ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report12
Corporate Social Responsibility Report2CONTENTS1. President’s Letter............................................................................ 32. 10 years of CSR at abertis................................................................ 53. Main characteristics of the report ...................................................... 64. Triple Results: an overview ............................................................ 125. abertis and corporate social responsibility ........................................ 156. abertis’s activity: a service for customers and for society................... 227. abertis’s human team.................................................................... 357.1. The human team................................................................... 367.2. Managing talent and professional development ......................... 387.3. Promoting networking in the organisation................................. 407.4. Managing diversity and equal opportunities .............................. 437.5. Extension of company benefits................................................ 477.6. Promotion of health and safety in the workplace ....................... 488. Adapting to the needs of our setting................................................ 508.1. Mitigation of climate change ................................................... 608.2. Waste and wastewater management ....................................... 748.3. Biodiversity management....................................................... 788.4. Noise management................................................................ 828.5. Raising environmental awareness............................................ 859. Suppliers...................................................................................... 8810. Adding value to the community....................................................... 9310.1. Consolidating our relationship with the local community ............. 9510.2. Social action and sponsorship................................................ 10011. Verification report ....................................................................... 10312. GRI Content Index and Indicators ................................................. 10413. GRI Review Report ...................................................................... 112
Corporate Social Responsibility Report31.PRESIDENT’S LETTERDear readers,We are happy to present our tenth Corporate Social Responsibility Report, a document which serves asa complement to the information published in our Annual Report, our Corporate Governance Reportand Annual Accounts, and which includes information on economic, social, environmental andgovernance indicators.The evolution of CSR within the organisation has been progressive, advancing parallel to thetransformations witnessed at abertis during this time and in step with the development of socialresponsibility. In 2002 the European Commission published its first communication on this matter, andtwo more have been published since. In 2004 and 2005, we formalised our commitment by joining theUnited Nations Global Compact, the first international initiative concerning these issues oriented to theprivate sector. We are also actively participating as an Organisational Stakeholder with the GlobalReporting Initiative, the world leader in reporting using non-financial or ESG (environmental, socialand governance) indicators. Since then, we have strived to systematise and monitor our level of socialresponsibility. The annual publication of this report is a reflection of our efforts in the field, our aimbeing to maintain the full scope of the CSR report and increase the exhaustiveness of informationwhilst adapting its content to meet the various internationally recognised drafting and verificationstandards.Today, more than ever, after the publication of ISO 26000 and the advances made by theInternational Integrated Reporting Council (IIRC) which was set up in 2008, corporate socialresponsibility enjoys greater operationality, constituting the basis for the identification of newprocesses for change and business opportunities that will help to attain economic, social andenvironmental objectives.In this regard, during 2012, the overall carbon footprint has been extended and updated in keepingwith the requirements of the Carbon Disclosure Project and the legal parameters used in France andthe United Kingdom. In addition to our continued improvement in energy efficiency through thereduction of our CO2 emissions for another year running, we have also continued to develop serviceswith positive environmental impacts such as the promotion of carpooling, Via-T andtelecommunications services for intelligent cities, along with actions that reduce noise and preservebiodiversity.
Corporate Social Responsibility Report4The campaign “You’ve got one life left. Don’t lose it on the road” was extended to Chile and Puerto Rico, the creation of the “Road Behaviour Observatory” in France and theAuriga and SafeTRIP projects are just some of the projects implemented in 2012 which foster road safety. Similarly, the research resulting from the abertis chairs,sponsored projects and Voluntaris abertis (abertis Volunteers)programme are all concrete examples of our active participation in the social fabric of the communities wherewe operate. This participation directly involves abertis’ human team and, when coupled with our internal communication campaigns and the extension and dissemination ofour Code of Ethics, has helped to foster networking and cohesion within the group.The inclusion of social and environmental criteria in our purchasing decisions, a process made possible through the evaluation and approval system on our supplier portal,and the significant increase in purchases made from Special Work Centres, has helped to generate more incentives that will further our commitment to the organisationsthat work with us.Our ongoing capacity for adaptation, which is related to our resilience, is part and parcel of the strategy embraced by a transformed abertis with its sights set on thefuture. Similarly, our capacity to perceive the information needed to offer a prompt response and, much like the design of an intelligent city, to maximise efficiency in theuse of resources and services for people is one of the essential characteristics which enables an international organisation such as abertis torespond to the challenges andopportunities of today.In this sense, the creation of shared value carries special relevance as a challenge and opportunity for the future, as it allows us to identify solutions from a system-wideperspective that takes into account innovation and the expectations of stakeholders at fundamental aspects, as well as the direct and indirect relationships existing amongeconomic, social and environmental variables. This allows us to attain greater competitiveness while the social and economic conditions of the communities where weoperate continue to develop.
Corporate Social Responsibility Report52.10 YEARSOF CSR AT ABERTIS
Corporate Social Responsibility Report63.MAIN CHARACTERISTICS OF THE REPORTThe tenth edition of the CSR Report provides a complete overview of abertis’performance in 2012, which, along with our Annual Report, CorporateGovernance Report and the report on the foundation’s activities serves as anexhaustive summary of the different social, environmental and economic impactsarising from the Groups activities.For further information regarding the content of the CSR Report or itspreparation, please direct your queries to the following e-mail address:email@example.com, which has been set up for this specific purpose andmade available to all stakeholders.CSR report content and principlesThe content contained in this report meets the requirements established by theGlobal Reporting Initiative (GRI), the main international standard for reports ofthis kind, following its Guidelines for the preparation of sustainability reports(version G3.1), the AOSS Airport Operators Sector Supplement (AOSS) and thepilot version of the Telecommunications Sector Supplement.The method established by the GRI lays out specific recommendations on theReport preparation process as well as the content that must be included in thesame. This report also includes the principles described in the United NationsGlobal Compact, the information requirements established in the CarbonDisclosure Project and the recommendations included in the AccountabilityPrinciples concerning stakeholder relations, as set out in the AA1000AS (2008)standard, which was used as the basis for revising this Report.Methodology used to compile, present and verify informationThe CSR database is the principal tool used for handling and compiling theinformation contained in this report. The different management systems used bythe business units allow for continuous monitoring of the indicators reported andcentralised in this database. The database contains more than 200 indicatorswhich have been classified in keeping with the strategic lines of the CSR plan.This tool is updated annually in response to changes occurring both internally andexternally. Accordingly, in 2012, the database and the associated indicatorhandbook were updated. This work involved the following tasks: Inclusion of questionnaires specific to climate change following theinformation requirements of the Carbon Disclosure Project. With the aimof progressively extending the carbon footprint calculation andcentralising external information queries, four new questionnaires werecreated in relation to this subject. Updating of existing indicators in light of improvement proposalsdetected during the previous years report preparation phase. Inclusion of current indicator equivalents in line with the ISO 26000, inaccordance with the equivalence documents released by the GlobalReporting Initiative. The aim was to progressively incorporate therecommendations contained with the guidelines published by the ISOconcerning social responsibility, in order to include this standard in theorganisation’s social responsibility management processes.
Corporate Social Responsibility Report7Once the various business units have reported all the indicators applicable to theirsphere of action, this information is added and analysed to identify the causes ofany variations in data and the degree to which established objectives have beenattained. Similarly, Deloitte has carried out the external auditing of theinformation contained in the report, the aim being to increase the exhaustivenessand reliability of data and identify potential areas for improvement at both theinformation processing and handling levels and in terms of social responsibility.The report containing conclusions from the audit is included in chapter 11, inaddition to the specific reference list of indicators that have been added to theGRI indicator index.In addition to the independent review performed by Deloitte, the Global ReportingInitiative has reviewed the report, stating that it meets the requirementsestablished in GRI standards (including the G3.1 guidelines and the AOSS, theAirport Operators Sector Supplement) awarding it an A+ rating as stated in thedeclaration issued by the GRI contained in chapter 13.The structure and presentation of the report remains the same to facilitatecomparison of data. During the year, we have focused on practical actions whichallow us to analyse the practical application of the various managementapproaches used.It is important to note the change in the information regarding climate change.This information has been adjusted to meet the requirements of the CarbonDisclosure Project to include the principal risks and opportunities associated toclimate change, the actions implemented and the calculation of our carbonfootprint. Accordingly, efforts have been made to extend the carbon footprint toinclude all the available data concerning the three scopes defined by theGreenHouse Gas Protocol. In addition, related information was extended toinclude emissions by country, activity and source. This has led to a recalculationof our carbon footprint for the previous three years, updating all the emissionsfactors that had been used. The sources utilised in the selection of emissionfactors include the Intergovernmental Panel of Climate Change (IPCC Guidelines2006), the Department for Environment, Food and Rural Affairs in the UK(DEFRA, May 2012 update), the International Energy Agency (CO2 Highlights2012) and the Environmental Defense Fund (ACV).In the case of the UnitedKingdom and France, which are both subject to specific legislation in this field, wehave made use of emission factors established by said laws.The information has been analysed based on the turnover and the activities of thedifferent business units, so that it can be analysed in both relative and absoluteterms.The CSR report differs from the rest of the reports published by the Group in itsscope, as it includes the ADF figure and data on environmental costs and otherindicators which do not correspond with the data published in the 2012 AnnualReport. In cases such as these, in which limits have been placed on the scope ofthe reported information, explicit reference has been made wherever saidindicator is shown, in addition to the notes provided in chapter 13.ActivityindicatorDefinitionAverage DailyFlow (ADF)Total number of vehicles per kilometrestravelled over a given time period, divided bythe length of the motorway and multiplied bya given number of days. This indicator iscalculated using infrastructures for whichabertis is the concession holder.PassengersTotal number of passengers that have passedthrough the airport. The relative indicator hasbeen calculated per thousand passengers.Technical centres Total number of technical centres installed.Activity Data (adjusted to scope of report)2010 2011 2012Average Daily Flow (ADF) 22,518 22,186 21,080Thousands of passengers 21,517 23,089 23,281Technical centres 63,076 74,709 73,448The number of passengers does not include the activity of the Colombia airport,as this activity is measured in number of flights.
Corporate Social Responsibility Report8CoverageThis report covers 92% of the abertis group’s total turnover1; no changes withrespect to 2011 have occurred in the business units included in this report.The airports covered by this report differ in their management models, which hasa direct influence on the management capacity available to each of the areasincluded within the report. Three of the airports included in the report (Belfast,Cardiff and Stockholm Skavsta) are owned by abertis, while the others are state-owned and are operated by abertis under a concession contract in which theGroup has the capacity to control the business plans, the strategy being agreedwith the infrastructure owner.The airport activities over which abertis has control remain constant with respectto the previous year. These include: The operation and maintenance of the airport, security, car park andground services in the case of Sweden. Ground services at LondonLuton, Cardiff and Belfast airports are provided by third parties and areexcluded. Some of the airport services are provided via externalcontracts, which means that abertis has an influence through theestablished contracts. The operation of the terminal, infrastructure maintenance, security,administration of commercial areas and facilitation in the airports inBolivia. The Ground Handling Services teams are also included and areoutsourced in the cases of El Alto and Viru-Viru. The maintenance of the two runways and their surroundings in BogotáAirport. The management of the terminal, including the catering and retailservices through concessions, the management of the car park, cargoservices and fuel supply in Orlando.1The following companies are not included:Arteris Brasil, Abertis Autopistas Chile, Abertis Tower, MBJ AirportsLimited, TBI Real Estate Holdings, BIP & GO or the following multi-group companies:Trados45 and Areamed2000.*sanef includes sanef, sapn, eurotoll, SEA14 and bet’Eire Flow**gco manages the autopistas del oeste•abertis infraestructuras•serviabertis•abertis foundationCentral ServicesBusiness LinesTollRoads•Spanish TollRoads•abertis SpanishToll Roads•acesa AP7/AP2netword•Gencat network•aumar AP7network•Ebro AP68network•South-Centralnetwork•French TollRoads•sanef*•InternationalToll Roads•gco** (Argentina)•apr (Puerto Rico)•elqui (Chile)•rutas del Pacífico(Chile)Telecommunications•abertis telecom(includingretevisión andtradia)Airports•Codad (Colombia)•tbi•London Luton•Cardiff•Belfast•Orlando (USA)•StockholmSkavsta(Sweden)•Sabsa (Bolivia)
Corporate Social Responsibility Report9Coverage and context of sustainabilityThe scope of the report includes a total of ten countries in Europe and theAmericas. The international nature of the organisation entails considering acontext of global sustainability based on the local contributions of each businessunit.Actions are implemented and objectives established at the local level, while theanalysis aims to aggregate this information and present abertiss performance asa global player in a context of sustainability, considering the organisationscontributions to sustainability, at both local and global level.Materiality and participation of stakeholdersTo detect relevant matters for inclusion in the report and identify ourstakeholder’s expectations, the organisation implements a variety of actions andchannels of communication with its stakeholders.The activities in bold colours are the ones included in the scope of thisreport.Materiality andParticipation ofStakeholdersInstitutional relations,customer satisfactionsurveys, together withperiodic meetings withthe legalrepresentatives ofemployees.Observations made bythe investmentcommunity duringmeetings withinvestors, theShareholder’s Officeand the GeneralShareholders’ Meeting.Implications derivedfrom the developmentof the LondonBenchmarking Groupmethodology.Comments andsuggestions receivedfrom CSR organisationsand academicinstitutions.Evaluations of the DowJones SustainabilityIndex, by way of thereport published byRobecoSAM, the GlobalCompact and theCarbon DisclosureProject.Participation inquestionnaires andexternal analysis,including researchprojects and specificindexes.Interviews with themanagers of all thebusiness units, togetherwith the CSR reportverification process, theCSR committee and thespecific survey forstakeholders.
Corporate Social Responsibility Report10Changes have been made to the materiality survey conducted during thepreparation of this report with respect to those of previous years. The aim of thissurvey was to determine the degree to which the published CSR report meetsstakeholders’ expectations.With this aim in mind, the survey included in its first part nine statements whichwere rated by stakeholders on a scale of 1 to 4, representing the degree to whichthey agreed or disagreed with each of the statements. In addition, they wereasked which five areas of the report were the most important, their preferredformat for the CSR as well as their opinion on the adoption of the GRI standard,external report verification and the preparation of an integrated report containingfinancial, environmental, social and governance information.Priority areas identified in the surveyThe areas of waste and wastewater were not selected either externally orinternally. Supplier evaluation and selection and climate change were onlyidentified as being priorities by stakeholders, while matters related to noise wereonly identified as being priorities internally.The three most important issues for the various stakeholders were: Strategy and management of economic, environmental, social and goodgovernance aspects (15.1%) Principal indicators for meeting economic, social, environmental andgood governance levels (10.6%) Opinion on established objectives and the setting of new objectives(11.1%)For the question regarding the format of the report, the majority of theparticipants prefer the pdf format (69%) over the online format (31%).Opinion of surveyeesPositive Negative DK/NAWhat is your opinion on ouradoption of the GRIstandards?66.67% 0.00% 33.33%What is your opinion on theexternal verification of thereport?85.71% 0.00% 15.87%What is your opinion onpreparing a single integratedreport containing informationon financial, environmental,social and governanceaspects?92.06% 3.17% 6.35%The most pertinent qualitative comments included making the report contentmore interactive, including images or other elements to make it more reader-friendly, reducing the length of the report, adding indicators from othercompanies in the sector for comparison, giving greater weight to actions thatcombat climate change and greater dissemination of the CSR report.The graph below shows the level of agreement among both the stakeholders andthe various organisational areas vis-à-vis the statements included in the report.0,0% 5,0% 10,0% 15,0% 20,0%Strategy and managementCompliance indicatorsOpinion of objectivesInternal standards and proceduresLegal non-complianceClimate changeWaste and waste waterBiodiversityNoiseServices providedCustomer satisfactionHealth and safetyStaff relations and profileProfessional developmentDiversity and equal opportunitiesOccupational health and safetyRelationship with communitiesSponsorship and social actionSupplier evaluation and selectionInternal External
Corporate Social Responsibility Report11The circumference size indicates the divergence between internal ratings and theweighted average of stakeholder ratings according to their level of response.Materiality MatrixIn general, the degree of agreement was high, with the lowest rating being 2.9.The table below presents the degree of agreement ranging between 3 and 4 inorder to visually represent this degree in each of the aspects analysed.Results of the materiality analysisEmployeesCustomersSuppliersGovernmentCommunityInternalThe CSR report presents the impacts arising from activity carriedout throughout the year in a clear, concise and transparentmanner, and how these impacts were managed.In the report, best practices are illustrated using real and specificexamples of actions described in each and every one of thechapters.The information included in the CSR report allows stakeholders toevaluate the performance of the organisation in the economic,environmental, social and governance fields and to use thisevaluation as a basis for decision-making.The report shows the evolution of the organisation in differentareas, allowing for comparison across periods and also withrespect to other organisations.The topics pertaining to the area of the group’s human team arein keeping with the expectations of stakeholders.The area of customers and suppliers includes relevant informationthat is in line with the expectations of stakeholders.The information linked to relationships with communities,including the active participation in organisations and socialaction, provides stakeholders with a clear overview of objectivesand actions undertaken as well as their impact.The areas related to the environment show impacts that arisewithin the sphere of the activity and meet the expectations of thestakeholders.The CSR report shows how human rights and corruptionmanagement are an integral part of the organisation’s corporateculture.Degree of agreement among stakeholdersDisagree Somewhat agree Moderately agree Strongly agree 2,753,003,253,503,754,002,75 3,00 3,25 3,50 3,75InternallevelofagreementStakeholders level of agreementReporttransparencyRating ofpractical casesComplianceevaluationEvolution of theorganisationStakeholderexpectationsCustomers andsuppliersRelationshipwithcommunitiesEnvironmentCorruption andintegration ofhuman rights
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report124.TRIPLE RESULTS: AN OVERVIEWABERTIS’S ACTIVITY SOCIAL PERFORMANCE — EMPLOYEESCSRStrategicPlanStrategic lines 2, 4, 5, 7 and 8 Maintaining transparency with the investment community Maintaining a close relationship with customers and ensuring their satisfaction Extending the commitment of social responsibility to suppliers and contractors Promoting and systematising dialogue channels Guaranteeing the monitoring and control of the CSR PlanStrategic lines 3 and 7 Ensuring the motivation and involvement of human resources in thecontinual improvement of the company Promoting and systematising dialogue channelsExamplesofPracticalExperience2011The new Global Reporting Initiative accountability guidelines | Socially responsible investment indexes andother tools | Responsible communication | New motorway services | Road safety on motorways |Connected television – TDTcom | abertis telecom receives the EFQM 500+ seal from the EuropeanFoundation for Quality Management (EFQM) | Customer services and airports | Supplier registrationCompany jobs catalogue | “talent”competence-based management system |Management development programmes | Intrabertis 2.0 opens abertis tothe world | HUB “Sharing knowledge”| Road Volunteer | Long-term incentiveplans | Health and safety management in abertis2012CSR Conference | Socially responsible investment indexes and other tools | Development andimprovement of motorway customer service | New abertis telecom services |Road safety on motorways |Airport customer satisfaction | The SARTRE Project | Adding social value to the Group | “Meet the buyer”meetings return to Luton Airport | Implementation of a new electronic negotiation tool“talent”: competence-based management system | “Abertis Campus”: onestep further in the improvement of management development programmes| Technology and collaboration for effective internationalisation | Certificateof Excellence in Diversity | “Mission Hándicap”
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report13ABERTIS’S ACTIVITY SOCIAL PERFORMANCE — EMPLOYEESMainindicatorsDistribution of the economic value created2Turnover Workforce at 31/12Average Daily Flow (ADF) ontoll roads3:21,080Km of managedroads2:3,765Telecommunicationscentres:73,448Passengers passingthrough airports2:23,281,203 85% of women withpermanent contracts6,956 men and3,417 women inthe workforce at31/12Retentionrate:Women 77%Men 99%508 meetings with 56 workscouncilsQuality management systemimplanted in 89.5% ofbusiness turnoverOverall customersatisfaction rating:7.5946,587 queries andopinions handled by theShareholders Office3,490 suppliercompanies evaluated90% of men withpermanent contractsTurnover rate:Women 5.65Men 5.4719.5 hours oftraining per maleemployee514% women intopmanagementpositions and23% asdepartmentheads€1,489,526invested innon-work-relatedactivities96.2% of turnover coveredby a health and safetysystem11.1 hours oftraining per femaleemployee52The added value statement has been conducted based on the abertis consolidated P&L account (including the percentage of turnover, which is beyond the scope of this report).3 The ADF corresponding to toll roads included within the scope of the report, different from the value corresponding to the total for the Group and published in the annual report.4Datafrom Orlando airport has not been included, owing to the change in customer satisfaction calculation method. Belfast data was not included either as satisfaction rate in 2012 was not analysed. No data for 2012 was obtained from centralservices, telecommunications or motorways; the 2011 figure was assumed to still be valid.5The gender-itemised training data cover 76% of the workforce, since the itemised data for the remaining staff are not available. The distribution of the excluded item of data is 28% women and 72% men.17.62%13.75%20.45%1.89%0.30%0.11%11.11%1.26%19.65%4.21%9.65%SuppliersPersonnelexpensesFinancialexpensesCorporate TaxEnvironmentalexpensesInvestment insocial actionsDividendsOtherDepreciationProvisionsReserves0.15%82.06%10.55%7.24%Central Sevices Toll RoadsTelecommunications Airports39.89%30.15%9.11%6.66%6.50%4.00%1.78%0.46% 0.40% 0.21%0.85%Spain France Argentina ChileUnited Kingdom Bolivia Sweden USAColombia Puerto Rico Other countries
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report14ENVIRONMENTAL PERFORMANCE SOCIAL PERFORMANCE – COMMUNITY RELATIONSCSRStrategicPlanStrategic lines 1 and 7 Minimising environmental impact Promoting and systematising dialogue channelsStrategic lines 6 and 7 Becoming involved with the community and social fabric Promoting and systematising dialogue channelsMainindicators93.4 % ofturnover iscovered by anestablishedenvironmentalmanagementsystemEUR 14.7 millioninvested in theenvironment54.4 t of CO2 permillion euros ofturnover232 m3of waterconsumed permillion euros ofturnover100 MWh of electricityconsumed per millioneuros of turnover263 meetings held with 136community associationsEUR 5.2 million invested in social action,equal to 0.5% of consolidated net profit2,954 l of liquid fuelconsumed per millioneuros of turnover176,895 t of wastegenerated, ofwhich 21% wastreated2,503 km subjected to noisestudy34% of operationscarried out using Via-TLBG contribution by types Contribution to the community by fieldsof activityRelative indicatorsbased on activityToll Roads(ADF)Telecommunications(Technical centres)Airports(Thousand passengers)CO2e emissions by activity(t)4.92 0.57 2.14Water consumption (m3) 18.24 0.12 18.66Electrical consumption(MWh)5.41 2.08 3.76Natural gas consumption(MWh)0.278 0.002 1.037Liquid fuel consumption(litres)387.90 14.53 63.4713%16%30%41%Management costsOccasional donationsCommunity investmentCommercial initiativesExamplesofPracticalExperience2011Results from the first year of “Paquet Vert” | OASIS Project | Towards “Smart Cities”|Environmental forum on airports held third year running | 2009-2011 Surface access strategy forLuton airport | Energy savings and efficiency plan: reduction of consumption and carbon footprint |Toll road innovations to protect the environment | Improvements in waste management |Improvements to the management and treatment of wastewater on toll roads | sanef BiodiversityAudit | Inventory of protected areas on SpanishToll Roads | Biodiversity around airports |Conservation of local biodiversity | Noise in airports | Actions for managing acoustic impact on tollroads | Aristos continues to expand | Online training platformCorporate volunteer plan | abertis chairs | The airport, another member of thecommunity | 1% cultural: Conservation of historical heritage | “Paisaje y Entorno”Award | abertis and Cáritas |2012abertis telecom and Smart Cities | Results of the second year of “Paquet Vert” | Energy savingsand efficiency plan | Improvements to airport access roads | Promotion of Via-T and carpooling |Improvements in wastewater management | Re-use of electrical and electronic waste | E-receipt |Luton surface water management plan | sanef Biodiversity Audit | Fostering biodiversity aroundtoll roads | Aristos continues its environmental awareness programme in abertisabertis chairs | Creation of the Road Behaviour Observatory | Corporate volunteer plan| Promotion of tourism in regions around toll roads | abertis, a member of thecommunity | Sponsorship of the Dalí exhibition at the Pompidou Museum |Sponsorship conference45%22%5%20%8%Social Accessibility and SocioeconomicDevelopmentCultural AccessibilityMobility and Road SafetyProtecting the EnvironmentTraining/Research
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report155.ABERTIS AND CORPORATE SOCIAL RESPONSIBILITYSTRATEGIC LINE 7: Promoting and systematising dialogue channelsSTRATEGIC LINE 8: Guaranteeing monitoring and control in the implementation of the CSR Strategic Planabertiss CSR strategic plan is divided into different strategic lines. These, alongwith our CSR policy, Code of Ethics, regulations and procedures for corruptionand fraud management, and the requirements established as part of our supplierportal, constitute the standards for managing social responsibility within theorganisation.In 2012, efforts were made to extend the regulations linked to the Code of Ethicson a country-by-country basis in order to adapt the corporate Code of Ethicsguidelines to local requirements. Similarly, work continues on the formation andcoordination of Code of Ethics committees.Our support of the principles of the Global Compact exemplifies abertis’scommitment to human rights and the fight against corruption. Accordingly, ourapproach in social responsibility management is aligned with our approach inhuman rights management, which is present across the entire CSR strategic plan.At the sector level, human rights involve specific questions, such as, for example,human trafficking in airports. In this regard, the management of this aspect inairports managed by abertis is the responsibility of the public authorities. Theairports collaborate in everything which the public authorities request of themwith the aim of preventing cases of human trafficking.In 2012, work continued on the management of criminal risk. Training initiativesfor employees, including top managers, were developed in the field of criminalresponsibility, which will be made effective in 2013. Similarly, a prevention andcontrol system is being developed for criminal risk which is expected to beimplemented sometime in 2013.MissionTo be a leading operator in theinfrastructure sectorVisionTo provide solutions for transport andtelecommunications needs, balancing thesatisfaction of our customers, shareholdersand employees with social development.ValuesCredibility, Customer Service and Efficiency,Proactivity, Responsibility, Dialogue andCollaboration, Trust in PeopleCSR STRATEGIC PLAN
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report16CSR management and design structureThe abertis CSR Committee is responsible for the corporate management of CSRin the Group. It is made up of representatives from each business unit, includingcorporate services. In 2012, three Committee meetings were held. At the firstmeeting, new and noteworthy aspects of the report were analysed, as were theevolution of CSR indicators and the proposals for ongoing improvements for thefollowing year.In 2012 improvements were made to the CSR database which will facilitateaccess and data queries. This work is in keeping with the objective of convertingthe database into a tool that will allow regular queries to be made by the businessunits.As part of the corporation’s management systems and ongoing process ofimprovement, the different business units set specific objectives in the areas ofquality, environment, health and safety. These objectives are qualitatively pooledat the Group level in the CSR report, by setting out the actions implemented andthe degree to which they are achieved. In this way, performance is analysedannually and an overall perspective of abertis is obtained with regard to social,environmental and good governance impacts.The governance structure of the organisation is made up of the Board of Directorsand the various boards (Executive, Audit and Control, Appointments andCompensation). Its priorities include corporate transparency and the ethicalbehaviour of employees. In 2012, the Corporate Bylaws, the Regulations forGeneral Shareholders’ Meetings and the Regulations for the Board of Directorscontinued to be adapted to recent regulatory changes through revision of theirtexts to attain best practices of Corporate Governance. The organisation’s AnnualCorporate Governance Report and Annual Report now include more informationregarding this matter.Board of DirectorsChairmanChief Executive OfficerCorporate Management of Institutional RelationsCorporate Social Responsibility UnitSocial Responsibility CommitteeSocial Responsibility Coordinators in every Business UnitToll Roads Telecommunications Airports
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report17Main channels of communication and dialogue with stakeholdersabertis has a number of channels of communication and involvement withstakeholders.Shareholders andinvestment community- Briefings/meetings- Press releases- Shareholders Office- Website- Shareholders Magazine- Shareholders’ MeetingWorkers- Internal communication plan- Intranet 2.0- Internal publications- Correspondents- Works councils and legal representation- Ethical ChannelCustomers- Attention to customers requirements throughthe marketing and sales departments.- Dialogue and assistance for passengers atairport terminals.- Information offices and 24-hour customer careline.- Specific on-site and interactive customer carepoints on toll roads.- Specific quality surveys.- Complaints and claims books.- Communication via radio, print media andinternet.- Specific magazines and websites- abertis telecom service deskCommunity- Membership of different communityassociations and groups (business people,residents, etc.).- Participation in national and international CSRforums.- Promotion of cultural accessibility in thecommunity as a whole.- Coordination of a citizen information centre fortelecommunications-related matters.- Active dialogue and collaboration withorganisations, associations, federations andguilds.- Cooperation with NGOs.- Management and implementation ofsponsorship.- abertis foundationSuppliers- Communication to promote widespreadobservance of the Code of Ethics and goodpractices among suppliers.- Supplier approval system.Public authorities- Development of cooperation agreements withstate, regional and local authorities.- Relationship with local councils.- Active dialogue and collaboration in themanagement of infrastructure planning anddevelopment.Media- Publications and communication with themedia.- Continuous two-way attention.
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report18Communication with the investment communityThe Investor Relations Department, whose main objective is to maintaindirect contact with the investment community, provides all the information on thecompany’s status and abertis’s main business, organisational and operativestrategies. It also provides assistance in answering investors’ questions. Thisdepartment is also responsible for designing and implementing the Group’scommunication strategy with the investor community. This involves holdingmeetings with institutional investors and financial analysts, shareholder meetings,conference calls, publishing the shareholder magazine and managing its callcentre and a website that is constantly updated.In 2012, this department saw a high level of activity with institutional investorsand financial analysts: the department held meetings with 310 investmentinstitutions (consultants), visited 22 cities, prepared 33 press releases for theinvestor community and sent 47 Material Event notices to Spain’s ComisiónNacional del Mercado de Valores (Securities Market Commission; CNMV).The Shareholders’ Office is responsible for relations with non-institutionalshareholders and the management of communication channels: the ShareholderHotline, email, regular post, and the corporate website which contains a specificsection for the investment community and includes information on the company’sevolution, growth, stock information and compensation policy. During 2012, theShareholders’ Office received a total of 6,587 queries, 56% of which werereceived via ordinary post, 39% via telephone and 5% via email.The General Shareholders’ Meeting, held on 27 March 2012, was attended by5,516 voting shareholders, representing 68.83% of the share capital. With an aimto improving access to the organisation by abertis shareholders, an electronicvoting system was implemented.Further detailed information on the financial performance and corporategovernance can be found in the Annual Report, Annual Accounts and CorporateGovernance Report for the year 2012.
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report19Institutional relations: favouring value creation processesTo develop a relational model that takes into account and wholly integrates thenumerous relational types and models demanded by the various stakeholdersrequires recognition of the context and its integration within the organisation.Strong relations with stakeholders facilitate business processes and contribute tothe creation of value. With this aim in mind, it is important to define aninstitutional roadmap which, when coupled with our stakeholders’ roadmaps, willfoster exchange, contact and relations with entities, public authorities and alltypes of organisations. These mechanisms which encourage personal and publicrelations are one of our most important tools.All of this activity is supported by official diplomatic channels, and especially bythe work carried out by the Spanish Ministry of Foreign Affairs and Cooperation.The Group has established an intensive and efficient collaborative relationship viathe Ministry’s network of embassies in different countries.Some examples of actions in this regard include the Group’s relations with theSpanish Ministry of Foreign Affairs and Cooperation, its active participation indiplomatic organisations (such as the various Council Foundations, Marca España,the Centre of International Studies, bilateral Chambers of Commerce, etc.) andstrong relationships with the pertinent ministries abroad.External organisations and recognitionabertis’s connection with the community in which it operates is partly reflected inthe organisation’s participation in associations and organisations, both sector-specific and transversal, linked to the Group’s activity.During 2012, abertis business units received the following awards anddistinctions: abertis received the Best Business Operation Award from the newspaperelEconomista, in recognition of the operation undertaken in Brazil whichled to the purchase of OHL motorways. The 2012-13 Sustainability Yearbook published by RobecoSAM includedabertis in its Bronze Class in the Industrial Transportation Sector. London Luton Airport received the ExxonMobil Aviation Safety Award. abertis telecom has renewed its 500+ Seal of Excellence Award, thehighest, from the EFQM.
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report20Practical experienceCSR Conferenceabertis organised a conference on corporate social responsibility (CSR), held on June 13that Castellet.The conference focused on the profitability of CSR policies, as seen from a number of viewpoints offered by guest speakers. Guests to the conference included the U.S.Ambassador to Spain, Alan D. Solomont; the former Director of the Philanthropic Initiative Susan Solomont; the Director-General of Self-Employment, Social Economyand Corporate Social Responsibility for the Ministry of Employment and Social Security, Miguel Ángel García Martín; ESADE lecturer, Josep Maria Lozano; senior advisor toPWC Jordi Sevilla and the Head of Sustainability Services at Robeco SAM, Edoardo Gai.The following are some of the reflections shared by speakers at the conference: The need to change our notion of what a company is, and the important role the Government can play in corporate responsibility. The importance of conveying sustainability information to investors as one of the keys to help them understand the profitability of sustainability. This is especiallyimportant during difficult economic times such as the present. Social responsibility depends on how the company views its mission; companies should have a vision for the future. It is inconceivable that a company would bean integral part of society without taking CSR into consideration. The importance of reflecting upon how company resources can be fully utilised to improve the community. There is a commitment to CSR, but we are still in aperiod of transition. Social responsibility must be totally integrated within the departments that make up a company and cut across the company as a whole. Society will place more trust in a company if it makes use of good CSR policies. This in turn will positively influence the companys profitability. We must holdourselves accountable for our values.
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report21Socially responsible investment indexes and other toolsThe consideration of information regarding environmental, social and governance issues (ESG) in the investment decision-making process has brought about thedevelopment of analytical tools which examine company performance in these areas. Accordingly, traditional financial analysts have incorporated ESG data into theiranalysis, and other initiatives that focus on these issues have also emerged. For instance, abertis participates in the annual evaluation conducted by RobecoSAM for theDow Jones Sustainability Indexes. As a result, abertis has been included in the Bronze Class in the Sustainability Yearbook, in recognition of its activities to date. Theopinions from other organisations that are part of the RobecoSAM assessment havehelped abertis to identify new opportunities for improvement.In parallel, abertis has been participating in the Carbon Disclosure Project, the largest global initiative to collect and analyse data on climate change in a manner that isrelevant to the investment community. Other indexes have also been included, such as the ECPI and ASPI indexes, prepared by Bloomberg and Vigeo respectively, andthe FTSE4GOOD index, created by EIRIS. Participation in these assessment systems for the investment community provides abertis with different visions and opinionsthat it can include in its process of ongoing improvement. It also facilitates communication of the Groups activities in the area of corporate social responsibility to theinvestment community, thus emphasising the organisation’s commitment to CSR.
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report226.ABERTIS’S ACTIVITY: A SERVICE FOR CUSTOMERS AND FOR SOCIETYSTRATEGIC LINE 4:Maintaining a close relationship with customers and ensuring their satisfactionSTRATEGIC LINE 7:Promoting and systematising dialogue channelsPolicy Main features Practical experiences 2012Maintaining a close relationship withcustomers and ensuring theirsatisfaction.Improvement of customer service Development and improvement of customer service on tollroads New abertis telecom services Road safety on toll roads Customer satisfaction at airports The SARTRE ProjectThe policySummary ofindicators89.5% of turnover iscovered by a qualitymanagement systemcertified to ISO 9001standardsThe overall customersatisfaction index is7.59 out of 1096.8% of all enquiries,complaints andsuggestions answeredThe PolicyOBJECTIVE:To guaranteecustomerservice qualityabertis strategicquality planManagementindicatorsEvaluationISO 9001EFQM
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report23ISO 9001 certification level2010 2011 2012Central services serviabertis Toll RoadsSpanishToll Roads(1) French TollRoads(2) International Toll Roadsgco(autopistasdel oeste) rutas delpacíficoelqui aprTelecommunications abertistelecom AirportsTBI(3)% Turnover*91.14 %8.15 %90.51 %8.68 %89.48 %8.51 %99.3 % 99.2 % 97.99%(1) SpanishToll Roads have an integrated system of certification.(2) French Toll Roads certification does not cover all the Group’s activities.(3) Two TBI airports have implemented a quality management system but havenot yet achieved certification: Cardiff International, Stockholm Skavsta andLondon Luton Airports are currently undergoing implementation.* In relation to the scope of the report Implemented and certified ImplementedIn the process of being implementedAligned with abertis’s management values, the quality of the Group’s activities isensured through the use of quality management systems as a core tenet. Theyare based on the ISO 9001 Standard and the EFQM model of excellence. Themanagement system allows the organisation to work towards the ongoingimprovement of the services it provides, as well as towards customer satisfaction.Ongoing revision of compliance with current legislation is a key part of anymanagement system. In 2012, abertis telecom received a fine of EUR 13.76million issued by the National Competition Commission which is currently underappeal.Another point that is worthy of mention is that after several years in which theGroup’s different companies have obtained certification based on the ISO 9001,ISO 14001 and OHSAS 18001 standards, in 2012, SpanishToll Roads obtainedthe multi-centre certification for its integrated management system for saidstandards. To obtain this single certification, which encompasses all of thecompanies managed by SpanishToll Roads, all of the processes of the differentcompanies were standardised over a three-year period, as were all operationsrelated with toll road activities. The companies that are covered by this unifiedcertification are: acesa, aucat, invicat, aumar, avasa, aulesa, castellana,iberpistas and abertis toll roads.With regardtoabertis telecom,this company was once again awarded the 500+Seal by the Club de Excelencia en Gestión for its EFQM certified qualitymanagement system.Measuring customer satisfaction is one of the main components of qualitymanagement, and different tools are used by the business units when theyrequire specific information on this subject. To calculate the general satisfactionindex, a weighted value is calculated using ratings given by customers on eachbusiness unit, over the total turnover. In the case of telecommunications, thesurvey is conducted every two years, which means that the next survey will beconducted in 2013 (in 2012, the company specifically used customers identified inthe previous survey).
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report24Customer satisfaction index 6scale of 0 to 102010 2011 2012Overall satisfaction index7.39 7.45 7.59Customer Satisfaction Index by business area 6Throughout 2012, abertis’s business units have implemented actions to improveservices as well as making new services available to customers. Other actionsincluded enhancing road safety and communication in order to meet theobjectives set for 2012.6Data from Orlando airport has not been included in 2012 data, owing to the change in customer satisfactioncalculation method. Belfast data was not included either as satisfaction rate in 2012 was not analysed.Nodata for 2012 was obtained from central services, telecommunications or motorways; the 2011 figure wasassumed to still be valid.The toll road satisfaction index published in 2010 and 2011 has been changed dueto the detection of an error.In this regard, SpanishToll Roads has developed a new unified system tomanage customer enquiries, complaints and suggestions which will be launched in2013. It has also implemented a new application for maintenance and centralisedwarehouse management. In the area of road safety, training was provided formanagers responsible for employees who work on roads.Belfast and London Luton airports have joined the social networksFacebook andTwitter, fostering interaction with passengers, customers and suppliers.Customers, in turn, are provided with information on cancelled and delayedflights, airport offers, etc. In addition, London Luton Airport developed a webapplication for mobile phones. Stockholm Skavsta’s terminal has been expanded,which has reduced queues and waiting times for passengers and increased theirsatisfaction as a result, while Orlando Airport has improved its website.To continue with these improvements, abertis’s business units have set thefollowing objectives for 2013:Toll Roads: SpanishToll Roads: in terms of satisfaction and services provided tocustomers, 2012 saw numerous improvements made to toll roads,including the addition of a third lane, improvement of slip roads andpayment automation, in addition to the installation of panels offeringinformation on journey times. Additionally, a new CRM (CustomerRelationship Management) system was implemented in order to fostercustomer knowledge and relationships, which is expected to becomeoperational in 2013. To improve road safety, new median and lateralsafety barriers have been installed. French Toll Roads: To develop policies that will improve customerservice and measure the quality of service offered in service areas. Inaddition, improvement actions will be designed, implemented andfollowed up during the second phase of the programme. International Toll Roads: in 2013, autopistas del oeste plans toincrease the ratio of electronic toll traffic to total traffic. elquisobjective is to have qualified staff to conduct internal audits, as well asmore supervisors on night shift and specialised administrative staff.7674 76 7476 74817476 7581 790102030405060708090100Central Services Toll Roads Telecommunications Airports%2010 2011 2012
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report25Telecommunications: Determine which indicators are needed to measure its differentprocesses. Automate the provision of services and improve their efficiency. Continue with the SIRA Network inventory project. Improve accountability vis-á-vis customers and reporting, as well as thetender approval process. Improve the entire information security system and obtain ISO 27001certification. Implement actions that contribute to customer satisfaction.Airports: Luton: Increase the quantity and quality of communication to improvethe reputation and knowledge of the airport, improve the website andcomplementary services and use digital technology to improve the flowof people through the airport and their purchases. Orlando: Continue work on increasing the overall satisfaction ofpassengers and raise local awareness of air transportation servicesprovided by the airport. Stockholm Skavsta: continue monitoring key performance indicators.Activity over the yearabertis’s activityfocuses on the management of infrastructures for mobility (tollroads and airports) as well as the management of technical telecommunicationscentres.Activity indicator (adjusted to scope) 2011 2012Average Daily Flow (ADF)SpanishToll Roads 20,938 18,752French Toll Roads 23,575 22,899International Toll RoadsArgentina 76,916 76,995Puerto Rico 16,972 17,867Chile 12,348 13,503Technical centresabertis telecom 74,709 73,448Passengers 7Total airports 23,089,200 23,281,203Domestic flightsOrigin (airport) 3,936,339 4,219,148Destination (airport) 3,967,096 4,237,126International flightsOrigin (airport) 7,562,393 7,383,219Destination (airport) 7,623,372 7,441,710Flights 8Total airports 445,024 1,032,953Commercial(passengers)Day 292,787 327,498Night 37,299 33,587Commercial (cargo)Day 22,558 4,016Night 4,109 4,369General aviationDay 55,666 619,7459Night 5,300 13,694Institutional flightsDay 34,626 26,310Night 2,679 3,734Cargo transported (tonnes)7codad is not included in this indicator as no passenger date is available.8There are no overnight flights leaving /arriving at the Orlando Airport.codad departing flights have not beenincluded as no itemised data was available, nor have incoming cargo flights or general flights.9This increase is due to the addition of 574,210 general daytime flights to Orlando Airport over the previousyear.
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report26Activity indicator (adjusted to scope) 2011 2012Total airports 91,556 79,874Commercial flights 10Inbound 2,259 2,601Outbound 1,622 1,088Cargo flights 11 Inbound 49,275 46,515Outbound 38,400 29,670A total of 44,240 passengers used abertis-managed airports for connections withother destinations. Any variation with respect to the previous year is owing to thefact that sabsa did not provide connecting passenger information in 2012.Total number of flights 2012 12Departures ArrivalsDay Night Day NightCommercial(passengers)Domestic 45,178 10,316 146,998 9,330International 49,971 6,265 85,351 7,676Commercial(cargo)Domestic 2,277 921 971 2,495International 574 144 194 809GeneralaviationDomestic 300,159 5,935 300,063 5,787International 9,956 803 9,567 1,169InstitutionalflightsDomestic 1,989 1,950 20,169 1,691International 616 68 3,536 25Main channels of communication and dialogue with customersabertis has a number of channels of communication with its customers for itbelieves that this communication is essential to knowing their concerns andneeds. That is why abertis invested EUR 1.6 million in 2012 towardscommunication actions.10sabsa and codad are not included in this indicator as this item of data is not available.Commercial flightsfrom Stockholm Skavsta do not transport cargo.11Orlando does not operate cargo flights.There are no segregated data for Belfast or Cardiff on commercialand cargo flights; hence, the entire item is imputed to cargo flights.12There are no overnight flights from/to Orlando Airport.Codad outbound flights have not been included as noitemised data was available, nor have inbound cargo flights or general flights.The main channels of communication made available to customers are:- Information lines- Customer service points- Websites with online information, as well as forms for signing up fordiscounts- Informative magazines- Customer account managers- Complaint and suggestion forms- Social networks and communications services via mobile telephone andBluetooth technology- Information services via radio and variable message signs on toll roads- “Truck Tweet” twitter account for transportation professionalsIn 2012 a total of 653,253 communications were received, of which 96.8% werehandled. The communications received increased by 9% over the previous year.Enquiries, complaints and suggestions2012Received Dealt withEnquiries 643,202 96.8%Complaints 9,909 99.4%Suggestions 142 76.8%
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report27Customer servicesabertis works to improve its facilities on an ongoing basis and to provide servicesthat meet the needs of infrastructure users.Additional services offered to customersToll Roads- Electronic platform for accessing invoices, copiesthereof and toll booth receipts sent via e-mail to Via-Tcustomers.- Up-to-date information about travel times and routes,potential build-ups and traffic situation.- 24-hour customer service line and customised servicechannel for companies.- Websites and specialised publications: autopistas.comwebsite, Link autopistas and Link Truckers magazines.- Interactive information points in service areas withinformation of interest and downloads.- Play area in Sagunto service area during the summermonths.- Discounts for frequency, route and rural areas and forthe use of Via-T.- Accident and breakdown service in less than 30minutes and medical attention.- Promotion of tourism in and around the area- Communications and road safety actions.- Online carpooling service.- Tourist guides for the main Spanish and Europeancities, downloadable on smartphones.Any interruption of the services provided by abertis has a direct impact on thecommunity where the infrastructures are located, which is why the considerationof this aspect is essential in infrastructure management. All the companies thatmake up the Group have put in place security measures which guarantee servicecontinuity in emergency situations.Additional services offered to customersAirports- Passenger information point.- Translation services in 150 languages.- Multilingual signs and PA announcements.- Lost and found service.- First aid for passengers.- Facilities adapted for use by individuals with reducedmobility (special counters, help staff, seat booking,waiting rooms, availability of wheelchairs, etc.).- Guides available for passengers with disabilities.- Aid scheme for travellers with financial problems.- Shuttle service from all car parks to terminal.- Prayer room.In the case of its toll roads, abertis has implemented a set of emergencyprocedures, namely:- Spanish Toll Roadsuses and regularly updates operational documentsto obtain necessary information during the recovery of critical processesaffected by a serious interruption to services. The personnel involvedhave also received training, and various procedures and instructions areavailable.- French Toll Roads has also defined procedures for traffic managementand crisis management to guarantee the continuity of toll road services.- International Toll Roadshave emergency procedures or handbooks asin the case of rutas del pacíficoand apr; a Crisis Committee as in thecase of autopistas del oeste; or a set of service regulations such asthose used by elqui,which designate critical levels in emergencysituations and indicate who should act and in what order.Accordingly, with the aim of ensuring an appropriate level of service, a number ofmeasures were deployed to guarantee road safety and minimise the effects ontraffic flow in Catalonia’s road network during the three toll road protestsoccurring in May and June. A total of 9,632 cases of non-payers were counted(0.25%, 1.34% and 0.9% of the total transactions during each of the protests).
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report28abertis telecom has implemented a Business Continuity Plan which identifies thecritical points that will ensure the continuity of services.Our airports make use of emergency plans or handbooks which contain protocolsfor action in emergency situations to prevent interruption to services. Theseprotocols assist in response planning, which help to reduce the potential impact ofthe emergency and to ensure service recovery as soon as possible if interruptionoccurs. At codad, emergency management is excluded from abertis’s scope ofmanagement.At Belfast Airport, management staff have received crisis management trainingwhich was cascaded to the other staff. London Luton Airport has developed andapproved a crisis management plan which provides a framework and protocol ofaction which will guarantee service continuity during a crisis situation. Trainingand education was provided to a team of staff in 2012, and further training hasbeen planned for 2013.Access to airportsAll the airport facilities managed by abertis can be accessed by public andprivate transportation except for Orlando Airport, which can only be accessed byprivate transportation. The rest of the Group’s airports have access to public busnetworks. Cardiff and London Luton airports also have rail access.Another point worthy of mention was the approval in 2012 of London LutonAirports surface access strategy once the public consultation period ended. Thisstrategy includes a free bicycle service and rail discounts for employees.Road safetyAs part of its policy to offer quality services to its customers, abertis iscommittedto improving safety on the road networks it manages. That is why in 2012 it hasundertaken a number of actions designed to improve facilities and raiseawareness among users to increase safety and reduce accidents. These actionsincluded 22 road safety campaigns developed by abertis in 2012, some of whichwere in collaboration with public institutions.Customer confidentiality and securityabertis makes use of a set of mechanisms that guarantee customerconfidentiality and security. Every company that is part of the Group complieswith current laws of the country where it operates to ensure the confidentiality ofpersonal information provided by customers.The airports also use security procedures that are in keeping with the legislativerequirements of the country where they operate. In the case of image-recordingsecurity systems within the airport, access thereto is restricted to securitypersonnel and a court order is required to extract related information.
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report29Practical experienceDevelopment and improvement of customer service on toll roadsThroughout 2012 various actions were undertaken to bridge the gap between abertis toll roads and theircustomers, letting them see how toll roads are managed, thedifferent activities that are carried out, all the services that are available to customers, etc., as well as facilitating access to services and communication betweencustomers and abertis by promoting new and existing digital communication channels. Some of the more noteworthy actions include: The launch of the “Innovation on the Motorways” section in www.autopistas.com which provides regular information on relevant new technology and innovationprojects. Promoting visits to our Operations Centres: reports on Operations Centres, section on website for requests to visit centres, information regarding different visitspaid to centres, etc. Launch of www.autopistas.comfor mobile devices: Activation of toll road emergency call function via the mobile website, improved tourist content and theaddition of new guides that are freely downloadable, agreements with tourism departments to advertise the service and publicity in Service Areas. Visits towww.autopistas.com increased by 38% between 2011 and 2012. Creation and publication of reports on the various services provided for toll roads: Mobile website, TruckPark, and the publication of journey times. Promotion of channels of communication:o Launch of twitter account for carriers: Truck tweeto Improved and expanded services offered via the website: journey time information on map, electronic receipts and billing, etc.o Commercial agreements to advertise www.autopistas.com, which offer attractive advantages to Via-T customers: Campaigns with tour operators to promote car travel. Campaign offering Via-T customers discounts at auto repair shops. Agreements with organisers of large events located near toll road networks.o Constant updating of accessible information on YouTube, with videos describing new services and actions.o Reorganisation of the customer service unit (information line and email). New tools were implemented that facilitate requests for information andincident management.
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report30New abertis telecom servicesabertis telecom continues to develop and expand new and existing services. A few of the actions undertaken in this regard in 2012 were as follows: Service desk. A new service is being offered to customers called Service Desk. This service unifies information pertaining to incidents, projects and follow-upthat is exchanged between abertis telecom and its customers on a single site, information which was hitherto available from separate sites. The Service Deskprovides customers with information on access to the abertis telecom systems they use. The project is in its pilot phase and is being tested on a singlecustomer with more customers being added at a later date. Product offices. The abertis telecom Product offices have been created to guarantee the successful development and launch of new products and servicesoffered by abertis telecom. They are headed by Product Managers and have representatives from the following departments:o Marketing (Product Managers): to provide vision of market and competitors, etc.o Business (Account Managers): to provide the customer’s perspective.o Technology: to provide a technology-based vision including information on technological advances in the market as well as potential technologyalliances.o Operations: to provide a vision of potential operations and maintenance services that may need these products/services.By creating these offices we seek to meet two other objectives: first, to receive feedback from customers, feedback on competitors and market and productpositioning in order to develop the product if necessary; second, to specify improvements in products / services.The Product Office will ensure that product and service development is carried out in accordance with the approved project. In the period leading up to theproduct launch, the Product Office convenes more frequently. Post-launch, the frequency of follow-up meetings is lower but appropriately timed to ensure theobjectives set at product launch are met. Connected Television. abertis telecom attended IBC2012, the annual audiovisual sector event held in September in Amsterdam. At this event, which bringstogether experts from telecommunications and broadcasting companies, abertis telecom presented its multi-screen OTT cloud-based television service viainternet, which was developed in collaboration with the digital television division of IT and security provider Nagra.The system developed by abertis telecom and Nagra incorporates the European HbbTV standard (Hybrid Broadcast Broadband TV), which features outstandingadvantages in pay-television, as well as flexibility and ease in offering online live or on-demand services and content to any connected device. This turnkey package of HbbTV services includes broadcast/broadband content in a single product range. These services can also be marketed to free-to-airtelevision broadcasting companies looking to consolidate their model and gain complementary broadband services through which viewers can access onlineservices such as catch-up TV (a service which allows viewers to select programmes which aired within the last week on demand), video on-demand, interactiveand customised advertising, games, voting, social media, etc.
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report31 abertis telecom,along with other organisations, has reached an agreement with the EuropeanBroadcasting Union (EBU) to promote HbbTV services in Europevia multi-screen cloud-based internet television. The broadcasting companies affiliated with the EBU will participate in pilot tests to determine this product’spotential in their current business models, as well as the integration of elements from the internet into the audiovisual sector. Mobile World Congress. In 2012, abertis telecom participated in the seventh Mobile World Congress, held in Barcelona from February 27thto March 1st. Thetheme this year was “Redefining Mobile”. Since 2006, abertis telecom has participated as the official provider of mobile television networks for the congress. Atthis edition of the congress, abertis deployed a digital network infrastructure for DMB Mobile TV, DAB digital radio and DAB+ demos, to verify the feasibility ofDAB and DMB standards for the transmission of digital radio and mobile TV and their transmission to mobile devices (smartphones and tablets). During thecongress, abertis telecom demonstrated and presented its own technology. Demos were held for:o Technology developed for mobile-based communication for security and emergency forces.o The platforms developed for smart cities, such as the first Smart Zone in Spain or Barcelonas Cuitat Intel.ligentproject.o The cloud-based, multi-screen OTT (Over The Top) television service via internet, which features all the services needed for end-to-end contentmanagement for operators, broadcasting companies and content providers.Road safety on toll roadsIn order to improve road safety, in 2012 abertis undertook numerous activities aimed at improving facilities, raising road safety awareness among users and improvingemergency procedures. Some of these actions included: Emergency simulation exercises to assess emergency procedures and to improve coordination between the different agents involved in accidents, therebyimproving motorway safety and services:o AP-7 Muscarat Tunnel. Participants in this simulation exercise included the Motorways Agency and the Civil Guard, Spain’s Department of Transport, theEmergency Coordination Centre through the 112 emergency line, the Alicante Fire Fighting Department, SAMU (Emergency medical services), CivilProtection and the Calpe, Benissa and Altea City Councils. With a total of 100 people participating including operative forces, simulated victims,observers or assistants, the exercise simulated an accident between three passenger vehicles in the tunnel’s interior. In addition to the accident itself,the simulation included a fire in one vehicle, a build-up of vehicles inside and outside the tunnel and a range of injuries.o AP-7/AP-2 Network. Winter road simulation exercise to gauge the real status of the various types of equipment and knowledge of workers (both internaland external) involved in the winter road campaign. This exercise also served to provide workers with updated information regarding the Winter RoadProtocol.o Aumar, Aucat and AP-6 Tunnels. Exercises to practise response to incidents in tunnels according to Emergency Plans and Operation Handbooks.o Winter maintenance operation by SpanishToll Roads.
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report32 Campaigns developed by French Toll Roads that focus on raising awareness of users, including Autoroute Académie, which raises awareness on theimportance of keeping a safe distance between vehicles, a personal safety campaign and another campaign on the problems arising when driving while tired.Another campaign by SpanishToll Roads involved informative email messages and brochures with road safety advice. Autopistas del oeste has carried outtwo campaigns, one on road safety on toll roads and a road safety education campaign in schools. Improvements to facilities such as repainting sections of the C-32, AP-7 and AP-2 toll roads to increase road safety and improve customer service, or upgradingthe vehicle containment barriers and median barrier on motorways C-32 and AP-7 to adapt these roads to new regulations and to prevent cross-medianaccidents. In 2012 an agreement was signed with the Spanish Red Cross for the provision of accident prevention services and first aid as part of the pre-hospital carerequired in emergency situations. Under this agreement, the Red Cross provided assistance at two points on the AP-7 motorway. The aim here was to offer first-line medical attention and transport to hospital in the event of a road accident; assistance was provided at medical assistance points and other locations on dayswith the highest traffic volume. The Red Cross provided its services for a total of 82 days at the Empordà site and 138 days at La Selva and El Penedès. In October, the abertis foundation, along with the Catalan Government’s Department of Education, the Guttmann Institute and the Catalan Transport Service,launched the Auriga Project, part of the campaign “Youve got one life left. Dont lose it on the road”. The aim of this project is to raise awareness of theimportance of driving responsibly among 14 to 18 year olds who have just started using vehicles. A volunteer from the Guttmann Institute was on hand to tellthe story of how they became a paraplegic after a motorcycle accident at the age of 18. The volunteer gave students from eleven schools in Barcelona andViladecans advice on responsible road use. The programme is in the pilot phase in these two cities, and future plans include extending the programme to otherareas. 2012 saw the launch of the campaign “Youve got one life left. Don’t lose it on the road” in Chile. This campaign was created jointly with the Ministry of PublicWorks, the Concessions Coordinating Department, the Chilean Police Force and the National Transit Safety Commission (CONASET). The aim of this campaignwas to alert young people of the dangers of drinking and driving. It was launched with the distribution of informational brochures at the toll gates on Highway 68during a local holiday weekend. Participation in SafeTRIP. The SafeTRIP project is funded by the European Commission and its objective is to create a platform that will enable third parties todevelop applications in the field of road transport. They mainly include safety applications, but there are others designed for passenger entertainment.The applications developed as part of the SafeTRIP project provide additional services to drivers and infrastructure managers. They make trips safer and provideinfrastructure management companies with more real-time information on what is happening on the road. Some of the available applications have been designedto receive images in real-time via satellite or UMTS and information on vehicles and their exact location in the event of an incident. Some assist in makingemergency calls, displaying road surface temperature and humidity data or creating on-the-spot alerts for incidents.In 2012, SafeTRIP went through its definition, prototype and platform development phases. The prototype and application were installed in five sanef and acesamaintenance vehicles. Tests were subsequently conducted on sanef and acesa toll roads (AP-7); the results have been analysed and will be published in 2013. Anumber of acesa departments participated in prototype installation, pilot and testing phases while coordination, assistance, support, training and results analysiswere carried out by abertis toll roads.
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report33Customer satisfaction at airportsabertis is present in nine airports, located in Cardiff, Belfast, Luton, Stockholm, Orlando, Bolivia and Colombia, with a total of 26,394 direct and indirect workers. Thecharacteristics of these airports define part of the services and activities conducted therein.Description and characteristics of the airportsTotal area ofairport (km2)Number and length ofrunwaysMinimum flighttransfer timeNumber ofairlines servedNumber ofdestinationsservedtbiLondon Luton(UK)2.35 1 runway (2.16 km) 40 minutes 17 95Belfast International(UK)3.972 runways (2.78 km and 1.89km)Does not operateconnecting flights16 Over 70Cardiff International(UK)2.06 1 runway (2.39 km)Does not operateconnecting flights14 Over 50Orlando Sanford(USA)12.144 runways (2.93 km, 2.13 km,1.83 km and 0.3 km)Does not operateconnecting flights11 Over 50Stockholm Skavsta(Sweden)4.402 runways (2.88 km and 2.04km)Does not operateconnecting flights4 61El Alto (Bolivia) 6.00 2 runways (4 km and 2 km)Between 30 and 90minutes11 32Viru-Viru (Bolivia) 2.30 1 runway (3.5 km)Between 30 and 90minutes10 30Jorge Wilstermann (Bolivia) 2.912 runways (3.8 km and 2.65km)Between 30 and 90minutes5 25Codad (Colombia) 102 runways (3.8 km and 3.8km)Not available 18 78In 2012, all the airports operated by abertis, except for Belfast and Orlando, continued to participate in the ASQ Survey, a programme which measures passengersatisfaction and includes data from over 190 airports. Users are surveyed to determine their level of satisfaction with a variety of airport services, including: Overall satisfaction Airport access Check-in Passport control Security
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report34 Ease of finding boarding gates, information panels, within-airport walking distances, ease of getting connecting flights. Airport services: shops, waiting areas, restaurants, internet access, etc. Cleanliness and ambience Arrival services: luggage collection, passport and visa control, customs.In 2012, Orlando Airport introduced a new system that measures customer satisfaction. In this system, surveys are conducted using touchscreens on which airport usersanswer questions. This new system ensures greater privacy and anonymity, allowing for better feedback and, because the data is processed automatically, quickerresults. In addition, it was found that users were more likely to share their opinions with this system; it was estimated that 90% of the people that were invited to takethe survey answered the survey questions. This survey asks users to rate airport services such as cleanliness, security and check-in as well as food and beverageservices. Of those surveyed, 96% rate their visit to the airport as being excellent or very good.To improve the information provided to stakeholders, a group which includes airport users, Belfast and London Luton airports joined facebook and twitter in 2012. Thesetwo communication channels will enhance interaction between airports and passengers, giving the latter direct and rapid access to information such as flight cancellations,delays, airport offers, etc.The SARTRE Projectabertis autopistas in collaboration with the firm IDIADA has participated in the SARTRE project, funded by the European Comission. The aim of the project is to developstrategies and technology that will permit automated roadtrain driving on motorways, an innovation that offers many advantages in terms of environmental protection,safety and comfort for drivers.The goal of this project is to test, on motorways and under real conditions, the vehicle and infrastructure technology developed to improve motorway user safety andservices. Specifically, tests were carried out on the AP-2 toll road using roadtrains in autonomous driving mode.During the test period, an acesa vehicle followed the roadtrain convoy for the entire journey to provide support in the event of an incident and to signal the existence ofthe roadtrain to the rest of the vehicles circulating on the motorway. The tests were supervised at all times by the Control Centre. In addition an employee from theinnovation department reported the status and progress of the tests to the control centre and marketing department of abertis autopistas.The main advantage of driving in a roadtrain is that it saves on fuel, thereby lowering the vehicle’s impact on the environment. This is particularly true for roadtrainsmade up of trucks. This innovation is also safer and provides greater comfort for drivers as they are able to rest or carry out other tasks as their vehicle circulates.
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report357.ABERTIS’S HUMAN TEAMSTRATEGIC LINE 3: Ensuring the motivation and involvement of the human team in the continual improvement of thecompanySTRATEGIC LINE 7: Promoting and systematising dialogue channelsPolicy Main features Practical experiences 2012Ensuring the motivation andinvolvement of employees in thecontinual improvement of thecompanyThe human teamManaging talent and professional development Talent: a competence-based managementsystem abertis CampusPromoting networking in the organisation Technology and collaboration for effectiveinternationalisationManaging diversity and equal opportunities Certificate of excellence in diversity Mission HándicapExtension of socialbenefitsPromotion of health and safety in the workplaceSummary ofindicators88% of the workforcehas permanent contractsEUR 3,665,682invested in training96% of turnover iscovered with anoccupational riskmanagement system inline with OHSAS 18001
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report367.1. The human teamThe policyIn keeping with its values, abertis goes beyond ensuring full compliance with thelegislation of the different countries in which it operates by promoting ongoingdialogue and appropriate social measures that help reach solutions.PerformanceTotal abertisScope of the CSRReportNumber of workers at 31December18,494 10,376Equivalent average workforce 11,331 9,69585% of the equivalent average workforce falls within the scope of this report. Thispercentage is lower than that of the previous year due mainly to the increase inthe total number of staff at abertis. This figure includes new staff recruited fortoll roads in Brazil and Chile at the end of 2012, which was proportionally high (atotal of 6,837 people).The equivalent average workforce included in this report is lower than theprevious year due to changes in France and Spain. The toll automation processthat took place in Spain entailed the implementation of a voluntary staffredundancy plan, with exits programmed throughout 2014. Spain and France arethe countries with the highest proportion of staff – 70% of the total – followed byArgentina, Chile and the United Kingdom, which represent 22%. 88% of theworkforce have permanent contracts. Broken down by gender, this figure is 90%for men and 85% for women (the geographic distribution is very similar save forelqui,where 49% of the total workforce have permanent contracts). Of the totalworkforce, 4.5% work part-time (1% of men and 11.5% of women).Number of workers by country (workforce at 31/12)Distribution of the workforce by age group2.9931.948483 444 479 362 115 27 35 18 551.1461.180462 247 195 53 70 21 6 4 3301.0002.0003.0004.0005.000Men Women16% 15% 14%48% 48% 48%23% 24% 26%13% 13% 12%0%20%40%60%80%100%2010 2011 2012<30 years 30-45 years 46-55 years >55 years
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report37Equivalent average workforce by business areaStaff turnover has remained nearly constant at 5.9%. This figure was mainlyaffected by the increased turnover among managerial staff and its reduced weightoverall. The workforce is classified into three groups in keeping with theprofessional classification based on the HAY methodology. According to thisclassification, 0.98% of the workforce consists of top managerial staff and 6.32%are classified as middle management.Workforce turnover rate to workforce at 31 DecemberMen Women TotalWorkforce turnover 5.47 5.65 5.92Men Women TotalTop managers 19.32 35.71 21.57Heads of Departments 3.17 1.99 2.90Other employees 5.47 5.69 5.54Company/worker relationsAll of the business units work under collective bargaining agreements except forcodad, sabsa, apr and Orlando airport, where abertis deploys a corporatelabour relations framework that fulfils the same functions. 90% of the Group’sequivalent average workforce (84% of the workforce as of 31 December) iscovered by a collective bargaining agreement, as in addition to those working forthe aforementioned companies, top managerial staff are covered by a separaterelations framework.Relations between the organisation and its workers as a collective are coordinatedvia 56 works councils holding a total of 508 meetings throughout the year.According to the agreement reached at the end of 2011, in 2012 a EuropeanInformation and Consultancy Committee was set up in abertis to promotetransnational cooperation between company management and workers’representatives to deal with matters of general interest and especially thoseconcerning the Group’s evolution and its future prospects.With its headquarters in Barcelona, the European Committee is composed of atotal of 17 members representing European workers. Its members are appointedin proportion to the number of employees per country: eleven membersrepresent the Spanish employee collective, four for French workers, one for theUnited Kingdom and another one for Sweden. To streamline and facilitate theirday-to-day tasks and coordinate the work plan, a Select Committee was formed,made up of five elected members.Recognised at the European level as a body for consultation and information onbehalf of workers regarding large international projects or investments that affectmore than one country, it may not substitute or condition the rights and duties ofnational workers’ organisations in each of the companies that make up the Groupunder any circumstances.On 30 October 2012, the European Committee initiated its activity with aconstituent session to discuss its rights and the scope of its responsibility,approve its internal regulations, establish its communication structure and electits President and Secretary.290.406,755.251,306.69 1,343.00015003000450060007500Central services Toll Roads Telecommunications Airports
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report387.2. Managing talent and professional developmentThe policyabertis is consolidating its commitment to training, a key component in theprofessional development of its human team, by organising professionaldevelopment programmes to improve and guarantee the talent of its staff. Asstated in the Strategic Plan, it is abertis’s wish to contribute to its employees’welfare.PerformanceTo coordinate training needs and demands, all of the business units exceptCardiff, London Luton and sabsa have a training plan in place. In addition todeveloping online training platforms which foster and facilitate knowledge,training has been provided to 86% of the workforce, with each employeereceiving an average of 15.3 hours of training. Of the training provided, 11,042hours were devoted to the topics of social responsibility and human rights.TopManagersHeads ofDepartmentsOtheremployeesAverage training hours byprofessional category22.64 21.28 16.11Men 23.28 21.15 19.23Women 18.71 21.70 10.49Percentage covered by theindicator1397% 90% 75%13This percentage refers to the percentage of the workforce for which this item of data, broken down byprofessional category and gender, is available.acesa and gencatAP7/AP2, and abertis toll roads do nothave gender-segregated data.Similarly, data from rutas del pacíficoand elquihas not been included asvalidated data was not available.Evolution of investment in trainingThe Group’s objective-oriented management model recognises different levels ofobjectives and identifies employees’ contribution to each, including overall andindividual objectives. These are set in accordance to the overall objectives of theorganisation, and are further specified at the individual level so that they are inline with the workers values.Employees included in the management by objectives model14Percentage of the total individuals in each categoryTop managers 94%Men 94%Women 93%Heads of Departments 87%Men 85%Women 94%Other employees 20%Men 22%Women 15%14Data from codad, rutas del pacífico and elquihas not been included as it was not available3.801.121 3.711.112 3.665.68201.000.0002.000.0003.000.0004.000.0002010 2011 2012
ABERTIS INFRAESTRUCTURAS, S.A.Corporate Social Responsibility Report39Practical experience“talent”: a competence-based management systemIn “talent”, the professional development management system at abertis, employees carry out self-appraisal and review their results with their supervisor who later helpsthem to define a personal development plan. The system thus allows top and middle managers to manage the development of work teams.After the tool’s initial assessment in the various business units of abertis infrastructuras and abertis telecom in 2010, different actions were implemented as part ofeach employee’s individual Development Plan. In June 2012, the tool was launched for a second time in abertis infrastructuras for the entire workforce. A pilot tool wasalso launched in abertis airports. In addition, design and adaptation of the pilot and its launch in SpanishToll Roads is also planned for the first quarter of 2013.Set to be deployed in gradually, this system will make it easy to align the views of managers and employees. It will also facilitate feedback from managers which will helpemployees improve their professional skills. So far, it has been rated ever more highly among employees.“abertis Campus”: one step further in improving managerial development programmesIn order to support employee development, in particular for those who have been identified as having high potential, the abertis Campus was created. This is an e-learning platform that can be deployed by the business units and implemented along with their training programmes. The e-learning platform boasts 2.0 level features(virtual classrooms, forums, wikis, etc.) that complement the website, which was designed and launched in 2011: “Leader’s Corner” (collaborative environment foremployees with high potential).A complement to abertis Campus, this collaborative environment contains a number of resources (videos, articles, etc.) linked to bothleadership-oriented topics, to foster managerial development, and internal abertis content that may be of interest. These materials keep employees abreast ofnoteworthy topics and prepare them for any opportunities that may arise within the Group. The first collaborative experiences have already begun with both the abertisCampus e-learning platform and the “Leaders’ Corner”.