaining 17% is used in other facilities. Total liquid fuelconsumption has dropped 7% due to the reduction that occurred in dieselconsumption, which was reduced by 25% 9,000 7,956Liquid fuel consumption by business sector 7,620 7,809 Litres/million EUR turnover 7,500 9,000 8,421 6,000 7,780 7,411 7,500 4,500 2,919 3,204 3,169 3,000 2,734 2,678 2,895 6,000 2,345 1,634 1,500 898 Litres 4,500 0,000 3,000 Central services Toll roads Telecommunications Airports 1,801 1,821 1,873 1,391 1,435 1,500 1,164 2009 2010 2011 11 6 7 0,000 Central services Toll roads Telecommunications Airports 2009 2010 2011 Trend in liquid fuel consumption at abertisLiquid fuel consumption in relation to sector 3,045 2011 Toll Roads Telecommunications Airports 3,269 2010 (litres/ADF) (litres/Technical Centres) (litres/Thousand PAX) 2009 3,139 2009 327.38 25.90 80.63 2010 373.95 22.05 83.68 2011 350.69 15.58 81.11 0,000 0,500 1,000 1,500 2,000 2,500 3,000 3,500 Litres/million EUR turnover Corporate Social Responsibility Report 64
  • ABERTIS INFRAESTRUCTURAS, S.A.Consumption of materials As for other materials consumed, it is worth highlighting the 265,072 t of topsoil consumed by the French toll roads, as well as the 137.83 t of tack coat andThe total volume of materials consumed dropped 6% compared to 2010. The 2,352.40 t of overlay on Spanish toll roads.most consumed materials in 2011 were granules and asphalt used for maintaining In 2011, the AP4 Network consumed a total of 5,065.46 t of reclaimed asphalttoll roads, and concrete. This consumption remained high due to the workscarried out on the toll roads by sanef and the AP7 network. mix made from the rubber of used tyres and 505.42 t of reclaimed asphalt extracted by milling the roadbed in 2010 and used for re-laying roads in 2011.Consumption of metals remained high in 2011 due to the campaign carried out toadjust the height of the metal barriers on the AP4 toll road. Some of the materials most consumed in airports, especially those with extremely cold weather conditions, are antifreeze and de-icing fluids. Orlando, Colombia and the Bolivian airports do not use this type of material.Materials consumed % recycled 12(t) 2009 2010 2011 material Consumption of antifreeze and de-icing fluids in airports consumedGranules 1,264,873 2,189,623 2,164,909 13.44% Metric tonnes Aeroplanes Runways TotalAsphalt 1,113,702 866,396 788,079 1.02% Type 1 de-icing fluids 528 467 995Concrete 1,774,600 303,501 333,420 0.37%Metal 8,575 27,225 19,722 0.00% Type 4 antifreeze fluids 31 0.00 31Paint 562 12,636 2,566 0.00% Total 559 467 1,026Paper 220 261 262 13.40%Salt 95,559 151,057 30,780 NAAntifreeze and de- 2,318 NAicing fluid 641 1,697The use of salt to prevent ice forming on the toll roads is partially determined bythe weather, and the more extreme the temperature, the more of this materialthat must be used. The variation in the weather that occurred on the French tollroads partly explains the large variation that occurred in salt consumption. Aswell as using salt to prevent ice, when the temperature is below -7ºC, sanefsubstitutes the use of salt with antifreeze fluid.12 It has not been possible to include the data of rutas del pacífico and elqui as their data could not beverified. Corporate Social Responsibility Report 65
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practiceEnergy saving and efficiency plan: lower consumption and a smaller carbon footprintGiving continuity to the actions derived from the Energy Savings and Efficiency Plan that abertis implemented in 2009, the Groups various business units carried out aseries of actions in 2011 aimed at increasing the use of renewable energies, reducing energy consumption, increasing energy efficiency, and thus reducing their carbonfootprint. Some of the more noteworthy actions carried out include:Toll Roads- Spanish Toll Roads. Extension of the "Aristos" environmental awareness campaign, installation of power reducers in the toll booth lights, installation of new networksand reduction of the installed power, installation of power reducers, replacement of halogen and fluorescent lights with LED lights in offices and tunnels, adaptation of thelighting efficiency in toll roads and service areas.- French Toll Roads. Installation of presence detectors in several buildings, and installation of solar panels in the A4 CSR and Dozulé toll booths on the A13 toll road.- The use of VIA-T has continued to be promoted as the toll road payment system (payment system available in all toll roads managed by abertis, except apr and elqui). 2009 2010 2011 Average (teletac) VIA-T payments on 32% 32% 33% toll roads VIA-T revenue 36% 36% 37%Telecommunications- Expansion of the existing solar plate installation in the Sant Benet TRD centre (Catalonia). The centre that is not connected to the network has a generator and 16 solarplate panels. It has increased from 3.44 kW to 5.16 kW for the direct production of electrical energy for consumption in the centre, and will consequently reduce theconsumption of diesel necessary for the generator.- Renewal of the existing outdoor lighting of the Sollube centre (Vizcaya), reducing installed power and energy consumption. Eight HM 400 W lights have been replacedwith 16 80 W LED projector lights, which will lead to an annual saving of 8,322 kW.- Conversion of the photovoltaic installation to sell to the electricity grid Bellmunt de Segarra TRD (Catalonia), for an own-consumption installation consisting of 27Suntech STP 170-20/Ac (170 Wpic) solar panels and with a total installed power of 4.59 kWp. This installation will save on energy supplied by the electricity company.- Installation of 6 x A650-SWITCH solar-powered beacons in the heliport of La Higa de Monreal (Navarra) centre with an autonomous solar power supply system.- Substitution of electromagnetic ballasts with electronic ballasts in the indoor fluorescent lights at the Jaizquibel centre (Guipúzcoa). With high-frequency electronicballasts it is possible to obtain high energy efficiency, a higher power factor, an improved luminous flux level and a lower occurrence of breakdowns by eliminating thestarting system. This substitution allows an energy saving of 3,746 kWh/year.- Installation of rectifiers with a higher energy performance level in 14 centres. The project has consisted of substituting ferroresonant rectifiers with a 75% performancewith rectifiers that have a 94% performance. Corporate Social Responsibility Report 66
  • ABERTIS INFRAESTRUCTURAS, S.A.Airports- London Luton. Luton Airport is currently working with the Carbon Trust to assess the CO 2 emissions stemming from the airports activity. The Carbon ManagementProgramme consists of five steps. Once this process is complete, the airport will draft and implement an action plan for the CO2 emissions that are within its scope. Thisplan will be strengthened by the publication of a climate change policy. For now, the control of the terminal buildings management system has increased, the transformershave been replaced with others that are more efficient, a new light sensor system has been fitted in the medium- and long-stay car parks, and low-power lighting has beeninstalled in the terminal entrance. For emissions that are produced beyond the airports control, such as aeroplane emissions for example, the airport will work with theairline companies and with the Airport Operators Association towards continuously improving the environmental performance of the aeroplanes.- Belfast. Substitution of the electric meters of concessionaires, installation of own-use meters, installation of presence detectors, unification of the electricity supply forpublic lighting and substitution of room lights.- Cardiff. Currently, a large amount of the waste generated in the airport is recycled, the runway lighting has been reduced when there is no activity and lighting controlshave been installed at various points around the terminal.- Orlando. Implementation of improvements to reduce energy consumption and monitoring and control of the savings arising from these improvements.- Stockholm Skavsta. A project has been started to install a new heating and cooling system in the airport buildings.- sabsa. Substitution of incandescent bulbs with low-consumption bulbs, and installation of presence detectors for lighting.abertis foundation- Thermal insulation of the hot and cold water distribution pipes on the heat pumps and substituting dichroic halogen bulbs with high-efficiency bulbs at the end of theiruseful life.- Register of the transport of weekend visitors and attendees to the Castellet conferences, so that a study of the emissions arising from the events held in the foundationsheadquarters can be carried out in 2012.serviabertisIn 2009, the serviabertis Energy Committee was created, which periodically meets to define actions for improving the management and operation of the logistics parkinstallations in Zona Franca, in order to reduce the consumption of resources and thus their environmental impact. Actions were carried out throughout 2011, for example,the installation of time-controlled air-conditioning systems and pipe insulation, and coolers were turned off during the winter season. These actions have led to a saving of323,677 kWh compared to 2010, which is equal to 113.2 t of CO2. Corporate Social Responsibility Report 67
  • ABERTIS INFRAESTRUCTURAS, S.A.2009-2011 Luton airport surface access strategyLuton airport has made the commitment to connect the airport via all means of transport, making it accessible to passengers and airport staff. To achieve this objective, itis working with local, regional and national stakeholders.A high proportion of airport passengers already use public transport to access the airport, thanks to the excellent train service that connects it with London, the Midlandsand the North. The regional train services have improved in recent years due to the opening of the Onward Travel Centre in the terminal.Luton airport published its first strategy in 2000, whose objectives led to an increased proportion of passengers and employees using more sustainable means of transport.In 2009, the interim strategy for the 2009-2011 period was published. The purpose of this strategy is to increase the land transport links to and from the airport, and topromote public transport in order to achieve social, economic and environmental benefits for the local community.Toll road innovations to help the environmentThe Sotillo viaduct, located at the 75,300 kilometre point of the AP-6 toll road, receives a variety of winter road treatments because of its winter weather conditions (frostand snow). To minimise the impact arising from the use of ice-melting salts, and to take advantage of the works to expand the capacity of the AP-6 toll road from three tofour lanes per carriageway in the section between San Rafael and Villacastín, abertis is supporting a new method for building viaducts that involves installing ―roadheating‖ that uses low-intensity geothermal energy.This new system will reduce the amount of salt scattered on the road during conditions of frost and snow, reducing the consumption and amounts of salt discharged intothe environment, and will in turn improve the conservation of the infrastructure and therefore lengthen its useful life.In September 2011, this projects application was accepted for aid from the INNPACTO subprogramme of the 2008-2011 National Plan for Scientific Research, Developmentand Technological Innovation, which supports cooperation projects between research bodies and companies for the joint implementation of R&D&i that helps strengtheninnovative activity, mobilise private investment, generate employment and improve the technological balance of the country. Corporate Social Responsibility Report 68
  • ABERTIS INFRAESTRUCTURAS, S.A. 7.2. Waste and wastewater management Hazardous Tonnes % recovered TOTAL HAZARDOUS generated2,430 97%Policy Used solvents 3 91% Used mineral oils 35 95%abertiss main objective with regard to waste is to reduce the amount generated Paints, varnishes, inks and adhesive wastes 8 63%and improve its management, prioritising reuse and recycling. Another objective Mixed chemical waste 26 83%for abertis is to improve wastewater treatment and quality on a day to day basis. Oil-water emulsion sludges 1,976 100% Scrapped vehicles (vehicles) 179 100% Scrapped electrical and electronic 147 80%Results equipment Batteries and accumulators 30 92% Scrapped parts and equipment 26 25%Waste recovery Non-hazardous Tonnes % recovered TOTAL NON-HAZARDOUS generated 551,249 70%In 2011, a total of 553,679 tonnes of waste was generated, meaning a Waste metal (except packaging) 1647 99%considerable increase compared to 2010. This increase arose due to the active Metal packaging 25 33%campaign to clean the sludge from the wastewater basins in the French toll roads Glass packaging 130 92%and due to the generation of waste from the building and demolition works Paper and cardboard waste (except 608 100%carried out that year by the French and Spanish Toll Roads. It has not been packaging)cardboard packaging Paper and 29 100%possible to include the data of generated and recovered waste of rutas del Waste rubber 163 51%pacífico and elqui because this could not be verified. Waste plastic (except packaging) 125 78% Plastic packaging 33 60%Trend in waste generation and recovery Waste wood 322 98% Scrapped electrical and electronic 5 68% equipment Organic waste 3,221 88% Domestic waste and similar 6,352 17% Common dry sludge 170 0% 2011 386,088 ( 70 % ) 553,678 Common wet sludge 4,142 67% Construction and demolition waste 534,275 70% Other chemical preparation waste 2 0% 2010 153,671 ( 87 % ) 176,825 As well as the waste indicated in the previous table, the activities that abertis performs generate other non-classified waste, such as contaminated absorbent 2009 300,268 ( 87% ) 343,611 materials (3,410 kg), R22 cooling gas (101 kg), contaminated earth (5,590 kg) and bumpers (1,765 kg). 0,000 100,000 200,000 300,000 400,000 500,000 600,000 Recovered waste (tonnes) Total waste (tonnes) Corporate Social Responsibility Report 69
  • ABERTIS INFRAESTRUCTURAS, S.A.In the specific cases of Belfast, Cardiff, London Luton, Orlando and sabsa airports, As for rainwater, only Belfast and Cardiff airports have specific referencelegislation exists on waste from international flights, in order to prevent the standards on the quality of the water. In those cases where there are nospread of disease across borders. Belfast airport compacts the waste, which is regulations, the airports have the Environmental, Health, and Safety Guidelinesthen transported to a dump or recycling plant. In Orlando, the waste is disposed for Airports of the International Finance Corporation (IFC) organisation, whichof in incinerators. In Stockholm Skavsta, it is used as fuel for a district heating cites the measures to perform in order to reduce the environmental impact ofsystem, and in Cardiff waste is disposed of by companies hired by the airlines. rainwater.Luton and Bolivia airports do not have information on waste generated. Belfast and sabsa airports, and the iberpistas toll roads, AP68 Network andWaste generated from international flights autopistas del oeste carry out wastewater analyses. In Cardiff airport, the Environment Agency carries out the checks and analyses and sends a report to Airports Tonnes the airport if the limit values established in the standards are exceeded. No report was received in 2011. Belfast International 241 Cardiff International 64 It is worth pointing out that, in the cases of Belfast and Stockholm airports, Orlando Sanford-US/SBF 122.8 studies are currently underway to analyse the pollution load of rainwater and, by Stockholm Skavsta 58.7 extension, the environmental impact this may have over the surface water system. TOTAL 486.5Wastewater treatment methodsThe activities carried out by the business units generate wastewater that can beassimilated with domestic waste and is therefore discharged directly into thepublic sewer network. But wastewater is also generated in workshop areas orindustrial buildings that, due to its pollution load (oils, hydrocarbons, etc.) mustbe treated before it is discharged.Wastewater treatment varies depending on the business unit and location of theactivity. The installed treatments include Ohms wells, hydrocarbon separators,purifiers or septic tanks with a separation system. As improvements in 2011,works were carried out in the AP68 Network to connect two service areas to thepublic sewerage system, a water purifier station was built, and abertis telecomfitted overflow warning systems in septic tanks. Corporate Social Responsibility Report 70
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practice Improvements in waste management Throughout 2011, the business units implemented various actions with the aim of reducing waste generation, improving segregation and/or improving the final management of this waste. Some of the actions implemented include: Spanish Toll Roads. The Aristos campaign has been implemented, which involves distributing awareness-raising documents that include good environmental practice for all workers. Telecommunications. It was possible to recover a lot of the hazardous and non-hazardous waste managed in the site locations. Sludge waste overflow warning systems have been installed in 11 stagnant septic tanks, so that the levels of the septic tanks in the abertis telecom locations can be detected, eliminating the need for manual inspections; and the reuse of electrical/electronic waste has been implemented through the transfer of telecommunications equipment for technical tests and trials by the Pamplona Union of Radio Amateurs. To make it easier to transfer and dispose of waste in abertis telecoms storage points, 1 m3 metal flip-top rolling cages have been fitted out and distributed. Airports. Luton airport has decided to implement a waste management strategy that will be integrated into the airports environmental management system. The main actions carried out are the acquisition of new containers for the passenger terminals, a new compactor, a new contract with the waste management company and the implementation of a new waste plan in the airports offices. Cardiff airport carried out a generalised installation of recycling containers. Also, the company that manages the waste in the installations modified the management process so that all the waste passes through a material separation plant. This new phase means that recyclable waste that could not previously be segregated, can now be recycled and not thrown away. Corporate Social Responsibility Report 71
  • ABERTIS INFRAESTRUCTURAS, S.A. Improvements in wastewater treatment and management on toll roads Continuing with the improved management of wastewater arising from the toll road activity, and thus reducing the environmental impact of this on the environment, improvements were made in two of the AP-68 toll road service areas in 2011. Specifically, in the Calahorra and San Asensio service areas. - Calahorra service area. The water supplied in the area comes from the well and the wastewater was poured into a septic tank. The difficulty and high cost of making the water drinkable due to the high concentration of salts in the ground, and the Confederación Hidrográfica del Ebro requirement to connect to municipal or public networks whenever it is possible, led to the execution of the necessary works for connecting to the existing public water supply network and sewerage system in the Tejerías Industrial Estate. These works have led to an improvement in the quality of water supplied to the service area, and in the purification of the generated wastewater. - San Asensio service area. The wastewater generated in this service area goes into two septic tanks. The water from these two septic tanks, which acted as primary separators, was discharged into the public waterway. The works carried out have connected the service area to a nearby wastewater purification plant. It was necessary to install a new pump for this connection, which collects wastewater from the service area, as well as new suction collectors towards said pump, and a new discharge pipe towards the San Asensio purification plant. Connecting the service area with the purifier has led to a substantial improvement in the management of wastewater, so that it is no longer being dumped in the public waterway and therefore avoids the subsequent impact. Corporate Social Responsibility Report 72
  • ABERTIS INFRAESTRUCTURAS, S.A. 7.3. Biodiversity managementPolicy Main impacts on biodiversity in toll roads, airports and telecommunicationsAs part of its commitment to environmental conservation, abertiss CSR strategyincludes a number of actions that aim to minimise the impact of the Alteration and fragmentation of the areainfrastructures on biodiversity, ensuring that it is conserved and improved. Species Dispersion. Contaminated waterways Elimination of natural spaces Risk of habitats being destroyedResults Damage to flora and fauna Increased noise Increased light pollutionAll the activities carried out by abertis generate an impact on biodiversity, Visual impact and impact on the landscapealthough the toll road and telecommunications business units are those with most Wildlife collisions with aircraftimpact, because some of their infrastructures are located in or close to protectedzones or areas.The following data shows the toll road kilometres and the surface areas oftelecommunications centres located in protected areas: Main conservation measures that have been implemented 159.5 km of toll roads managed by abertis in Spain pass through Ensure the permeability of the infrastructure by building bridges or wildlife Natura 2000 Network areas. passages. Installation of noise barriers 349.4 km of toll roads managed by sanef in France pass through Corrective measures affecting wildlife protected areas. Preservation of sensitive areas through specific actions such as the creation of refuge areas for birdlife 2.2 km of toll roads managed by abertis in Puerto Rico (corresponding to the Teodoro Moscoso bridge) pass through protected areas. Planting of indigenous flora Revegetation and restoration of landscapes 82,032.5 m2 of protected areas contain installations managed by abertis telecom. Studies conducted prior to construction of the infrastructure to identify the route with the least environmental impact. Decreased frequency of grass-cutting to favour hare reproduction in the protected perimeter of the airport. Measures for preventing forest fires Annual cleaning of drains and provision of pollution containment ponds Corporate Social Responsibility Report 73
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practice sanef biodiversity audit The biodiversity audit is encompassed within sanefs ―Paquet Vert‖ project. The first phase of the project was executed in 2011, in which the points to be dealt with were identified by consolidating the studies available about the network and based on interviews with the main stakeholders of the areas around the toll roads. These stakeholders include regional Nature Parks, the Federation of Natural Space Conservationists, environmental protection associations, hunters federations and the Regional Department of Housing, Land Use and Environment. Based on this census, field investigations were carried out with the help of specialist consultancies and with the cooperation of the natural space conservation organisations of certain regions the network passes through. Studies were carried out concerning the operation of the networks wildlife passages, and how often they are used by different species: Large mammals: deer, roe deer, wild boar, etc. (study with camera traps and track traps). Small and tiny mammals: wildcats, badgers, weasels and mustelids (traps with hair). Bats. Insects and anthropods, mainly orthopterans (grasshoppers), butterflies and dictyoptera (praying mantis) As well as the field work, the biodiversity audit governance bodies were also defined this year, comprised of: - The Steering Committee responsible for approving the methodologies and deciding which directions the project will follow in the future. It consists of a representative of the National Museum of Natural History, a representative of the Federation of Parks and Gardens, a representative of the Environmental Protection Association, and a representative of the Federation of Natural Space Conservationists. - Various thematic or geographic technical committees that will meet while the audit is underway to respond to the initial results and feed the experts discussion. These committees are made up of local experts from the network of associations and from the academic and technical world. The lively debates created will allow the action plan arising from the audit to be put into perspective. In 2012, the field work and the audit will conclude with the design and definition of an action plan. Inventory of the protected areas of Spanish Toll Roads The AP7 aumar network carried out an inventory of forested and/or protected areas that are at least 500 metres from the toll road. The aim of this inventory is to identify which road sections affect said areas in order to act to reduce as much as possible the environmental impact of the activities arising from the toll road in these zones. The project, jointly developed between the Quality Systems, Works and Conservation departments, has used the mapping services of the Environmental Departments of the Valencian and Catalan Regional Governments to identify the UTM coordinates of the protected and forested areas that are at least 500 metres from the toll road. These UTM coordinates have subsequently been transferred to the corresponding kilometre points so that both personnel and toll road co-workers can easily identify Corporate Social Responsibility Report 74
  • ABERTIS INFRAESTRUCTURAS, S.A. the location of the affected toll road zones. The last phase of the project was the circulation of the list of affected kilometre points to all staff that carry out roadworks that could affect the forested and/or protected zones. By making this inventory, it has been possible firstly to identify the forested and/or protected zones closest to the toll road, and it has made it easier to inspect the zones in which plant health treatments are not carried out, as well as locating areas where notification is necessary before executing works that could cause a forest fire. Biodiversity in airport settings The impact on local biodiversity is one of the environmental impacts of the airport business unit. Aware of this, the airports have adopted various measures to reduce this impact. In the case of Belfast airport, there is a local population of hares within the airport limits that is different to any other hare population in Ireland. Said population has been the object of a study and is monitored annually. In order to protect this population, the airport continues with its policy of cutting the grass just once a year to protect the hares from being seen by potential predators. Various national TV programmes have been recorded from the airport facilities (BBC TV) to raise childrens awareness about the importance of the local countryside. Similarly, Luton upholds a grass management policy whose purpose is to prevent birds flying across the airport. These actions affect the number of birds close to the airport, thus avoiding potential collisions. Colombia and Orlando airports do not handle this type of accident and have no data on it. Airport Total no. of strikes No. of strikes/annual Strikes/10,000 flights aircraft movements Belfast International 32 0.0006 5.98 Cardiff International 19 0.0006 6.35 London Luton 32 0.0003 3.22 sabsa 0 0 0 Stockholm Skavsta 35 0.0011 11.21 Corporate Social Responsibility Report 75
  • ABERTIS INFRAESTRUCTURAS, S.A. Local biodiversity conservation The impact on biodiversity is one of the environmental impacts associated with abertiss infrastructures, and for this reason actions are carried out to minimise this impact or preserve local biodiversity. Throughout 2011, two actions relating to the importance of conserving biodiversity were carried out: The publication and presentation of the book ―Fauna vertebrada del parque natural del Foix‖ (Vertebrate Fauna of the Foix Nature Park) organised by Humbert Salvador, doctor in Biology and professor at the Universidad de Barcelona, and based on a study sponsored by the abertis foundation. This study in which Cisco Guasch and Xavier Bayer, naturalists and members of the Catalan Ornithological Institute, participated depicted the presence of a total of 322 vertebrate species in the parks 2,900 hectares, of which 75% are species of birds, which demonstrates the ornithological richness of the area. This ornithological richness of the Foix reservoir and its surroundings was precisely one of the reasons it was acknowledged with the status of nature park. The recovery of the surrounding areas of the Mèdol quarry after the fire of July 2010. The surroundings of Pedrera del Mèdol, declared Heritage of Humanity by UNESCO, is not a protected space but does belong to a non-priority habitat of community interest (HCI) with an important landscape value. The actions performed were the cutting of vegetation burnt by the fire, which helped the vegetation to spontaneously restore itself; the creation of a fire-proof safety fringe around the quarry; and reforestation with native species that will help the habitat recovery process. Corporate Social Responsibility Report 76
  • ABERTIS INFRAESTRUCTURAS, S.A. 7.4. Noise management Airport Actions performedPolicy Belfast International Has an action plan in accordance with the European directive on noise pollution (2002/49/EC).The objective of abertis with regard to noise pollution is to minimise the noise Cardiff International Preferential noise routes, motor vehicle restrictions,impact generated by the company‘s activities, prioritising the impact on local low-power taxiing during take-off and landing,communities. assistance to sound-proof the homes most affected by the noise. London Luton Airport Night noise policy, definition and approval of a NoiseResults Action Plan, supply of a portable noise meter for measuring noise pollution in the community, threeThe activity carried out by the different business units generates a noise impact fixed noise monitoring points.on the environment and on the local communities located in the infrastructure Orlando Sanford Monitoring noise parameters and carrying out amediations. The noise impact is especially high for the airport and toll road noise study on the aircraft parking strips tobusiness areas, in both their construction and operation. determine which measures should be taken to avoid hearing loss.Over the years, abertis has been carrying out different actions with the aim of Stockholm Skavsta An inventory was taken of the residential areas toreducing this impact. The main actions performed were the fitting of noise the East and West of the airport that would bebarriers, the use of noise-reducing asphalt, the drafting of noise maps, and affected by a reduction of noise, the noise levelawareness-raising activities for road users. curves were calculated to create a list of buildings affected, and the most effective noise reductionThe evolution of the percentage of toll road kilometres on which noise impact is measures for the affected buildings were analysed,monitored varies according to the incorporation of new toll roads that fall within while communication was maintained with the realthe scope of the report, and the execution of these studies for the new sections. estate owners whose buildings are affected. sabsa Restricted use of the runway at night-time for 2009 2010 2011 departure flights over the city. Km of toll road 74% 58% 67%The airports carry out different actions, such as the installation of noise barrierson the Colombia runway, or the monitoring of acoustic parameters in Cardiff. Corporate Social Responsibility Report 77
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practice Noise at airports One of the main impacts of the airport is noise impact. Many people who live in the airports surrounding areas coexist with levels of noise and the airports management is aware of this. In order to minimise this impact in local communities, and to achieve a balance between airport growth and the subsequent environmental impact, Belfast, Luton and Cardiff airports have carried out consultations concerning the air routes in the community. Communication with society is a high priority for abertis, and in order to maintain direct contact with the community airports have various communication channels, including telephone, e-mail, website and airport information displays, as well as meetings held with local organisations or via the consultative committee of Cardiff or Luton, or the Belfast airport consultative forum. Via these communication channels, the airports received and responded to the following complaints concerning aircraft- generated noise in 2011: Airport No. of Reason for the complaint complaints Belfast 2 Related to night-time troubles. Cardiff 7 Luton 733 Approximately 7,000 e-mails were received from 350 homes in two districts for complaints about noise during a pilot test carried out between May and November. sabsa 1 Stockholm Skavsta 5 The airports managed by abertis carried out various actions to minimise the noise impact deriving from its activity over recent years. These actions included the preferential noise routes that were designed taking environmental criteria into account; discounts for airlines that operate in daytime hours; and procedures to reduce noise during take-off and landing. The pilot test that Luton airport carried out in 2011 stands out. In this 6 month long test, between May and November 2011, the Easyjet airline company made 10 flights a day which provided the data necessary to trace an optimal flight trajectory within the preferential noise route, and which avoided the most densely populated zones south of the landing strip. The next step was to communicate with the Air Policy Department in order to proceed with the design of a new route structure based on the results of the pilot test. Belfast airport drafted a noise action plan that set out the actions to be implemented within 5 years in order to reduce noise pollution. Communities exposed to high levels of noise in Belfast and Cardiff are exposed to a DNL between 55 and 65 for a total of 269 and 100 people respectively. In Orlando it is the Sandford Airport Authority that manages this information, and sabsa and Luton do not have these data. Nobody has had to move from the areas surrounding the airports due to noise pollution arising from airport activity. No noise measurement is made for Orlando and sabsa airports because it is not within the operational limits of Orlando in the first case, and it is the aeronautic authority that monitors it in the second case. Corporate Social Responsibility Report 78
  • ABERTIS INFRAESTRUCTURAS, S.A. Noise impact management actions on toll roads When a toll road is built, an environmental study, called the environmental annex, is carried out. Through this it is attempted to integrate the infrastructure into the surrounding area by means of a suitable design and to establish suitable preventive measures for avoiding and reducing any environmental impacts that could occur, not only during the construction phase, but also in the operational phase. Based on this annex, together with the Environmental Impact Declarations, where they are required, an Environmental Monitoring Plan is drawn up. This Environmental Monitoring Plan considers, among other things, the generation of noise arising from the works and operation of the toll road. In order to define which corrective actions must be established, a noise analysis must be carried out, taking into account the type of vehicle (light or heavy), the time (morning, evening or night), the current and expected ADF of the toll road for the coming years, and the average speed of the overall circulation, among other parameters. One of the actions most often carried out to reduce the noise impact of the infrastructure is the installation of screens. The screens abertis use are noise barriers made of earth, revegetation of surfaces with wooded and scrubland units, creation and covering of ditches and installation of methacrylate, concrete screens, etc. These screens allow noise levels to be reduced in neighbouring zones and the toll road to be integrated in the surroundings. When selecting which species to plant, the ecological, functional and landscape characteristics that best fit in with this environment are taken into account, always prioritising the native species of the area. In 2011, the noise management actions implemented by Spanish toll roads were those associated with the works to expand the carriageway of the Maçanet- La Jonquera section of the AP7 and the San Rafel-Villacastín section of the AP6, and the construction of link roads and toll booths of the closed South AP7 toll road system in the Martorell-Salou section. Specifically, the actions carried out were: - 8,343 linear metres of artificial noise barriers installed. - 1,479,708 m2 treated with hydroseeding and 12,955m2 with hydroblanket. - 13,354 linear metres have been protected with motes of earth. - 95,655 trees, 64,013 bushes and 7 transplanted trees were planted. - 52,000m2 of surface area was restored. - 1,305 linear metres of a visual barrier made of plants. - Creation of 600 linear metres of sound barriers made of plants. For the AP6 toll road works, it is planned to install a methacrylate screen on a concrete base. Corporate Social Responsibility Report 79
  • ABERTIS INFRAESTRUCTURAS, S.A. 7.5. Extending our environmental commitmentPolicy towards the environment. sapn has continued with its ecology programme for schoolchildren in the Rogerville valley of France, part of which it manages.abertis aims to extend its environmental commitment to all stakeholders, bothinternal and external. In view of this objective, the different business units carry autopistas del oeste has run educational chats about its environmentalout various activities to raise awareness on environmental issues. programmes in primary and secondary schools with the participation of each of its employees and subcontractors. Information referring to the environment and theResults campaigns carried out has also been included on purchase orders and invoices. rutas del pacífico has carried out environmental awareness campaignsIn 2011, the total investment in environmental awareness raising actions was concerning waste recycling, which it accompanied with the installation of€262,649. The purpose of these actions is to extend the environmental containers for collecting batteries, cans and plastic bottles.commitment that abertis has assumed towards its stakeholders, employees,suppliers and customers. TelecommunicationsAwareness-raising activities implemented abertis telecom has provided special waste training to the new managers of the waste storage points in the zones. The contents were also created and the Central services environmental operational control training was started up online for the new managers for the centres, in-person in the operational areas, and also publishedserviabertis implemented actions associated with the Aristos presentation on the corporate intranet. Similarly, posters and leaflets were distributed thatcampaign, within which information was provided about the significant showed good environmental practices aimed at contractors and suppliers, and theenvironmental aspects in the buildings and responsible paper consumption. In the contents of a training video on environmental emergency drills were updated,case of the abertis foundation, maintenance workers and visitors to Castellet which provides training on how to act and aspects to take into account in the casecastle were informed about the environmental policy, the implementation of the of an environmental emergency caused by a battery acid spill.system and the regulations for use. Airports Toll Roads Luton and sabsa have drafted a guide in order to spread good environmentalIn 2011, the Spanish toll roads launched the ―Aristos‖ awareness-raising practices among airport workers, and sabsa has also given training to itscampaign. Also, the AP7 aumar Network has given training on industrial waste to personnel on environmental matters. Belfast has distributed a guide on energystaff working in the areas and included in the procedure for Temporary Staff use produced by the Carbon Trust and Cardiff has published information on itsRecruitment Agencies the obligation for them to deliver documents to their staff website information relating to the preferential noise routes, as well as detoursthat describe which factors must to be taken into account for saving resources. and complaints received.In recent years, sanef has developed a sustainable driving programme, throughwhich it has given practical training to those people who travel most kilometres intheir working day, and organised thematic breakfasts with an expert on thematter for the rest of the staff. Information about sanefs environmental policy isavailable in the service areas together with advice for behaving responsibly Corporate Social Responsibility Report 80
  • ABERTIS INFRAESTRUCTURAS, S.A.Example of best practice Aristos continues to expand Aristos was set up by abertis telecom to answer questions related to the environment and respond to the need to support the organisation by providing useful advice, offering guidelines on energy efficiency and respect for our environment. Subsequently, abertiss Corporate Social Responsibility adopted Aristos to help disseminate good practices with environmental messages and advice among the people who work in the corporate buildings in Barcelona. In 2011, under the banner ―Aristos travels on abertis toll roads‖, this character, who raises environmental awareness, came to Spains toll roads. The campaign began in October and, with a forecast duration of 18 months, encompassed the creation of 12 leaflets for informing staff about the most significant environmental aspects, according to the activities carried out in the organisation: in toll booths, in offices and on the road, whether for conserving or maintaining all the equipment facilities. The aim of these leaflets is to raise staff awareness and thus achieve more efficient and sustainable behaviour both at work and at home. This campaign has been reinforced in the toll road maintenance and conservation areas by displaying a single label with the image of abertis autopistas, which describes which hazardous and non-hazardous waste should be deposited and where, as well as identifying the recycling points. The great novelty of Aristos in the toll roads is his presence on the road, wearing the necessary safety equipment and imparting messages that help reduce environmental impact, depending on his location. Some of the environmental awareness actions related to Aristos and carried out by other business units in 2011 were: - abertis telecom: updating a training video on environmental drills in the event of battery acid spills in the centres where Aristos has appeared, and the distribution of kits bearing Aristoss image that include preventive material in the event of such spills occurring. - serviabertis: actions carried out to present Aristos, as well as to raise awareness on significant environmental aspects associated with the activity performed in the buildings, and advice on the sustainable consumption of resources and proper waste management. - Cardiff: was the first airport to incorporate Aristos, but with one difference, which is that environmental awareness actions were not only carried out internally, but also externally, reaching a larger number of stakeholders. Corporate Social Responsibility Report 81
  • ABERTIS INFRAESTRUCTURAS, S.A. Online training platform abertis telecom has had an online training platform managed by human resources since 2010. This is a platform on which the companys internal trainers load the contents of the training courses, and each abertis telecom worker can access the training sessions and receive the training online, making it easier. This platform also allows information and knowledge to be exchanged among abertis telecom employees by creating virtual knowledge communities (forums, wikis, etc.). In December 2011, an environmental training course aimed at operational technicians was launched via the online platform, and the contents were incorporated onto the platform. The aims of this environmental training are to: - Identify the aspects associated with the activity they carry out in abertis telecom. - Introduce some legal aspects. - Define the environmental operational control that is carried out, and specifically waste management. - Present the procedures for action in the event of an environmental emergency in abertis telecom. - Present some of the resources available with information of environmental interest. - Explain how to interact with the companys environmental management. Corporate Social Responsibility Report 82
  • ABERTIS INFRAESTRUCTURAS, S.A.8. SUPPLIERSSTRATEGIC LINE 5: Extending the social responsibility commitment to suppliers and contractorsSTRATEGIC LINE 7: Promoting and systematising dialogue channelsPolicy Main features Examples of best practice in 2011Extending the social responsibility Extending the commitment tocommitment to suppliers and Register of suppliers suppliers and contractorscontractors. 94% of contracts with 95% of purchases were The average CSR rating Summary of social and environmental from local suppliers of suppliers is A indicators clauses Corporate Social Responsibility Report 83
  • ABERTIS INFRAESTRUCTURAS, S.A.Policyabertis extends its social responsibility commitment to its suppliers and The suppliers portal includes a supplier approval and assessment process. Incontractors by incorporating the social and environmental clauses in the tenders order to extend abertiss social responsibility commitment to its suppliers, a setand contracts, and in the supplier approval process. of indicators has been incorporated into this assessment process that are linked to developing the social responsibility of these organisations. These indicators are arranged into four large blocks: leadership, dialogue,Results transparency, communication and management systems. Each of these blocks contributes towards the final score, so that an objective classification of theThe type of activity that abertis performs involves supplier companies indirectly, supplier can be obtained based on their CSR assessment.but not directly or primarily, as the Groups main suppliers are supplying buildingand signalling material, or machinery. Thus, once the approval has been prepared, an objective assessment of the suppliers CSR classification is obtained, which includes three ratings: A+, A andIn this regard, the purchase volume of the business units included in this report is B. The first category includes those suppliers who are above average, while the12% of the total turnover of the same. Of this purchase volume, 95% was bought third category includes those that are below average.from local suppliers. In 2011, 3,475 supplier companies were assessed, of which a total of 618 were approved. Of these, 339 supplier companies proved that they have different management systems and a total of 200 were analysed according to the CSR Volume of local purchases assessment system. Spain 97% United Kingdom 99% Sweden 94% United States 49% Bolivia 99% A+ A B Colombia 76% Number of suppliers 59 99 42 Chile (rutas) 99% Purchase volume (EUR) 19,579,088 26,970,746 6,306,380 Puerto Rico 100%In 2011, a new suppliers portal was set up, developed by the Purchasing andGeneral Services Department in collaboration with abertiss CSR Committee and The scope of the approval process currently includes Spain, and has also includedQuality Committee. This tool, available to the Spanish companies since January the United Kingdom since December. Therefore, until the transition to the newand to the British companies since December 2011, has helped optimise supplier supplier approval portal is formalised, the other business units are continuing withmanagement by simplifying and standardising the approval process. It has in turn the supplier approval processes they have been practising. In this context, inimproved the visibility and control of the suppliers, reduced costs and fostered 2011, a total of 314 supplier companies were assessed according tocollaboration with strategic suppliers. environmental and social factors. Corporate Social Responsibility Report 84
  • ABERTIS INFRAESTRUCTURAS, S.A.In parallel to the approval of suppliers, and due to the activity that abertiscarried out, various tenders were run to contract the supplier companies it iscollaborating with. By incorporating social and environmental clauses in thesetenders, abertis is extending its commitment in terms of social responsibility.In 2011, 94% of all the tenders presented included social and environmentalclauses in their contracts.Number of tenders presented with social and environmental clauses 500 400 300 200 417 276 100 139 0 2009 2010 2011 Corporate Social Responsibility Report 85
  • ABERTIS INFRAESTRUCTURAS, S.A.Example of best practice Register of suppliers The new suppliers portal that was put into operation in 2011 is a supplier registration system by business sector, which serves as a supplier classification, search and selection tool for abertis. This system is managed by a private company, which has an Executive Committee consisting of a representative of each of the companies participating in the system, which meets regularly with the management company to decide on the systems policy and development. The basic purpose of this tool is to minimise risks, since the technical validation of suppliers for their incorporation into the system is carried out based on the processing of the requested information and documentation: commercial information (financial data, financial solvency, etc.), information relating to the products and services offered (references, experience), fulfilment of tax, social security, occupational risk and civil insurance obligations, and whether it has management systems installed (for environment, quality, OHS and CSR). This system has been operational since January 2011 for all of the Groups companies in Spain, and it came into operation for the companies in the United Kingdom in December 2011. It is to be extended to the companies in France in 2012. In this first phase, a total of 3,475 supplier companies were assessed through a process that includes various obligations, including requirements to provide information on occupational risk prevention actions and environmental impacts. Of all the supplier companies assessed, 618 have been approved based on social and environmental criteria, which include communicating the availability of quality management, environment and risk prevention systems based on benchmark international standards (ISO 9001, ISO 14001, OHSAS 18001, etc.). A total of 339 have reliably proven that they have the systems and meet the specified social and environmental criteria. Finally, a total of 200 of these 618 companies have been subject to a specific CSR analysis in which, via a specific questionnaire, they were rated according to CSR criteria. Corporate Social Responsibility Report 86
  • ABERTIS INFRAESTRUCTURAS, S.A.9. ADDING VALUE TO THE COMMUNITYSTRATEGIC LINE 6: Becoming involved with the community and social fabricSTRATEGIC LINE 7: Promoting and systematising dialogue channelsPolicy Main features Examples of best practice in 2011 Corporate volunteer plan Consolidating relations with abertis Chairs organisations that represent societyEstablishing permanent links with The airport, another member of the communitythe community, based on activeparticipation and the integration ofsocial needs 1% cultural: Conservation of historic heritage Manage community action and "Paisaje y Entorno" awards sponsorship activities abertis and Cáritas 384 meetings held with 0.9% of social 83% of investment in Summary of a total of 140 contribution from the long-term social indicators consolidated net profit initiatives aligned with associations the business Corporate Social Responsibility Report 87
  • ABERTIS INFRAESTRUCTURAS, S.A.Policy - Training and researchOur communities feel both the direct and indirect economic, social andenvironmental impact of our company‘s activities. Thats why abertis has All the activities that the Group performs have a public service character, and theincluded them in its vision and company values, its aim being to establish continuity of their service has an important impact on the local community. Formedium and long-term ties that will improve the welfare of the communities in this reason, all the activities have emergency plans for guaranteeing thiswhich the company operates. continuity, as well as for managing and resolving potential incidents. abertiss infrastructures are at the service of the people, to help them move around and communicate, and offering the possibility of bringing them closer toResults new markets in a sustainable and responsible manner. The presence andThe presence of infrastructures in a territory serves to catalyse the economy in management of infrastructures generates both direct and indirect impacts on thethis area, contributing to both its economic and social development. local community. Most of the positive impacts are indirect, which makes themInfrastructures like toll roads and airports generate a positive impact on local and difficult to measure.regional society, as they serve as a source for generating employment and Similarly, these infrastructures have an environmental impact on theirpromoting tourism in the area. They also foster the development of economies of environment, and abertis manages this impact in order to reduce the negativeagglomeration, which arise because of the proximity of industries and services to effect it may have on the local environment and community. One of the majorthe infrastructure. The telecommunications centres also have a positive effect on negative impacts of the infrastructures is the local environmental impact, in bothsociety, contributing to its development and making it easier for the different the infrastructures construction phase and in its subsequent operation andagents to communicate and exchange information. maintenance phase. These impacts include land occupation, noise generation, theThus, collaboration between the organisation and the public authorities is high, impact on air, soil and water quality, waste generation, or the impact on localdemonstrated by the presence of the local community in organisations and flora and fauna.associations. In 2011, the AP7/AP2 acesa Network received a fine linked to labour inspectionsabertiss relationship with the local community is based on two axes: the work and backpay accrued during dismissal proceedings for an amount of €22,596.20,with the organisations of the local communities where it operates, and the the Gencat Network received a fine for the amount of €154.20 due to labourimplementation of sponsorship and social action activities. In line with the matters and the AP68 Ebro Network received a fine for the amount of €1,159 dueorganisations business, the actions that the organisation performs are grouped to administrative matters. In parallel, elqui received a penalty for the amount ofinto five areas: €1,169 due to the maintenance of artistic elements close to the toll road, together with a fine of €92.60 linked to the distribution of workloads. - Mobility and road safety - Environment - Social accessibility and economic development - Cultural accessibility Corporate Social Responsibility Report 88
  • ABERTIS INFRAESTRUCTURAS, S.A. 9.1. Consolidating our relationship with the local communityThe companies that make up abertis are represented by and participate in a strengthening the Groups collaboration with the community in the areas of roadtotal of 140 local associations and groups, as well as making agreements and/or safety, the environment, and in the sociocultural sphere.collaborating with local authorities and entities to implement actions for Castellet castle, the foundations head office, has continued consolidating its roleimproving the environment in which they operate. In this regard, a total of 384 as a place for meeting with abertiss stakeholders. In 2011, it hosted themeetings have been carried out with these associations, which cover different annual meeting of Organizational Stakeholders of Spain of the Global Reportingareas, such as culture, business, society and the environment. Initiative (GRI), the meeting of the trustees of the Consejo España-EE.UUMaintaining a proactive relationship with the local community is crucial for Foundation and the series of conferences about the Prado Museum, amongadequately managing the impacts of the activity on the environment. others.Consequently, so that the community is in direct contact with the organisationand channels are available that allow it to send queries, proposals or complaints, The abertis foundations annual report, available on its website, describes theeach Group company has several means of communication. actions carried out in 2011 in detail. In the area of road safety, the following is noteworthy:As well as the basic means of communication (telephone, e-mail, post), there aresystems to communicate via the website and various relationships are established The ―Road Volunteer‖ project, to help young people with Downsin person at meetings with the associations, community events, or via specific Syndrome integrate into the job market and to improve road safetycommittees created for this purpose, such as the Luton Airport Consultative around schools.Committee, the Belfast airport Consultative Committee or the Cardiff airport The ―Driving in your 70s and 80s? Why not?‖, conferences held in MadridTouchdown Committee. and Barcelona, where older peoples mobility is discussed, whether theyThe Groups companies have defined a series of objectives for 2012 for improving are pedestrians, drivers or the occupants of a vehicle.their relationship with the community. These objectives include, among others: The Autoroute Académie training programme, virtual driving school for Reducing the complaint response time. drivers between 18 and 25 years old. The ―You‘ve got one life left‖ campaign, run in 2009 and 2010, continued during 2011 with Improving the management of natural resources and the effectiveness of promotional ads in the most widely-read Barcelona newspapers. It road safety devices. received the Rombo Award for Best Graphic Advert from La Vanguardia Continuing with the consultative works carried out via the committees. newspaper, in the Social Action category. Continuing with the volunteer and learning projects with young people in the local community. In the environmental sphere, the abertis foundation revived its collaborationThe abertis foundation with the Televisió de Catalunya programme ―Espai Terra‖, which shows television viewers aspects related to the environment and the territory. Meanwhile, three ofThe abertis foundation acts as the nerve centre for managing and promoting the investigations that the foundation sponsored are now complete:social action within the Group. In 2011, the foundation assumed some of thesponsorship management from the business units, with the purpose of Corporate Social Responsibility Report 89
  • ABERTIS INFRAESTRUCTURAS, S.A. ―Impact of climate change on marine reserves: the example of Cap de Creus‖, one of the few investigations that relates climate change with the productivity of marine resources in the Mediterranean. ―Cataloguing the centenary chestnut trees in the municipality of Viladrau‖, carried out as a first step towards assisting the tree protection works and for disseminating the value of this natural heritage. ―Forestry measures to compensate carbon emissions on the toll roads‖, which aims to discover the extent of the greenhouse gas emissions produced along the 1,509 kilometres of toll roads that abertis manages in Spain, as well as the degree to which the emissions are offset thanks to the vegetation that exists around these infrastructures. One of the results of this last investigation was an environmental management tool that allows the organisation to identify and quantify the emissions produced in its toll road network.To commemorate World Environment Day and the International Year of Forests,―The forests of Catalonia: present and future‖ conference was held, with theparticipation of Dr. Martí Boada, naturalist and member of the organisationsScientific Committee.abertiss 3rd Corporate Volunteer Day celebrated the sociocultural actions of2011, in the Groups different locations in Spain, France, Chile and Puerto Rico.We also draw attention to the publication of the fourth edition of ―Viator. Naturaland historic heritage beside motorways‖ collection, which takes a tour of theheritage that surrounds the Groups toll roads in the North and North East ofFrance. Corporate Social Responsibility Report 90
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practice Corporate volunteer plan ―Voluntaris‖, the organisations Corporate Volunteer Programme, animated by a group of company workers, represents a step forward in the process of involving the organisation with the community, a commitment that is included in abertiss Social Responsibility Strategic Plan. As part of the "Voluntaris" Corporate Volunteer programme, the 3rd Volunteer Day, dedicated to infancy and adolescence, took place on 12 December. The Minister of Social Welfare and Family of the Catalan Regional Government, Josep Lluís Cleries, the Groups Chairman, Salvador Alemany, and the Groups Chief Executive Officer, Francisco Reynés, participated in this institutional event, held at the Barcelona headquarters, where they stressed the importance of volunteers taking root in society and the companys willingness to continue encouraging this type of action. The business units in Chile, France and Puerto Rico actively participated in the celebration, organising solidarity actions that centred around raising awareness about the most disadvantaged children and young people. In the same event, the abertis foundation announced its donation of a total of EUR 28,000 to the four solidarity initiatives selected by the Groups employees via the corporate intranet: The support for a Healing Home for sick children in the Chinese province of Yunnan, promoted by the Love Without Boundaries NGO. A therapeutic project for children and young people who have suffered sexual abuse and mistreatment, led by the Concepció Juvanteny Foundation of Barcelona. The donation of new technology resources for people with mental disabilities of the Personas Foundation, of Cuéllar (Segovia). The project for integrating the immigrant community of Castellers del Poble Sec, Barcelona. Of the most noteworthy activities that took place at the Barcelona headquarters there was an exhibition on the Universal Declaration of Childrens Rights with UNICEFs collaboration, as well as the traditional solidarity fair for the sale of fairtrade products and products made in special work centres. Similarly, as Christmas was approaching, a food and clothes collection was made in more than 20 of the Groups national work centres, together with a food collection in France, Chile and Puerto Rico. The Corporate Volunteer Day events began on 27 November with a trek through Foix Nature Park and the organisation of family activities in Castellet castle, head office of the abertis foundation. A group of approximately 150 people took part in these activities, including 40 children from the Concepció Juvanteny Foundations foster homes. Corporate Social Responsibility Report 91
  • ABERTIS INFRAESTRUCTURAS, S.A. abertis Chairs Aware of the strategic value of transferring knowledge between Universities and Companies for social and economic progress, abertis has been supporting the creation of chairs in collaboration with prestigious universities and academic institutions since 2003. Each of the chairs is specialised in some aspect of the organisations activity. - The abertis - UPC chair of Transport Infrastructure Management, directed by the professor of Transport of the Polytechnic University of Catalonia, Francesc Robusté, held its 8th abertis Award Ceremony in 2011. The prize-winning works this year were ―Highway travel time estimation with data fusion‖ by Francesc Soriguera, in the Doctoral Thesis category; and ―Robustness in Logistics: passenger rail transport‖, by Luis Cadarso, in the Dissertation category. In 2011, three seminars took place: one relating to transport tariffs, which demonstrated the need for collaboration between the public and private sectors, especially in the current economic climate; another centred on Road Safety Management: concepts and tools, which generally covered the subject of safety, from the planning of the infrastructures to the safest solutions for road intersections; and the Traffic Flow Phenomena: Data, Models and Measures course, which taught the main traffic management theories and models. - The abertis-IESE professorship on Regulation, Competence and Public Policies, led by Xavier Vives, director of the IESE business schools Public-Private Sector Research Centre, organised the conference ―Economic prospects of the Eurozone‖, presented by Joaquín Almunia, Vice-President of the European Commission, to celebrate its fifth anniversary. Among the actions carried out in 2011, we must not fail to mention the sixth edition of the Audiovisual Sector Conference, centred around business opportunities, the eleventh Symposium on Public Service - Private Management Services, in which ideas were shared on how to come out of the crisis stronger, and two work sessions on industrial organisation, dedicated to climate change policies, internationalisation and innovation, and their implications for the company. - The abertis-FEDEA Chair on the Economy of Infrastructures and Transport, directed by Tano Santos, professor in the Columbia Business School, has participated in three research projects: ―Aero-Ave: Integration of Air Transport and High-Speed Rail" that analyses the impacts of integration between long-distance air transport and high-speed trains", "Previtrans" which proposes models for forecasting goods traffic and the possibilities of intermodal transport with Europe; and finally the "Economic Assessment of Transport Projects" whose results can be found on the website http://economiadeltransporte.es/. Also, in 2011, the Air Transport Observatory was started up in the very midst of a discussion about the possible opening of airport management to the private sector, the "International Seminar on Private Airport Management" was organised, the 1st Meeting on Transport Economy, two workshops related to the "Aero-Ave" investigation and the third and fourth edition of the Finance Meeting. - The abertis-ESADE Chair of Leadership and Democratic Governance has continued its work for the training, research and social outreach of both organisations (companies, administrations, NGOs, etc.) and actors (businesspeople, managers, political, social, civic and trade union representatives) who assume the challenge of governing a world that is global and local at the same time. In the Momentos de Liderazgo training sessions, the Chairmen of abertis, Salvador Alemany, and the abertis foundation, Miquel Roca, gave speeches. - The abertis-ENPC-IFSTTAR Chair, in collaboration with l‘École des Ponts Paris-Tech and the Institut Français des Sciencies et Technologies des Transports, de l‘Aménagement et des Réseaux. This Chair, dedicated to training on and researching the management of transport infrastructures, is directed by Simon Cohen, professor and researcher in the ENPC. In 2011, the abertis Prize was awarded jointly with the abertis-UPC chair, so that the winner of the abertis international prize will be chosen from among the winners of both national award ceremonies. Corporate Social Responsibility Report 92
  • ABERTIS INFRAESTRUCTURAS, S.A. The airport, another member of the community The relationship between the airports managed by abertis and the local community in which they operate gives rise to the implementation of projects that contribute to the economic, social and environmental life of the local environment. Continuing on from the previous year, some of the actions carried out in 2011 included the following: - Luton Airport. In 2008, Luton airport defined a strategy of commitment with the local community for the 2008-2012 period. In 2011, the airport contributed £50,000 to the Community Trust Fund, collaborated with the NOAH Enterprise charity organisation, and gave continuity to previously-initiated projects, such as visits to airport facilities. The Prince‘s Trust ―Get into Airports‖ programme, in which 11 young people aged between 18 and 25 years old have participated, is worth drawing attention to. Its aim is to support the development of talented local people and to help the local population access employment opportunities in the airport. The programme consists of two weeks of training in various areas, such as preparing a CV and a work interview, first aid, etc., and two weeks carrying out a project in one of the airport companies, which allows them to develop occupational skills, acquire experience and assess how far they can adapt to each of the work areas. - Orlando Airport. As part of the 30th anniversary celebration, Orlando airport organised Community Day, in which residents of the local community, visitors and friends participated. The aim of the celebration was to thank the community for their support during the last three decades, and included live acts in numerous venues and spaces, entertainers, discounts for the participating airlines and free parking. - Cardiff Airport. Cardiff airport continues carrying out actions under ―The Cardiff Airport Touchdown Programme‖ which defines the strategy with the local community. This programme considers four areas of action: support for non-profit organisations, management of the Community Fund, Learning Programme and maintaining permanent contact with the community. In 2011, Cardiff airport arranged the visit of 30 educational centres and made presentations in another five centres, it implemented three programmes in schools, worked with six charity organisations through the Community Fund, initiated new relations with educational and charity organisations, and supported the participation of employees in voluntary actions. - Belfast Airport. Belfast airport is aware of the importance of creating links and maintaining those already established with local educational centres. Therefore, in 2011 it continued its educational programme with community training centres and schools, using the airport as an educational tool and adapting the educational programme to each centres needs. Also, both airport workers and users supported the Childrens Hospice of Ireland, which helps children and young people in difficult living conditions and supports their families. Corporate Social Responsibility Report 93
  • ABERTIS INFRAESTRUCTURAS, S.A. 9.2. Social action and sponsorship LBG Contribution 2011 by TypeThe management of social action and sponsorships in abertis includes managingand coordinating the organisations philanthropic activity, which is carried out by 9% 8%the foundation and the different business units.The organisation has an Executive Manual on Community Commitment Projects, 20%which contains the priority areas for the group in terms of sponsorships and therequirements that the applicant projects must fulfil. The abertis foundation andcentral services have received a total of 289 project applications, of which 108have been approved. 63%In 2011, the 21 companies included in the scope of the report contributed a totalof EUR 6.2 million to sponsorship actions and donations, equivalent to 0.9% ofthe consolidated net profit. The classification of social action using the LBG Spain Charitable Donations Community Investmentmethodology allows long-term actions that are in line with the business to beidentified separately from management costs and occasional contributions. Commercial initiatives Management costs LBG contribution 2011 by area of activity Community Contributions by Field of Activity 5% 0,18% 3% 4% 6% 31% 23% 37% 33% 4% 24% 31% Social Accessibility and Socioeconomic Development Cultural Accessibility Education and youth Health Mobility and Road Safety Social and economic development Environment Protecting the Environment Art and culture Social welfare Humanitarian aid Research/Training Corporate Social Responsibility Report 94
  • ABERTIS INFRAESTRUCTURAS, S.A.Examples of best practice 1% Cultural - Conservation of Historical Heritage Part of abertiss commitment to the community and its willingness to integrate in the territory where it operates is demonstrated in its fulfilment of article 68 of Law 16/1985 of 25 June, generically called the cultural 1%. Thus, abertis contributes 1% of the total budget for Spanish toll roads works to financing conservation works or works that enrich the Spanish historical heritage, preferably in the immediate surroundings of the infrastructure. In 2011, the works of two projects in which abertis took part will be completed: Gardeny Castle, in Lleida and San Pedro church, in Ávila. - The historical monument of Gardeny Castle, situated in the province of Lleida, was one of the main locations of the Catalan Templars between the 7th and 14th centuries. Through the restoration process, it has been possible to recover the castle, expanding the visitable space, and the Templar culture interpretation centre. To coincide with the completion of works in the chapel annexed to the castle, the Lleida Tourism Office organised some open days on 18 and 19 June, during which approximately 600 people could get to know the space in guided visits or on their own. - Rafael Moneos architects firm collaborated in drawing up the project for San Pedro church, one of the most emblematic churches of the city of Ávila. The works, which began in June 2010 and ended in May 2011, basically consisted of recovering the granite paving in the three entrances to the church. The rest of the flooring, previously sand, has been paved with cobbled granite and boulder paving. Safety has also been improved, with a handrail installed on the external wall and a ramp built to improve access to the atrium. In November 2011, abertis toll roads and Vila-Seca town council entered into an agreement to renovate Vila-Seca Castle in Tarragona. This Castle, whose structure dates from the 16th century, is considered an Asset of Cultural Interest, and is part of Spains historic heritage. This collaboration allowed the castle to be renovated in order to make the building stable, since the structure is seriously damaged, and will thus allow this space to be used, which will bring added value to the area. The Televisió de Catalunya programme ―Espai Terra‖ ―Paisaje y Entorno‖ awards abertis and the abertis foundation have been sponsoring the ―Espai Terra‖ programme since 2009, a programme that broadcasts information about the territory and about the discovery of nature, meteorology and the environment. For the second consecutive year, the organisation has handed out the "Paisaje y Entorno" awards created under this sponsorship, in collaboration with the Ministry of Education of the Catalan Regional Government. The prize-giving was on 8 June in Castellet castle, headquarters of the abertis foundation. The event was presented by the Chairman of abertis, Salvador Alemany, the director of Televisió de Catalunya (TVC), Mònica Terribas, the Subdirector-General of Innovation, Training and Guidance of the Catalan Regional Governments Ministry of Education, Joan Gumbert, and the director of the programme ―Espai Terra‖, Tomàs Molina. The prize, consisting of a journey to Ireland to take an English course, was awarded to a study on Posidonia Oceanica (Neptune Grass) in Torredembarra beach (Tarragona). Two second prizes were also awarded, because of their high quality, to a study on the Pine Processionary moth and to another study on Mediterranean sea plankton. Corporate Social Responsibility Report 95
  • ABERTIS INFRAESTRUCTURAS, S.A. abertis and Cáritas In 2011, Cáritas helped 1.6 million people, of whom around 300,000 were attending the Care and Reception Services of the Cáritas Network for the first time, which shows what a large number of people and families have recently found themselves in a situation of poverty and exclusion as a consequence of the economic crisis and who, lacking the basic resources to survive, turn to Cáritas. Personal and family situations are also becoming very difficult and deteriorating, since the shortage of jobs and resources has converted some families into regular seekers of aid and into people who depend on the meagre resources of social organisations to cover their basic needs. The most recent information of the Living Conditions Survey states that a relative increase in poverty has affected 20.8% of the population (around 10 million people). The indicators on social exclusion in the FOESSA-Cáritas report reveal that 8.5 million people are in a situation of social exclusion. Faced with this socio-economic scenario, in which the lack of resources is increasingly affecting peoples lives, the institutional collaboration between abertis and Cáritas has intensified. What initially centred around a cash donation is now supplemented with employee involvement. Some of the actions that were carried out include: - Flexible Payment Plan: Some groups of employees use the FPP system, which allows them to distribute some of their salary, selecting from a series of products according to their needs or preferences. For the third consecutive year, the Cáritas project "Together against the crisis" has been included to help employees make personal donations to Cáritas. In 2011, 8% of employees included in the FPP made contributions to the NGO. - Christmas Campaign: In 2011, half of the amount collected in the Christmas campaign was donated to Cáritas, and the other half was donated to the Barcelona Food Bank. - Suppliers: Cáritas Barcelona trains people to work in a variety of sectors, such as cleaning, maintenance, catering and hospitality. abertis and the abertis foundation collaborate with Cáritas in Barcelona, adding value to the other contributions, sharing the relational network and helping the people who follow the training modules offered by Cáritas to find work. Thus, using the provinces suppliers network, information about said programme has been sent out along with the contact details of trainees, and this action has been followed up and mentored. Corporate Social Responsibility Report 96
  • ABERTIS INFRAESTRUCTURAS, S.A.10. VERIFICATION REPORT Corporate Social Responsibility Report 97
  • ABERTIS INFRAESTRUCTURAS, S.A. Corporate Social Responsibility Report 98
  • ABERTIS INFRAESTRUCTURAS, S.A. 11. INDEX OF CONTENTS AND GRI INDICATORS CONTENT PAGE13 COVER.14 1. STRATEGY AND ANALYSIS 1.1 Statement from the most senior decision-maker of the organization. 3-4  1.2 Description of key impacts, risks, and opportunities. 3-4; 6-13, 26-28, 32,  35-36, 40-42, 44-46; 67-69 AR; 44-47, 236- 239 AA 2. ORGANISATIONAL PROFILE 2.1.- Name of the organization. 5  2.2.- Primary brands, products, and/or services. 6-8; 24 AR  2.3.- Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. 7; 27-28, 31-32, 35-36,  39, 42-43, 46, 49 AR; 159-172 AA 2.4.- Location of organizations headquarters. 9 AA  2.5.- Number of countries where the organization operates and names. 8; 24 AR  2.6.- Nature of ownership and legal form. 7; 16-21 AR; 8, 185-192  AA 2.7.- Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries) 6-8; 24-49 AR  2.8.- Scale of the reporting organisation, including number of employees, number of operations, net sales, total capital, the quantity of products or 11-12, 30; 58-70 AR  services offered, surface area of airport, number and length of the runways, indicating if they are main runways or cross wing, minimum flight connection time, number of airlines in the airport and desitnations during the reported period. 2.9.- Significant changes during the reporting period regarding size, structure, or ownership. 3-4, 6-7; 27-28, 31-32,  35-36, 39, 42-43, 46, 49 AR 2.10.- Awards received in the reporting period. 17; 54 AR  3. REPORT PARAMETERS PROFILE DISCLOSURE 3.1.- Reporting period (e.g., fiscal/calendar year) for information provided. 5  3.2.- Date of most recent previous report (if any). 5  3.3.- Reporting cycle (annual, biennial, etc.) 5  3.4.- Contact point for questions regarding the report or its contents. 5  SCOPE AND CONTENT OF THE REPORT 3.5.- Process for defining report content. 5-6, 8-9  3.6.- Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further 6-8  guidance. 3.7.- State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope).. 4  3.8.- Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect 7  comparability from period to period and/or between organizations. 3.9.- Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the 5-6  compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols. 3.10.- Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement 6-7, 58  (e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement methods).13 Symbols: AR (Annual Report), AA (Annual Accounts).14 The meaning of the symbols:  when the coverage is total  when the coverage is partial Corporate Social Responsibility Report 99
  • ABERTIS INFRAESTRUCTURAS, S.A.3.11.- Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. 6-7 GRI CONTENT INDEX3.12.- Table identifying the location of the Standard Disclosures in the report. 97-103 VERIFICATION3.13.- Policy and current practice with regard to seeking external assurance for the report. 6, 95-96 4. GOVERNANCE, COMMITMENTS AND ENGAGEMENTGOVERNANCE4.1.- Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting 193-211 AA strategy or organizational oversight.4.2.- Indicate whether the Chair of the highest governance body is also an executive officer. 214 CCAA 4.3.- For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that are 193-198, 223-224 AA independent and/or non-executive members.4.4.- Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. 15-16, 36-37; 240-245  AA4.5.- Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), 36; 201-208 AA and the organizations performance (including social and environmental performance).4.6.- Processes in place for the highest governance body to ensure conflicts of interest are avoided. 12, 16 AR; 234-236,  246, 252-255 AA4.7.- Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including 212-216 AA any consideration of gender and other indicators of diversity.4.8.- Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance 13, 36; 246-261 AA and the status of their implementation.4.9.- Procedures of the highest governance body for overseeing the organizations identification and management of economic, environmental, and social 11-18; 246-261 AA performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, andprinciples.4.10.- Processes for evaluating the highest governance bodys own performance, particularly with respect to economic, environmental, and social 103, 105, 250-254 AA performance.Compromisos con iniciativas externas4.11.- Explanation of whether and how the precautionary approach or principle is addressed by the organization. 9-11, 12-17; 236-240  AA4.12.- Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. 17, 85-94 4.13.- Memberships in associations (such as industry associations) and/or national/international advocacy organizations 17 STAKEHOLDER PARTICIPATION4.14.- List of stakeholder groups engaged by the organization. 15, 16 4.15.- Basis for identification and selection of stakeholders with whom to engage. 8-9 4.16.- Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. 8-9, 15-16, 21, 23, 33-  35, 82-83, 87-884.17.- Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and 9 concerns, including through its reporting. Corporate Social Responsibility Report 100
  • ABERTIS INFRAESTRUCTURAS, S.A. GRI Description Page Cover.15 UNGC16 MDG17 ECONOMIC PERFORMANCE 7-8, 26-30, Information about financial management 85-94; 4-5, 58-77 AR EC1 (P) Direct economic value generated and distributed. 11  EC2 (P) Financial implications and other risks and opportunities for the organizations activities due to climate change. 56-58, 64-65  7,8 7 EC3 (P) Coverage of the organizations defined benefit plan obligations. 43  EC4 (P) Significant financial assistance received from government. 53, 58, 104  AA MARKET PRESENCE EC5 (A) Range of ratios of standard entry level wage by gender compared to local minimum wage at significant locations 40  of operation. EC6 (P) Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation. 82  A01 Total number of passengers annually 22-23  A02 Annual total number of aircraft movements 23 18 A03 Total amount of cargo tonnage. 23  EC7 (P) Procedures for local hiring and proportion of senior management hired from the local community at significant 40  6 locations of operation. INDIRECT ECONOMIC IMPACTS EC8 (P) Development and impact of infrastructure investments and services provided primarily for public benefit through 30, 87-94  8 commercial, in-kind, or pro bono engagement. EC9 (A) Understanding and describing significant indirect economic impacts, including the extent of impacts. 85-94  ENVIRONMENTAL Información sobre el enfoque de gestión ambiental 25, 48-55, 57-70, 71-77 MATERIALS EN1 (P) Materials used by weight or volume. 63  8 EN2 (P) Percentage of materials used that are recycled input materials. 63  8,9 ENERGY EN3 (P) Direct energy consumption by primary energy source. 59, 61-62 19 8 EN4 (P) Indirect energy consumption by primary source. 59-60 20 8 EN5 (P) Energy saved due to conservation and efficiency improvements. 49-51, 53-55,  8,9 7 64-65 EN6 (A) Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in 26, 53-55, 60-  8,9 7 energy requirements as a result of these initiatives. 62, 64-65 EN7 (A) Initiatives to reduce indirect energy consumption and reductions achieved. 53-55, 64-65  8,9 7 WATER EN8 (P) Total water withdrawal by source. 58  815 The meaning of the symbols:  when the coverage is total  when the coverage is partial16 UNGC: United Nations Global Compact17 MDG: Millennium Development Goals18 The data is broken down by day and night flights, and types of flights. We are working to separate the data into domestic and international flights and to publish it in future reports in the short-term.19 The data for GJ reaches 101,198.26GJ for natural gas, 394,624.07GJ for petrol, 291.24GJ for biodiesel, 3,643.81GJ for GLP and 228.86GJ for renewable energy.20 The data for GJ reaches 1,347,444.77GJ. According to the electricity production of every country in which electricity was consumed, based on the available data from Eurostat and the International Energy Agency, the primary sources of energy consumption include 26%nuclear energy, 25% renewable energy, 23% natural gas, 9% crude oil, 6% coal, 7% cogeneration and 2% other sources. Corporate Social Responsibility Report 101
  • ABERTIS INFRAESTRUCTURAS, S.A. GRI Description Page Cover.15 UNGC16 MDG17 A04 Quality of storm water by applicable regulatory standards. 68 21 EN9 (A) Water sources significantly affected by withdrawal of water. NA22 EN10 (A) Percentage and total volume of water recycled and reused. NA22 BIODIVERSITY EN11 (P) Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high 71  8 7 biodiversity value outside protected areas. EN12 (P) Description of significant impacts of activities, products, and services on biodiversity in protected areas and 71  8 7 areas of high biodiversity value outside protected areas. EN13 (A) Habitats protected or restored. 72-74  8 7 EN14 (A) Strategies, current actions, and future plans for managing impacts on biodiversity. 71-74  8 7 EN15 (A) Number of IUCN Red List species and national conservation list species with habitats in areas affected by NA22 operations, by level of extinction risk. EMISSIONS, EFFLUENTS AND WASTE EN16 (P) Total direct and indirect greenhouse gas emissions by weight. 57  8 7 EN17 (P) Other relevant indirect greenhouse gas emissions by weight. 57  8 7 EN18 (A) Initiatives to reduce greenhouse gas emissions and reductions achieved. 53-55, 64-65  9 7 EN19 (P) Emissions of ozone-depleting substances by weight. NA23 8 7 EN20 (P) NOx, SOx, and other significant air emissions by type and weight. NA22 8 7 EN21 (P) Total water discharge by quality and destination. 68 24 7 EN22 (P) Total weight of waste by type and disposal method. 67-68 25 7 EN23 (P) Total number and volume of significant spills. NA26 8 7 A05 Ambient air quality levels according to pollutant concentrations in microgram per cubic meter (μg/m3) or parts 58 27 per million (ppm) by regulatory regime. A06 Aircraft and pavement de-icing/anti-icing fluid used and treated by m3 and/or metric tonnes. 63 28 EN24 (A) Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel NA22 Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally. EN25 (A) Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected NA22 by the reporting organizations discharges of water and runoff. PRODUCTS AND SERVICES EN26 (P) Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. 49-51, 53-55, 64-66, 69-70,  9 7 72-74, 76-77, 79-80, 82-83 EN27 (P) Percentage of products sold and their packaging materials that are reclaimed by category. NA22 9 7 COMPLIANCE EN28 (P) Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with 48  8 721 Data is not available for all the airports, since this aspect is managed differently in each of them. We are working on a way of presenting this information that is representative of and relevant to our stakeholders. We hope to publish this information in future reports in themedium-term22 Not applicable given the nature of the abertis groups activities23 Not applicable as they are not significant given the nature of the abertis groups activities24 abertiss wastewater is discharged in a diffuse manner, which makes it difficult to quantify. We are currently defining a system for estimating this information and we hope to publish it in future reports in the medium- to long-term.25 The corresponding data is not available for the percentage of waste according to final treatment. We are defining a system of estimation and hope to publish it in future reports in the medium term.26 Not applicable as no significant accidental spills have occurred27 Data is not available for all the airports, since this aspect is managed differently in each of them. We are working on a way of presenting this information that is representative of and relevant to our stakeholders. We hope to publish this information in future reports in themedium-term.28 Data about the volume is not available for all the airports, since this aspect is managed differently in each of them. We are working on a way of presenting this information that is representative of and relevant to our stakeholders. We hope to publish this information in futurereports in the medium-term. Corporate Social Responsibility Report 102
  • ABERTIS INFRAESTRUCTURAS, S.A. GRI Description Page Cover.15 UNGC16 MDG17 environmental laws and regulations. TRANSPORT EN29 (P) Significant environmental impacts of transporting products and other goods and materials used for the NA29 organizations operations, and transporting members of the workforce. OVERALL EN30 (A) Total environmental protection expenditures and investments by type. 48; 129 AA  7 NOISE A07 Number and percentage change of people residing in areas affected by noise. 76 30 SOCIAL: (LABOUR PRACTICES AND DECENT WORK) Information about labour practice management and work ethics. 32-35, 39- 42, 44-46 EMPLOYMENT LA1 (P) Total workforce by employment type, employment contract, and region, broken down by gender. 32-33  LA2 (P) Total number and rate of new employee hires and employee turnover by age group, gender, and region. 32-33 31 6 LA3 (A) Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major 32 43  6 3 operations. LA15 (P) Return to work and retention rates after parental leave, by gender. 40  LABOUR/MANAGEMENT RELATIONS LA4 (P) Percentage of employees covered by collective bargaining agreements. 33  1,3 LA5 (P) Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective 33 33 3 agreements. OCCUPATIONAL HEALTH AND SAFETY LA6 (A) Percentage of total workforce represented in formal joint management-worker health and safety committees 44  5,6 that help monitor and advise on occupational health and safety programs. LA7 (P) Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by 45 34 region and by gender. LA8 (P) Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, NA35 6 their families, or community members regarding serious diseases. 36 LA9 (A) Health and safety topics covered in formal agreements with trade unions. NA TRAINING AND EDUCATION LA10 (P) Average hours of training per year per employee by gender, and by employee category. 34 37 3 LA11 (A) Programs for skills management and lifelong learning that support the continued employability of employees and 34-35 38 3 assist them in managing career endings. LA12 (A) Percentage of employees receiving regular performance and career development reviews, by gender. 34  329 Not applicable due to the nature of abertiss activities.30 Given that this is the first year that this indicator is being reviewed, no information is available to analyse the percentage of change. We hope we can analyse this indicator next year and publish it in future reports in the medium-term.31 Progress has been made in publishing data by gender and professional category, and we hope to publish the disaggregated data by region in future reports in the short-term.32 The social benefits will be reported at an aggregate level.33 The minimum notice period in abertiss business units ranges between 8 and 90 days, always pursuant to the current legislation.34 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.35 Not applicable given that there is no record of significant serious illnesses that require specific programmes to be set up.36 This information is currently unavailable.37 With regard to the breakdown by category of employee, the coverage of the indicator is not 100% in all the professional categories. We have specified the degree of coverage of the indicator in each case, and we are working towards reaching 100% coverage in future reportsin the short-term.38 Transition programmes not included. Corporate Social Responsibility Report 103
  • ABERTIS INFRAESTRUCTURAS, S.A. GRI Description Page Cover.15 UNGC16 MDG17 DIVERSITY AND EQUAL OPPORTUNITY LA13 (P) Composition of governance bodies and breakdown of employees per employee category according to gender, 32, 39-40; 18- 39 1,6 3 age group, minority group membership, and other indicators of diversity. 21 AR EQUAL REMUNERATION FOR WOMEN AND MEN LA14 (P) Ratio of basic salary and remuneration of women to men by employee category, by significant locations of 40 40 1,6 3 operation. DESEMPEÑO SOCIAL (HUMAN RIGHTS) Información sobre el enfoque de gestión de derechos humanos 13, 25, 39- 40, 81-83 INVESTMENT AND PROCUREMENT PRACTICES HR1 (P) Percentage and total number of significant investment agreements and contracts that include clauses 1,2,4 83  3 incorporating human rights concerns, or that have undergone human rights screening. 5,6 HR2 (P) Percentage of significant suppliers, contractors and other business partners that have undergone human rights 1,2,4 82  screening, and actions taken. 5,6 HR3 (P) Total hours of employee training on policies and procedures concerning aspects of human rights that are 13, 34, 37-38 41 relevant to operations, including the percentage of employees trained. NON-DISCRIMINATION HR4 (P) Total number of incidents of discrimination and corrective actions taken. NA42 1,6 3 FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING HR5 (P) Operations and significant suppliers identified in which the right to exercise freedom of association and collective NA43 1,3 3 bargaining may be violated or at significant risk, and actions taken to support these rights. CHILD LABOUR HR6 (P) Operations and significant suppliers identified as having significant risk for incidents of child labor, and measures NA43 1,5 taken to contribute to the effective abolition of child labor. FORCED AND COMPULSORY LABOUR HR7 (P) Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory NA43 1,4 3 labor, and measures to contribute to the elimination of all forms of forced or compulsory labor. SECURITY PRACTICES HR8 (A) Percentage of security personnel trained in the organizations policies or procedures concerning aspects of NA44 human rights that are relevant to operations. INDIGENOUS RIGHTS HR9 (A) Total number of incidents of violations involving rights of indigenous people and actions taken. NA44 ASSESSMENT HR10(P) Percentage and total number of operations that have been subject to human rights reviews and/or impact 13 45 assessments. REMEDIATION HR11(P) Number of grievances related to human rights filed, addressed and resolved through formal grievance 13 46 mechanisms.39 Taking into account the nature and location of abertiss activities, the data relating to minorities is not considered material, according to the expectations of the stakeholders.40 abertiss salaries are established based on professional categories and the Management by Objectives Programme. The salary is confidential information.41 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.42 Not applicable as no incidents of discrimination occurred in 2011.43 Most of abertiss activities are performed in OECD countries, and therefore there is no significant risk of human rights violations. Furthermore, abertiss code of conduct, applicable to all the Groups companies and which may be extended to suppliers and subcontractors,explicitly includes adherence to the principles of the United Nations Global Compact.44 Not applicable due to the nature of abertiss activities.45 The maps of risks and the periodic analyses of risks linked to these maps include risks linked to human rights. We hope to publish data on the percentage of operations subject to a human rights review in future reports in the medium-term.46 No non-compliances with the Code of Ethics have occurred. Corporate Social Responsibility Report 104
  • ABERTIS INFRAESTRUCTURAS, S.A. GRI Description Page Cover.15 UNGC16 MDG17 DESEMPEÑO SOCIAL (SOCIETY) Información sobre el enfoque de gestión en relación con la sociedad 13, 17, 25, 48, 85-86, 90 LOCAL COMMUNITIES SO1 (P) Percentage of operations with implemented local community engagement, impact assessments, and 86-94  1 8 development programs. SO9 (P) Operations with significant potential or actual negative impacts on local communities. 86  SO10 (P) Prevention and mitigation measures implemented in operations with significant potential or actual negative 31, 20, 47, 85  impacts on local communities. A08 Number of persons physically or economically displaced, either voluntarily or involuntarily, by the airport 76  operator or on its behalf by a governmental or other entity, and compensation provided. CORRUPTION SO2 (P) Percentage and total number of business units analyzed for risks related to corruption. 13  10 SO3 (P) Percentage of employees trained in organizations anti-corruption policies and procedures. 13, 36-38  10 SO4 (P) Actions taken in response to incidents of corruption. NA47 10 PUBLIC POLICY SO5 (P) Public policy positions and participation in public policy development and lobbying. 86 48 10 SO6 (A) Total value of financial and in-kind contributions to political parties, politicians, and related institutions by NA48 country. ANTI-COMPETITIVE BEHAVIOUR SO7 (A) Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their NA49 outcomes. COMPLIANCE SO8 (P) Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws 48, 86  and regulations. DESEMPEÑO SOCIAL (PRODUCT RESPONSIBILITY) Información sobre el enfoque de gestión de responsabilidad sobre productos 21-30, 73 CUSTOMER HEALTH AND SAFETY PR1 (P) Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and 25-30  percentage of significant products and services categories subject to such procedures. PR2 (A) Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety NA50 impacts of products and services during their life cycle, by type of outcomes. A09 Total annual number of wildlife strikes per 10,000 aircraft movements. 73  PRODUCT AND SERVICE LABELLING PR3 (P) Type of product and service information required by procedures, and percentage of significant products and 21-25  services subject to such information requirements. PR4 (A) Total number of incidents of non-compliance with regulations and voluntary codes concerning product and NA50 service information and labeling, by type of outcomes. PR5 (A) Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. 21-23, 30  MARKETING COMMUNICATIONS PR6 (P) Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including NA51 advertising, promotion, and sponsorship.47 Not applicable as no incidents of corruption have occurred.48 abertis does not promote participation in ―lobbying‖ activities. There are countries in which said practices are carried out within a framework of proactive relations with the public authority.49 Not applicable as no legal actions of this type have occurred.50 Not applicable as no incidents of this type have occurred.51 Not applicable as no national laws or voluntary sector codes exist. Corporate Social Responsibility Report 105
  • ABERTIS INFRAESTRUCTURAS, S.A. GRI Description Page Cover.15 UNGC16 MDG17 PR7 (A) Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing NA52 communications, including advertising, promotion, and sponsorship by type of outcomes. CUSTOMER PRIVACY PR8 (A) Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. 25 53 COMPLIANCE PR9 (P) Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and 25 54 use of products and services.52 Not applicable as no incidents of this type have occurred.53 No claims have been made concerning respect for privacy and leaking personal data.54 No non-compliances have occurred in this regard. Corporate Social Responsibility Report 106
  • ABERTIS INFRAESTRUCTURAS, S.A.12. GRI REVIEW REPORT Corporate Social Responsibility Report 107