ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report12
Corporate Social Responsibility Report2
CONTENTS
1. President’s Letter ............................................................................ 3
2. 10 years of CSR at abertis................................................................ 5
3. Main characteristics of the report ...................................................... 6
4. Triple Results: an overview ............................................................ 12
5. abertis and corporate social responsibility ........................................ 15
6. abertis’s activity: a service for customers and for society ................... 22
7. abertis’s human team .................................................................... 35
7.1. The human team ................................................................... 36
7.2. Managing talent and professional development ......................... 38
7.3. Promoting networking in the organisation ................................. 40
7.4. Managing diversity and equal opportunities .............................. 43
7.5. Extension of company benefits ................................................ 47
7.6. Promotion of health and safety in the workplace ....................... 48
8. Adapting to the needs of our setting ................................................ 50
8.1. Mitigation of climate change ................................................... 60
8.2. Waste and wastewater management ....................................... 74
8.3. Biodiversity management ....................................................... 78
8.4. Noise management ................................................................ 82
8.5. Raising environmental awareness ............................................ 85
9. Suppliers ...................................................................................... 88
10. Adding value to the community ....................................................... 93
10.1. Consolidating our relationship with the local community ............. 95
10.2. Social action and sponsorship ................................................ 100
11. Verification report ....................................................................... 103
12. GRI Content Index and Indicators ................................................. 104
13. GRI Review Report ...................................................................... 112
Corporate Social Responsibility Report3
1. PRESIDENT’S LETTER
Dear readers,
We are happy to present our tenth Corporate Social Responsibility Report, a document which serves as
a complement to the information published in our Annual Report, our Corporate Governance Report
and Annual Accounts, and which includes information on economic, social, environmental and
governance indicators.
The evolution of CSR within the organisation has been progressive, advancing parallel to the
transformations witnessed at abertis during this time and in step with the development of social
responsibility. In 2002 the European Commission published its first communication on this matter, and
two more have been published since. In 2004 and 2005, we formalised our commitment by joining the
United Nations Global Compact, the first international initiative concerning these issues oriented to the
private sector. We are also actively participating as an Organisational Stakeholder with the Global
Reporting Initiative, the world leader in reporting using non-financial or ESG (environmental, social
and governance) indicators. Since then, we have strived to systematise and monitor our level of social
responsibility. The annual publication of this report is a reflection of our efforts in the field, our aim
being to maintain the full scope of the CSR report and increase the exhaustiveness of information
whilst adapting its content to meet the various internationally recognised drafting and verification
standards.
Today, more than ever, after the publication of ISO 26000 and the advances made by the
International Integrated Reporting Council (IIRC) which was set up in 2008, corporate social
responsibility enjoys greater operationality, constituting the basis for the identification of new
processes for change and business opportunities that will help to attain economic, social and
environmental objectives.
In this regard, during 2012, the overall carbon footprint has been extended and updated in keeping
with the requirements of the Carbon Disclosure Project and the legal parameters used in France and
the United Kingdom. In addition to our continued improvement in energy efficiency through the
reduction of our CO2 emissions for another year running, we have also continued to develop services
with positive environmental impacts such as the promotion of carpooling, Via-T and
telecommunications services for intelligent cities, along with actions that reduce noise and preserve
biodiversity.
Corporate Social Responsibility Report4
The 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 the
Auriga 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 where
we operate. This participation directly involves abertis’ human team and, when coupled with our internal communication campaigns and the extension and dissemination of
our 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 organisations
that 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 the
future. 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 the
use of resources and services for people is one of the essential characteristics which enables an international organisation such as abertis torespond to the challenges and
opportunities 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-wide
perspective that takes into account innovation and the expectations of stakeholders at fundamental aspects, as well as the direct and indirect relationships existing among
economic, social and environmental variables. This allows us to attain greater competitiveness while the social and economic conditions of the communities where we
operate continue to develop.
Corporate Social Responsibility Report5
2. 10 YEARSOF CSR AT ABERTIS
Corporate Social Responsibility Report6
3. MAIN CHARACTERISTICS OF THE REPORT
The tenth edition of the CSR Report provides a complete overview of abertis’
performance in 2012, which, along with our Annual Report, Corporate
Governance Report and the report on the foundation’s activities serves as an
exhaustive summary of the different social, environmental and economic impacts
arising from the Group's activities.
For further information regarding the content of the CSR Report or its
preparation, please direct your queries to the following e-mail address:
[email protected], which has been set up for this specific purpose and
made available to all stakeholders.
CSR report content and principles
The content contained in this report meets the requirements established by the
Global Reporting Initiative (GRI), the main international standard for reports of
this kind, following its Guidelines for the preparation of sustainability reports
(version G3.1), the AOSS Airport Operators Sector Supplement (AOSS) and the
pilot version of the Telecommunications Sector Supplement.
The method established by the GRI lays out specific recommendations on the
Report preparation process as well as the content that must be included in the
same. This report also includes the principles described in the United Nations
Global Compact, the information requirements established in the Carbon
Disclosure Project and the recommendations included in the Accountability
Principles 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 information
The CSR database is the principal tool used for handling and compiling the
information contained in this report. The different management systems used by
the business units allow for continuous monitoring of the indicators reported and
centralised in this database. The database contains more than 200 indicators
which 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 and
externally. Accordingly, in 2012, the database and the associated indicator
handbook were updated. This work involved the following tasks:
Inclusion of questionnaires specific to climate change following the
information requirements of the Carbon Disclosure Project. With the aim
of progressively extending the carbon footprint calculation and
centralising external information queries, four new questionnaires were
created in relation to this subject.
Updating of existing indicators in light of improvement proposals
detected during the previous year's report preparation phase.
Inclusion of current indicator equivalents in line with the ISO 26000, in
accordance with the equivalence documents released by the Global
Reporting Initiative. The aim was to progressively incorporate the
recommendations contained with the guidelines published by the ISO
concerning social responsibility, in order to include this standard in the
organisation’s social responsibility management processes.
Corporate Social Responsibility Report7
Once the various business units have reported all the indicators applicable to their
sphere of action, this information is added and analysed to identify the causes of
any variations in data and the degree to which established objectives have been
attained. Similarly, Deloitte has carried out the external auditing of the
information contained in the report, the aim being to increase the exhaustiveness
and reliability of data and identify potential areas for improvement at both the
information processing and handling levels and in terms of social responsibility.
The report containing conclusions from the audit is included in chapter 11, in
addition to the specific reference list of indicators that have been added to the
GRI indicator index.
In addition to the independent review performed by Deloitte, the Global Reporting
Initiative has reviewed the report, stating that it meets the requirements
established in GRI standards (including the G3.1 guidelines and the AOSS, the
Airport Operators Sector Supplement) awarding it an A+ rating as stated in the
declaration issued by the GRI contained in chapter 13.
The structure and presentation of the report remains the same to facilitate
comparison of data. During the year, we have focused on practical actions which
allow us to analyse the practical application of the various management
approaches 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 Carbon
Disclosure Project to include the principal risks and opportunities associated to
climate change, the actions implemented and the calculation of our carbon
footprint. Accordingly, efforts have been made to extend the carbon footprint to
include all the available data concerning the three scopes defined by the
GreenHouse Gas Protocol. In addition, related information was extended to
include emissions by country, activity and source. This has led to a recalculation
of our carbon footprint for the previous three years, updating all the emissions
factors that had been used. The sources utilised in the selection of emission
factors include the Intergovernmental Panel of Climate Change (IPCC Guidelines
2006), the Department for Environment, Food and Rural Affairs in the UK
(DEFRA, May 2012 update), the International Energy Agency (CO2 Highlights
2012) and the Environmental Defense Fund (ACV).In the case of the United
Kingdom and France, which are both subject to specific legislation in this field, we
have made use of emission factors established by said laws.
The information has been analysed based on the turnover and the activities of the
different business units, so that it can be analysed in both relative and absolute
terms.
The CSR report differs from the rest of the reports published by the Group in its
scope, as it includes the ADF figure and data on environmental costs and other
indicators which do not correspond with the data published in the 2012 Annual
Report. In cases such as these, in which limits have been placed on the scope of
the reported information, explicit reference has been made wherever said
indicator is shown, in addition to the notes provided in chapter 13.
Activity
indicator Definition
Average Daily
Flow (ADF)
Total number of vehicles per kilometres
travelled over a given time period, divided by
the length of the motorway and multiplied by
a given number of days. This indicator is
calculated using infrastructures for which
abertis is the concession holder.
Passengers Total number of passengers that have passed
through the airport. The relative indicator has
been calculated per thousand passengers.
Technical centres Total number of technical centres installed.
Activity Data (adjusted to scope of report) 2010 2011 2012
Average Daily Flow (ADF) 22,518 22,186 21,080
Thousands of passengers 21,517 23,089 23,281
Technical centres 63,076 74,709 73,448
The number of passengers does not include the activity of the Colombia airport,
as this activity is measured in number of flights.
Corporate Social Responsibility Report8
Coverage
This report covers 92% of the abertis group’s total turnover1; no changes with
respect to 2011 have occurred in the business units included in this report.
The airports covered by this report differ in their management models, which has
a direct influence on the management capacity available to each of the areas
included 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 the
Group has the capacity to control the business plans, the strategy being agreed
with the infrastructure owner.
The airport activities over which abertis has control remain constant with respect
to the previous year. These include:
The operation and maintenance of the airport, security, car park and
ground services in the case of Sweden. Ground services at London
Luton, Cardiff and Belfast airports are provided by third parties and are
excluded. Some of the airport services are provided via external
contracts, which means that abertis has an influence through the
established contracts.
The operation of the terminal, infrastructure maintenance, security,
administration of commercial areas and facilitation in the airports in
Bolivia. The Ground Handling Services teams are also included and are
outsourced in the cases of El Alto and Viru-Viru.
The maintenance of the two runways and their surroundings in Bogotá
Airport.
The management of the terminal, including the catering and retail
services through concessions, the management of the car park, cargo
services and fuel supply in Orlando.
1The following companies are not included:Arteris Brasil, Abertis Autopistas Chile, Abertis Tower, MBJ Airports
Limited, TBI Real Estate Holdings, BIP & GO or the following multi-group companies:Trados45 and Areamed
2000.
*sanef includes sanef, sapn, eurotoll, SEA14 and bet’Eire Flow
**gco manages the autopistas del oeste
•abertis infraestructuras
•serviabertis
•abertis foundation
Central Services
Business Lines
Toll R
oads
•Spanish Toll Roads
•abertis Spanish Toll Roads
•acesa AP7/AP2 netword
•Gencat network
•aumar AP7 network
•Ebro AP68 network
•South-Central network
•French Toll Roads
•sanef*
•International Toll Roads
•gco** (Argentina)
•apr (Puerto Rico)
•elqui (Chile)
•rutas del Pacífico (Chile)
Tele
com
munic
ations
•abertis telecom (including retevisión and tradia)
Airport
s
•Codad (Colombia)
•tbi
•London Luton
•Cardiff
•Belfast
•Orlando (USA)
•Stockholm Skavsta (Sweden)
•Sabsa (Bolivia)
Corporate Social Responsibility Report9
Coverage and context of sustainability
The scope of the report includes a total of ten countries in Europe and the
Americas. The international nature of the organisation entails considering a
context of global sustainability based on the local contributions of each business
unit.
Actions are implemented and objectives established at the local level, while the
analysis aims to aggregate this information and present abertis's performance as
a global player in a context of sustainability, considering the organisation's
contributions to sustainability, at both local and global level.
Materiality and participation of stakeholders
To detect relevant matters for inclusion in the report and identify our
stakeholder’s expectations, the organisation implements a variety of actions and
channels of communication with its stakeholders.
The activities in bold colours are the ones included in the scope of this
report.
Materiality and Participation of
Stakeholders
Institutional relations, customer satisfaction surveys, together with periodic meetings with
the legal representatives of
employees. Observations made by
the investment community during
meetings with investors, the
Shareholder’s Office and the General
Shareholders’ Meeting.
Implications derived from the development
of the London Benchmarking Group
methodology.
Comments and suggestions received
from CSR organisations and academic institutions.
Evaluations of the Dow Jones Sustainability Index, by way of the report published by
RobecoSAM, the Global Compact and the Carbon Disclosure
Project.
Participation in questionnaires and external analysis, including research
projects and specific indexes.
Interviews with the managers of all the
business units, together with the CSR report
verification process, the CSR committee and the
specific survey for stakeholders.
Corporate Social Responsibility Report10
Changes have been made to the materiality survey conducted during the
preparation of this report with respect to those of previous years. The aim of this
survey was to determine the degree to which the published CSR report meets
stakeholders’ expectations.
With this aim in mind, the survey included in its first part nine statements which
were rated by stakeholders on a scale of 1 to 4, representing the degree to which
they agreed or disagreed with each of the statements. In addition, they were
asked which five areas of the report were the most important, their preferred
format 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 containing
financial, environmental, social and governance information.
Priority areas identified in the survey
The areas of waste and wastewater were not selected either externally or
internally. Supplier evaluation and selection and climate change were only
identified as being priorities by stakeholders, while matters related to noise were
only identified as being priorities internally.
The three most important issues for the various stakeholders were:
Strategy and management of economic, environmental, social and good governance aspects (15.1%)
Principal indicators for meeting economic, social, environmental and good 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 the
participants prefer the pdf format (69%) over the online format (31%).
Opinion of surveyees
Positive Negative DK/NA What is your opinion on our
adoption of the GRI standards?
66.67% 0.00% 33.33%
What is your opinion on the external verification of the
report? 85.71% 0.00% 15.87%
What is your opinion on preparing a single integrated report containing information on financial, environmental,
social and governance aspects?
92.06% 3.17% 6.35%
The most pertinent qualitative comments included making the report content
more interactive, including images or other elements to make it more reader-
friendly, reducing the length of the report, adding indicators from other
companies in the sector for comparison, giving greater weight to actions that
combat climate change and greater dissemination of the CSR report.
The graph below shows the level of agreement among both the stakeholders and
the various organisational areas vis-à-vis the statements included in the report.
0,0% 5,0% 10,0% 15,0% 20,0%
Strategy and management
Compliance indicators
Opinion of objectives
Internal standards and procedures
Legal non-compliance
Climate change
Waste and waste water
Biodiversity
Noise
Services provided
Customer satisfaction
Health and safety
Staff relations and profile
Professional development
Diversity and equal opportunities
Occupational health and safety
Relationship with communities
Sponsorship and social action
Supplier evaluation and selection
Internal External
Corporate Social Responsibility Report11
The circumference size indicates the divergence between internal ratings and the
weighted average of stakeholder ratings according to their level of response.
Materiality Matrix
In 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 in
order to visually represent this degree in each of the aspects analysed.
Results of the materiality analysis
Em
plo
yees
Custo
mers
Suppliers
Govern
ment
Com
munity
Inte
rnal
The CSR report presents the impacts arising from activity carried
out throughout the year in a clear, concise and transparent manner, and how these impacts were managed.
In the report, best practices are illustrated using real and specific
examples of actions described in each and every one of the
chapters.
The information included in the CSR report allows stakeholders to
evaluate the performance of the organisation in the economic,
environmental, social and governance fields and to use this
evaluation as a basis for decision-making.
The report shows the evolution of the organisation in different
areas, allowing for comparison across periods and also with
respect to other organisations.
The topics pertaining to the area of the group’s human team are
in keeping with the expectations of stakeholders.
The area of customers and suppliers includes relevant information
that is in line with the expectations of stakeholders.
The information linked to relationships with communities,
including the active participation in organisations and social
action, provides stakeholders with a clear overview of objectives and actions undertaken as well as their impact.
The areas related to the environment show impacts that arise within the sphere of the activity and meet the expectations of the
stakeholders.
The CSR report shows how human rights and corruption
management are an integral part of the organisation’s corporate
culture.
Degree of agreement among stakeholders
Disagree
Somewhat agree
Moderately agree
Strongly agree
2,75
3,00
3,25
3,50
3,75
4,00
2,75 3,00 3,25 3,50 3,75
In
tern
al
level o
f ag
reem
en
t
Stakeholders' level of agreement
Report
transparency
Rating of
practical cases
Compliance
evaluation
Evolution of the
organisation
Stakeholder
expectations
Customers and
suppliers
Relationship
with
communities Environment
Corruption and
integration of
human rights
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report12
4. TRIPLE RESULTS: AN OVERVIEW
ABERTIS’S ACTIVITY SOCIAL PERFORMANCE — EMPLOYEES
CS
R S
tra
teg
ic
Pla
n
Strategic 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 Plan
Strategic lines 3 and 7
Ensuring the motivation and involvement of human resources in the
continual improvement of the company Promoting and systematising dialogue channels
Exam
ple
s o
f P
racti
cal
Exp
erie
nce 2011
The new Global Reporting Initiative accountability guidelines | Socially responsible investment indexes and
other tools | Responsible communication | New motorway services | Road safety on motorways |
Connected television – TDTcom | abertis telecom receives the EFQM 500+ seal from the European
Foundation for Quality Management (EFQM) | Customer services and airports | Supplier registration
Company jobs catalogue | “talent”competence-based management system |
Management development programmes | Intrabertis 2.0 opens abertis to
the world | HUB “Sharing knowledge”| Road Volunteer | Long-term incentive
plans | Health and safety management in abertis
2012
CSR Conference | Socially responsible investment indexes and other tools | Development and improvement 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”: one
step further in the improvement of management development programmes
| Technology and collaboration for effective internationalisation | Certificate
of Excellence in Diversity | “Mission Hándicap”
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report13
ABERTIS’S ACTIVITY SOCIAL PERFORMANCE — EMPLOYEES
Main
in
dic
ato
rs
Distribution of the economic value created2
Turnover
Workforce at 31/12
Average Daily Flow (ADF) on
toll roads3:
21,080
Km of managed
roads2:
3,765
Telecommunications
centres:
73,448
Passengers passing
through airports2:
23,281,203 85% of women with
permanent contracts
6,956 men and
3,417 women in
the workforce at
31/12 Retention
rate:
Women 77%
Men 99%
508 meetings with 56 works
councils
Quality management system
implanted in 89.5% of
business turnover
Overall customer
satisfaction rating:
7.594
6,587 queries and
opinions handled by the Shareholders' Office
3,490 supplier companies evaluated
90% of men with
permanent contracts
Turnover rate:
Women 5.65
Men 5.47
19.5 hours of
training per male
employee5
14% women in
top
management
positions and
23% as
department heads
€1,489,526
invested in non-work-
related
activities
96.2% of turnover covered
by a health and safety
system 11.1 hours of
training per female employee5
2The 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 central
services, 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%
Suppliers
Personnel
expenses Financial
expenses Corporate Tax
Environmental
expenses Investment in
social actions Dividends
Other
Depreciation
Provisions
Reserves
0.15%
82.06%
10.55%
7.24%
Central Sevices Toll Roads
Telecommunications Airports
39.89%
30.15%
9.11%
6.66%
6.50%
4.00%
1.78%
0.46% 0.40% 0.21%
0.85%
Spain France Argentina Chile
United Kingdom Bolivia Sweden USA
Colombia Puerto Rico Other countries
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report14
ENVIRONMENTAL PERFORMANCE SOCIAL PERFORMANCE – COMMUNITY RELATIONS
CS
R
Str
ate
gic
Pla
n Strategic lines 1 and 7
Minimising environmental impact
Promoting and systematising dialogue channels
Strategic lines 6 and 7
Becoming involved with the community and social fabric Promoting and systematising dialogue channels
Main
in
dic
ato
rs
93.4 % of turnover is
covered by an
established
environmental
management
system
EUR 14.7 million
invested in the
environment
54.4 t of CO2 per
million euros of
turnover
232 m3 of water
consumed per
million euros of
turnover
100 MWh of electricity
consumed per million
euros of turnover 263 meetings held with 136
community associations EUR 5.2 million invested in social action,
equal to 0.5% of consolidated net profit
2,954 l of liquid fuel
consumed per million euros of turnover
176,895 t of waste
generated, of
which 21% was
treated
2,503 km subjected to noise
study 34% of operations
carried out using Via-T
LBG contribution by types
Contribution to the community by fields
of activity
Relative indicators
based on activity Toll Roads
(ADF) Telecommunications
(Technical centres) Airports
(Thousand passengers)
CO2e emissions by activity
(t) 4.92 0.57 2.14
Water consumption (m3) 18.24 0.12 18.66
Electrical consumption
(MWh) 5.41 2.08 3.76
Natural gas consumption
(MWh) 0.278 0.002 1.037
Liquid fuel consumption
(litres) 387.90 14.53 63.47
13%
16%
30%
41%
Management costs
Occasional donations
Community investment
Commercial initiatives
Exam
ple
s o
f P
racti
cal
Exp
erie
nce
2011
Results 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 for Luton 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 Biodiversity
Audit | Inventory of protected areas on SpanishToll Roads | Biodiversity around airports |
Conservation of local biodiversity | Noise in airports | Actions for managing acoustic impact on toll
roads | Aristos continues to expand | Online training platform
Corporate volunteer plan | abertis chairs | The airport, another member of the
community | 1% cultural: Conservation of historical heritage | “Paisaje y Entorno”
Award | abertis and Cáritas |
2012
abertis telecom and Smart Cities | Results of the second year of “Paquet Vert” | Energy savings and 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 around
toll roads | Aristos continues its environmental awareness programme in abertis
abertis chairs | Creation of the Road Behaviour Observatory | Corporate volunteer plan | Promotion of tourism in regions around toll roads | abertis, a member of the
community | Sponsorship of the Dalí exhibition at the Pompidou Museum |
Sponsorship conference
45%
22%
5%
20%
8%
Social Accessibility and Socioeconomic
Development Cultural Accessibility
Mobility and Road Safety
Protecting the Environment
Training/Research
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report15
5. ABERTIS AND CORPORATE SOCIAL RESPONSIBILITY
STRATEGIC LINE 7: Promoting and systematising dialogue channels
STRATEGIC LINE 8: Guaranteeing monitoring and control in the implementation of the CSR Strategic Plan
abertis's CSR strategic plan is divided into different strategic lines. These, along
with our CSR policy, Code of Ethics, regulations and procedures for corruption
and fraud management, and the requirements established as part of our supplier
portal, constitute the standards for managing social responsibility within the
organisation.
In 2012, efforts were made to extend the regulations linked to the Code of Ethics
on a country-by-country basis in order to adapt the corporate Code of Ethics
guidelines to local requirements. Similarly, work continues on the formation and
coordination of Code of Ethics committees.
Our support of the principles of the Global Compact exemplifies abertis’s
commitment to human rights and the fight against corruption. Accordingly, our
approach in social responsibility management is aligned with our approach in
human 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 in
airports managed by abertis is the responsibility of the public authorities. The
airports collaborate in everything which the public authorities request of them
with the aim of preventing cases of human trafficking.
In 2012, work continued on the management of criminal risk. Training initiatives
for employees, including top managers, were developed in the field of criminal
responsibility, which will be made effective in 2013. Similarly, a prevention and
control system is being developed for criminal risk which is expected to be
implemented sometime in 2013.
Mission
To be a leading operator in the infrastructure sector
Vision
To provide solutions for transport and telecommunications needs, balancing the
satisfaction of our customers, shareholders and employees with social development.
Values
Credibility, Customer Service and Efficiency, Proactivity, Responsibility, Dialogue and
Collaboration, Trust in People
CSR STRATEGIC PLAN
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report16
CSR management and design structure
The abertis CSR Committee is responsible for the corporate management of CSR
in the Group. It is made up of representatives from each business unit, including
corporate services. In 2012, three Committee meetings were held. At the first
meeting, new and noteworthy aspects of the report were analysed, as were the
evolution of CSR indicators and the proposals for ongoing improvements for the
following year.
In 2012 improvements were made to the CSR database which will facilitate
access and data queries. This work is in keeping with the objective of converting
the database into a tool that will allow regular queries to be made by the business
units.
As part of the corporation’s management systems and ongoing process of
improvement, the different business units set specific objectives in the areas of
quality, environment, health and safety. These objectives are qualitatively pooled
at the Group level in the CSR report, by setting out the actions implemented and
the degree to which they are achieved. In this way, performance is analysed
annually 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 Directors
and the various boards (Executive, Audit and Control, Appointments and
Compensation). Its priorities include corporate transparency and the ethical
behaviour of employees. In 2012, the Corporate Bylaws, the Regulations for
General Shareholders’ Meetings and the Regulations for the Board of Directors
continued to be adapted to recent regulatory changes through revision of their
texts to attain best practices of Corporate Governance. The organisation’s Annual
Corporate Governance Report and Annual Report now include more information
regarding this matter.
Board of Directors
Chairman
Chief Executive Officer
Corporate Management of Institutional Relations
Corporate Social Responsibility Unit
Social Responsibility Committee
Social Responsibility Coordinators in every Business Unit
Toll Roads Telecommunications Airports
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report17
Main channels of communication and dialogue with stakeholders
abertis has a number of channels of communication and involvement with
stakeholders.
Shareholders and investment community
- Briefings/meetings
- Press releases
- Shareholders' Office
- Website
- Shareholders' Magazine
- Shareholders’ Meeting
Workers
- Internal communication plan
- Intranet 2.0
- Internal publications
- Correspondents
- Works councils and legal representation
- Ethical Channel
Customers
- Attention to customers' requirements through
the marketing and sales departments.
- Dialogue and assistance for passengers at
airport terminals.
- Information offices and 24-hour customer care
line.
- Specific on-site and interactive customer care
points on toll roads.
- Specific quality surveys.
- Complaints and claims books.
- Communication via radio, print media and
internet.
- Specific magazines and websites
- abertis telecom service desk
Community
- Membership of different community
associations and groups (business people,
residents, etc.). - Participation in national and international CSR
forums.
- Promotion of cultural accessibility in the
community as a whole.
- Coordination of a citizen information centre for
telecommunications-related matters.
- Active dialogue and collaboration with
organisations, associations, federations and
guilds.
- Cooperation with NGOs.
- Management and implementation of
sponsorship.
- abertis foundation
Suppliers
- Communication to promote widespread
observance of the Code of Ethics and good
practices among suppliers.
- Supplier approval system.
Public authorities
- Development of cooperation agreements with
state, regional and local authorities.
- Relationship with local councils.
- Active dialogue and collaboration in the
management of infrastructure planning and
development.
Media
- Publications and communication with the
media.
- Continuous two-way attention.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report18
Communication with the investment community
The Investor Relations Department, whose main objective is to maintain
direct contact with the investment community, provides all the information on the
company’s status and abertis’s main business, organisational and operative
strategies. It also provides assistance in answering investors’ questions. This
department is also responsible for designing and implementing the Group’s
communication strategy with the investor community. This involves holding
meetings with institutional investors and financial analysts, shareholder meetings,
conference calls, publishing the shareholder magazine and managing its call
centre and a website that is constantly updated.
In 2012, this department saw a high level of activity with institutional investors
and financial analysts: the department held meetings with 310 investment
institutions (consultants), visited 22 cities, prepared 33 press releases for the
investor community and sent 47 Material Event notices to Spain’s Comisión
Nacional del Mercado de Valores (Securities Market Commission; CNMV).
The Shareholders’ Office is responsible for relations with non-institutional
shareholders and the management of communication channels: the Shareholder
Hotline, email, regular post, and the corporate website which contains a specific
section for the investment community and includes information on the company’s
evolution, growth, stock information and compensation policy. During 2012, the
Shareholders’ Office received a total of 6,587 queries, 56% of which were
received via ordinary post, 39% via telephone and 5% via email.
The General Shareholders’ Meeting, held on 27 March 2012, was attended by
5,516 voting shareholders, representing 68.83% of the share capital. With an aim
to improving access to the organisation by abertis shareholders, an electronic
voting system was implemented.
Further detailed information on the financial performance and corporate
governance can be found in the Annual Report, Annual Accounts and Corporate
Governance Report for the year 2012.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report19
Institutional relations: favouring value creation processes
To develop a relational model that takes into account and wholly integrates the
numerous relational types and models demanded by the various stakeholders
requires recognition of the context and its integration within the organisation.
Strong relations with stakeholders facilitate business processes and contribute to
the creation of value. With this aim in mind, it is important to define an
institutional roadmap which, when coupled with our stakeholders’ roadmaps, will
foster exchange, contact and relations with entities, public authorities and all
types of organisations. These mechanisms which encourage personal and public
relations are one of our most important tools.
All of this activity is supported by official diplomatic channels, and especially by
the work carried out by the Spanish Ministry of Foreign Affairs and Cooperation.
The Group has established an intensive and efficient collaborative relationship via
the Ministry’s network of embassies in different countries.
Some examples of actions in this regard include the Group’s relations with the
Spanish Ministry of Foreign Affairs and Cooperation, its active participation in
diplomatic organisations (such as the various Council Foundations, Marca España,
the Centre of International Studies, bilateral Chambers of Commerce, etc.) and
strong relationships with the pertinent ministries abroad.
External organisations and recognition
abertis’s connection with the community in which it operates is partly reflected in
the 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 and
distinctions:
abertis received the Best Business Operation Award from the newspaper
elEconomista, in recognition of the operation undertaken in Brazil which
led to the purchase of OHL motorways.
The 2012-13 Sustainability Yearbook published by RobecoSAM included
abertis 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, the
highest, from the EFQM.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report20
Practical experience
CSR Conference
abertis organised a conference on corporate social responsibility (CSR), held on June 13th at 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 Economy
and Corporate Social Responsibility for the Ministry of Employment and Social Security, Miguel Ángel García Martín; ESADE lecturer, Josep Maria Lozano; senior advisor to
PWC 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 especially
important 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 be
an 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 a
period 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 company's profitability. We must hold
ourselves accountable for our values.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report21
Socially responsible investment indexes and other tools The consideration of information regarding environmental, social and governance issues (ESG) in the investment decision-making process has brought about the
development of analytical tools which examine company performance in these areas. Accordingly, traditional financial analysts have incorporated ESG data into their
analysis, and other initiatives that focus on these issues have also emerged. For instance, abertis participates in the annual evaluation conducted by RobecoSAM for the
Dow 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. The
opinions 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 is
relevant to the investment community. Other indexes have also been included, such as the ECPI and ASPI indexes, prepared by Bloomberg and Vigeo respectively, and
the FTSE4GOOD index, created by EIRIS. Participation in these assessment systems for the investment community provides abertis with different visions and opinions
that it can include in its process of ongoing improvement. It also facilitates communication of the Group's activities in the area of corporate social responsibility to the
investment community, thus emphasising the organisation’s commitment to CSR.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report22
6. ABERTIS’S ACTIVITY: A SERVICE FOR CUSTOMERS AND FOR SOCIETY
STRATEGIC LINE 4:Maintaining a close relationship with customers and ensuring their satisfaction
STRATEGIC LINE 7:Promoting and systematising dialogue channels
Policy Main features Practical experiences 2012
Maintaining a close relationship with customers and ensuring their satisfaction.
Improvement of customer service Development and improvement of customer service on toll roads
New abertis telecom services
Road safety on toll roads Customer satisfaction at airports
The SARTRE Project
The policy
Summary of
indicators
89.5% of turnover is
covered by a quality
management system
certified to ISO 9001
standards
The overall customer
satisfaction index is
7.59 out of 10
96.8% of all enquiries,
complaints and
suggestions answered
The Policy
OBJECTIVE:
To guarantee
customer
service quality
abertis strategic
quality plan Management
indicators
Evaluation
ISO 9001
EFQM
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report23
ISO 9001 certification level
2010 2011 2012
Central services serviabertis
Toll Roads
SpanishTol
l Roads(1)
French Toll
Roads(2)
International Toll Roads
gco
(autopistas
del oeste)
rutas del
pacífico
elqui
apr
Telecommunications abertis
telecom
Airports TBI(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 have
not yet achieved certification: Cardiff International, Stockholm Skavsta and
London Luton Airports are currently undergoing implementation. * In relation to the scope of the report
Implemented and certified Implemented
In the process of being implemented
Aligned with abertis’s management values, the quality of the Group’s activities is
ensured through the use of quality management systems as a core tenet. They
are based on the ISO 9001 Standard and the EFQM model of excellence. The
management system allows the organisation to work towards the ongoing
improvement of the services it provides, as well as towards customer satisfaction.
Ongoing revision of compliance with current legislation is a key part of any
management system. In 2012, abertis telecom received a fine of EUR 13.76
million issued by the National Competition Commission which is currently under
appeal.
Another point that is worthy of mention is that after several years in which the
Group’s different companies have obtained certification based on the ISO 9001,
ISO 14001 and OHSAS 18001 standards, in 2012, SpanishToll Roads obtained
the multi-centre certification for its integrated management system for said
standards. To obtain this single certification, which encompasses all of the
companies managed by SpanishToll Roads, all of the processes of the different
companies were standardised over a three-year period, as were all operations
related with toll road activities. The companies that are covered by this unified
certification 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 quality
management system.
Measuring customer satisfaction is one of the main components of quality
management, and different tools are used by the business units when they
require specific information on this subject. To calculate the general satisfaction
index, a weighted value is calculated using ratings given by customers on each
business unit, over the total turnover. In the case of telecommunications, the
survey is conducted every two years, which means that the next survey will be
conducted in 2013 (in 2012, the company specifically used customers identified in
the previous survey).
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report24
Customer satisfaction index 6 scale of 0 to 10
2010 2011 2012
Overall satisfaction index
7.39 7.45 7.59
Customer Satisfaction Index by business area 6
Throughout 2012, abertis’s business units have implemented actions to improve
services as well as making new services available to customers. Other actions
included enhancing road safety and communication in order to meet the
objectives set for 2012.
6Data from Orlando airport has not been included in 2012 data, 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 central services, telecommunications or motorways; the 2011 figure was
assumed to still be valid.The toll road satisfaction index published in 2010 and 2011 has been changed due
to the detection of an error.
In this regard, SpanishToll Roads has developed a new unified system to
manage customer enquiries, complaints and suggestions which will be launched in
2013. It has also implemented a new application for maintenance and centralised
warehouse management. In the area of road safety, training was provided for
managers responsible for employees who work on roads.
Belfast and London Luton airports have joined the social networksFacebook and
Twitter, fostering interaction with passengers, customers and suppliers.
Customers, in turn, are provided with information on cancelled and delayed
flights, airport offers, etc. In addition, London Luton Airport developed a web
application for mobile phones. Stockholm Skavsta’s terminal has been expanded,
which has reduced queues and waiting times for passengers and increased their
satisfaction as a result, while Orlando Airport has improved its website.
To continue with these improvements, abertis’s business units have set the
following objectives for 2013:
Toll Roads:
SpanishToll Roads: in terms of satisfaction and services provided to
customers, 2012 saw numerous improvements made to toll roads,
including the addition of a third lane, improvement of slip roads and
payment automation, in addition to the installation of panels offering
information on journey times. Additionally, a new CRM (Customer
Relationship Management) system was implemented in order to foster
customer knowledge and relationships, which is expected to become
operational in 2013. To improve road safety, new median and lateral
safety barriers have been installed.
French Toll Roads: To develop policies that will improve customer
service and measure the quality of service offered in service areas. In
addition, improvement actions will be designed, implemented and
followed up during the second phase of the programme.
International Toll Roads: in 2013, autopistas del oeste plans to
increase the ratio of electronic toll traffic to total traffic. elqui's
objective is to have qualified staff to conduct internal audits, as well as
more supervisors on night shift and specialised administrative staff.
76 74 76 74 76 74
81
74 76 75 81 79
0
10
20
30
40
50
60
70
80
90
100
Central Services Toll Roads Telecommunications Airports
%
2010 2011 2012
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report25
Telecommunications:
Determine which indicators are needed to measure its different
processes.
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 the
tender approval process.
Improve the entire information security system and obtain ISO 27001
certification.
Implement actions that contribute to customer satisfaction.
Airports:
Luton: Increase the quantity and quality of communication to improve
the reputation and knowledge of the airport, improve the website and
complementary services and use digital technology to improve the flow
of people through the airport and their purchases.
Orlando: Continue work on increasing the overall satisfaction of
passengers and raise local awareness of air transportation services
provided by the airport.
Stockholm Skavsta: continue monitoring key performance indicators.
Activity over the year
abertis’s activityfocuses on the management of infrastructures for mobility (toll
roads and airports) as well as the management of technical telecommunications
centres.
Activity indicator (adjusted to scope) 2011 2012 Average Daily Flow (ADF)
SpanishToll Roads 20,938 18,752
French Toll Roads 23,575 22,899
International Toll Roads
Argentina 76,916 76,995
Puerto Rico 16,972 17,867
Chile 12,348 13,503
Technical centres
abertis telecom 74,709 73,448
Passengers 7
Total airports 23,089,200 23,281,203
Domestic flights Origin (airport) 3,936,339 4,219,148
Destination (airport) 3,967,096 4,237,126
International flights Origin (airport) 7,562,393 7,383,219
Destination (airport) 7,623,372 7,441,710
Flights 8
Total airports 445,024 1,032,953
Commercial (passengers)
Day 292,787 327,498
Night 37,299 33,587
Commercial (cargo) Day 22,558 4,016
Night 4,109 4,369
General aviation Day 55,666 619,7459
Night 5,300 13,694
Institutional flights Day 34,626 26,310
Night 2,679 3,734
Cargo 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 been
included 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 previous
year.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report26
Activity indicator (adjusted to scope) 2011 2012 Total airports 91,556 79,874
Commercial flights 10
Inbound 2,259 2,601
Outbound 1,622 1,088
Cargo flights 11
Inbound 49,275 46,515
Outbound 38,400 29,670
A total of 44,240 passengers used abertis-managed airports for connections with
other destinations. Any variation with respect to the previous year is owing to the
fact that sabsa did not provide connecting passenger information in 2012.
Total number of flights 2012 12
Departures Arrivals Day Night Day Night
Commercial (passengers)
Domestic 45,178 10,316 146,998 9,330
International 49,971 6,265 85,351 7,676
Commercial (cargo)
Domestic 2,277 921 971 2,495
International 574 144 194 809
General aviation
Domestic 300,159 5,935 300,063 5,787
International 9,956 803 9,567 1,169
Institutional flights
Domestic 1,989 1,950 20,169 1,691
International 616 68 3,536 25
Main channels of communication and dialogue with customers
abertis has a number of channels of communication with its customers for it
believes that this communication is essential to knowing their concerns and
needs. That is why abertis invested EUR 1.6 million in 2012 towards
communication actions.
10sabsa and codad are not included in this indicator as this item of data is not available.Commercial flights
from Stockholm Skavsta do not transport cargo. 11Orlando does not operate cargo flights.There are no segregated data for Belfast or Cardiff on commercial
and cargo flights; hence, the entire item is imputed to cargo flights. 12There are no overnight flights from/to Orlando Airport.Codad outbound flights have not been included as no
itemised 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 for
discounts
- Informative magazines
- Customer account managers
- Complaint and suggestion forms
- Social networks and communications services via mobile telephone and
Bluetooth technology
- Information services via radio and variable message signs on toll roads
- “Truck Tweet” twitter account for transportation professionals
In 2012 a total of 653,253 communications were received, of which 96.8% were
handled. The communications received increased by 9% over the previous year.
Enquiries, complaints and suggestions
2012
Received Dealt with
Enquiries 643,202 96.8%
Complaints 9,909 99.4%
Suggestions 142 76.8%
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report27
Customer services
abertis works to improve its facilities on an ongoing basis and to provide services
that meet the needs of infrastructure users.
Additional services offered to customers
Toll Roads
- Electronic platform for accessing invoices, copies
thereof and toll booth receipts sent via e-mail to Via-T
customers.
- Up-to-date information about travel times and routes,
potential build-ups and traffic situation.
- 24-hour customer service line and customised service
channel for companies.
- Websites and specialised publications: autopistas.com
website, Link autopistas and Link Truckers magazines. - Interactive information points in service areas with
information of interest and downloads.
- Play area in Sagunto service area during the summer
months. - Discounts for frequency, route and rural areas and for
the use of Via-T.
- Accident and breakdown service in less than 30
minutes 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 European
cities, downloadable on smartphones.
Any interruption of the services provided by abertis has a direct impact on the
community where the infrastructures are located, which is why the consideration
of this aspect is essential in infrastructure management. All the companies that
make up the Group have put in place security measures which guarantee service
continuity in emergency situations.
Additional services offered to customers
Airports
- 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 reduced
mobility (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 emergency
procedures, namely:
- Spanish Toll Roadsuses and regularly updates operational documents
to obtain necessary information during the recovery of critical processes
affected by a serious interruption to services. The personnel involved
have also received training, and various procedures and instructions are
available.
- French Toll Roads has also defined procedures for traffic management
and crisis management to guarantee the continuity of toll road services.
- International Toll Roadshave emergency procedures or handbooks as
in the case of rutas del pacíficoand apr; a Crisis Committee as in the
case of autopistas del oeste; or a set of service regulations such as
those used by elqui,which designate critical levels in emergency
situations and indicate who should act and in what order.
Accordingly, with the aim of ensuring an appropriate level of service, a number of
measures were deployed to guarantee road safety and minimise the effects on
traffic flow in Catalonia’s road network during the three toll road protests
occurring 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 Report28
abertis telecom has implemented a Business Continuity Plan which identifies the
critical points that will ensure the continuity of services.
Our airports make use of emergency plans or handbooks which contain protocols
for action in emergency situations to prevent interruption to services. These
protocols assist in response planning, which help to reduce the potential impact of
the emergency and to ensure service recovery as soon as possible if interruption
occurs. At codad, emergency management is excluded from abertis’s scope of
management.
At Belfast Airport, management staff have received crisis management training
which was cascaded to the other staff. London Luton Airport has developed and
approved a crisis management plan which provides a framework and protocol of
action which will guarantee service continuity during a crisis situation. Training
and education was provided to a team of staff in 2012, and further training has
been planned for 2013.
Access to airports
All the airport facilities managed by abertis can be accessed by public and
private transportation except for Orlando Airport, which can only be accessed by
private transportation. The rest of the Group’s airports have access to public bus
networks. Cardiff and London Luton airports also have rail access.
Another point worthy of mention was the approval in 2012 of London Luton
Airport's surface access strategy once the public consultation period ended. This
strategy includes a free bicycle service and rail discounts for employees.
Road safety
As part of its policy to offer quality services to its customers, abertis iscommitted
to improving safety on the road networks it manages. That is why in 2012 it has
undertaken a number of actions designed to improve facilities and raise
awareness among users to increase safety and reduce accidents. These actions
included 22 road safety campaigns developed by abertis in 2012, some of which
were in collaboration with public institutions.
Customer confidentiality and security
abertis makes use of a set of mechanisms that guarantee customer
confidentiality and security. Every company that is part of the Group complies
with current laws of the country where it operates to ensure the confidentiality of
personal information provided by customers.
The airports also use security procedures that are in keeping with the legislative
requirements of the country where they operate. In the case of image-recording
security systems within the airport, access thereto is restricted to security
personnel and a court order is required to extract related information.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report29
Practical experience
Development and improvement of customer service on toll roads
Throughout 2012 various actions were undertaken to bridge the gap between abertis toll roads and theircustomers, letting them see how toll roads are managed, the
different activities that are carried out, all the services that are available to customers, etc., as well as facilitating access to services and communication between
customers 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 innovation projects.
Promoting visits to our Operations Centres: reports on Operations Centres, section on website for requests to visit centres, information regarding different visits paid 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 the addition of new guides that are freely downloadable, agreements with tourism departments to advertise the service and publicity in Service Areas. Visits to www.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 tweet
o 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 and incident management.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report30
New abertis telecom services
abertis 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-up that is exchanged between abertis telecom and its customers on a single site, information which was hitherto available from separate sites. The Service Desk provides 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 single customer 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 services
offered 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 technology alliances.
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 product positioning 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 the product launch, the Product Office convenes more frequently. Post-launch, the frequency of follow-up meetings is lower but appropriately timed to ensure the objectives 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 brings
together experts from telecommunications and broadcasting companies, abertis telecom presented its multi-screen OTT cloud-based television service via internet, 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 outstanding advantages 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-air television broadcasting companies looking to consolidate their model and gain complementary broadband services through which viewers can access online services such as catch-up TV (a service which allows viewers to select programmes which aired within the last week on demand), video on-demand, interactive
and 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 Europe via multi-screen cloud-based internet television. The broadcasting companies affiliated with the EBU will participate in pilot tests to determine this product’s potential 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 27th to March 1st. The
theme this year was “Redefining Mobile”. Since 2006, abertis telecom has participated as the official provider of mobile television networks for the congress. At this edition of the congress, abertis deployed a digital network infrastructure for DMB Mobile TV, DAB digital radio and DAB+ demos, to verify the feasibility of DAB and DMB standards for the transmission of digital radio and mobile TV and their transmission to mobile devices (smartphones and tablets). During the congress, 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 Barcelona's 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 content management for operators, broadcasting companies and content providers.
Road safety on toll roads
In order to improve road safety, in 2012 abertis undertook numerous activities aimed at improving facilities, raising road safety awareness among users and improving
emergency procedures. Some of these actions included:
Emergency simulation exercises to assess emergency procedures and to improve coordination between the different agents involved in accidents, thereby improving 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, the Emergency Coordination Centre through the 112 emergency line, the Alicante Fire Fighting Department, SAMU (Emergency medical services), Civil Protection 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 internal and external) involved in the winter road campaign. This exercise also served to provide workers with updated information regarding the Winter Road Protocol.
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 the importance 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 out two 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 upgrading the vehicle containment barriers and median barrier on motorways C-32 and AP-7 to adapt these roads to new regulations and to prevent cross-median accidents.
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 care required 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 days with 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 “You've got one life left. Don't lose it on the road”. The aim of this project is to raise awareness of the importance 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 tell the 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 and Viladecans advice on responsible road use. The programme is in the pilot phase in these two cities, and future plans include extending the programme to other areas.
2012 saw the launch of the campaign “You've got one life left. Don’t lose it on the road” in Chile. This campaign was created jointly with the Ministry of Public Works, the Concessions Coordinating Department, the Chilean Police Force and the National Transit Safety Commission (CONASET). The aim of this campaign was 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 68 during 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 to develop 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 provide infrastructure management companies with more real-time information on what is happening on the road. Some of the available applications have been designed to 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 making emergency 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 acesa maintenance vehicles. Tests were subsequently conducted on sanef and acesa toll roads (AP-7); the results have been analysed and will be published in 2013. A number of acesa departments participated in prototype installation, pilot and testing phases while coordination, assistance, support, training and results analysis
were carried out by abertis toll roads.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report33
Customer satisfaction at airports
abertis 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. The
characteristics of these airports define part of the services and activities conducted therein.
Description and characteristics of the airports
Total area of
airport (km2) Number and length of
runways Minimum flight
transfer time Number of
airlines served
Number of
destinations
served
tbi
London Luton (UK)
2.35 1 runway (2.16 km) 40 minutes 17 95
Belfast International
(UK) 3.97
2 runways (2.78 km and 1.89
km) Does not operate
connecting flights 16 Over 70
Cardiff International
(UK) 2.06 1 runway (2.39 km)
Does not operate
connecting flights 14 Over 50
Orlando Sanford
(USA) 12.14
4 runways (2.93 km, 2.13 km,
1.83 km and 0.3 km) Does not operate
connecting flights 11 Over 50
Stockholm Skavsta (Sweden)
4.40 2 runways (2.88 km and 2.04
km) Does not operate
connecting flights 4 61
El Alto (Bolivia) 6.00 2 runways (4 km and 2 km) Between 30 and 90
minutes 11 32
Viru-Viru (Bolivia) 2.30 1 runway (3.5 km) Between 30 and 90
minutes 10 30
Jorge Wilstermann (Bolivia) 2.91 2 runways (3.8 km and 2.65
km) Between 30 and 90
minutes 5 25
Codad (Colombia) 10 2 runways (3.8 km and 3.8
km) Not available 18 78
In 2012, all the airports operated by abertis, except for Belfast and Orlando, continued to participate in the ASQ Survey, a programme which measures passenger
satisfaction 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 users
answer questions. This new system ensures greater privacy and anonymity, allowing for better feedback and, because the data is processed automatically, quicker
results. 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 take
the 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 beverage
services. 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. These
two 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 Project
abertis 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 develop
strategies 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 and
services. 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 of
the 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 the
innovation 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 roadtrains
made 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 Report35
7. ABERTIS’S HUMAN TEAM
STRATEGIC LINE 3: Ensuring the motivation and involvement of the human team in the continual improvement of the
company
STRATEGIC LINE 7: Promoting and systematising dialogue channels
Policy Main features Practical experiences 2012
Ensuring the motivation and involvement of employees in the continual improvement of the
company
The human team
Managing talent and professional development Talent: a competence-based management
system
abertis Campus
Promoting networking in the organisation Technology and collaboration for effective
internationalisation
Managing diversity and equal opportunities Certificate of excellence in diversity
Mission Hándicap
Extension of socialbenefits
Promotion of health and safety in the workplace
Summary of
indicators
88% of the workforce
has permanent contracts
EUR 3,665,682
invested in training
96% of turnover is
covered with an
occupational risk
management system in
line with OHSAS 18001
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report36
7.1. The human team
The policy
In keeping with its values, abertis goes beyond ensuring full compliance with the
legislation of the different countries in which it operates by promoting ongoing
dialogue and appropriate social measures that help reach solutions.
Performance
Total abertis Scope of the CSR
Report
Number of workers at 31
December 18,494 10,376
Equivalent average workforce 11,331 9,695
85% of the equivalent average workforce falls within the scope of this report. This
percentage is lower than that of the previous year due mainly to the increase in
the total number of staff at abertis. This figure includes new staff recruited for
toll roads in Brazil and Chile at the end of 2012, which was proportionally high (a
total of 6,837 people).
The equivalent average workforce included in this report is lower than the
previous year due to changes in France and Spain. The toll automation process
that took place in Spain entailed the implementation of a voluntary staff
redundancy plan, with exits programmed throughout 2014. Spain and France are
the countries with the highest proportion of staff – 70% of the total – followed by
Argentina, Chile and the United Kingdom, which represent 22%. 88% of the
workforce have permanent contracts. Broken down by gender, this figure is 90%
for men and 85% for women (the geographic distribution is very similar save for
elqui,where 49% of the total workforce have permanent contracts). Of the total
workforce, 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 group
2.993
1.948
483 444 479 362 115 27 35 18 55
1.146
1.180
462 247 195 53 70 21 6 4 33
0
1.000
2.000
3.000
4.000
5.000
Men Women
16% 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 Report37
Equivalent average workforce by business area
Staff turnover has remained nearly constant at 5.9%. This figure was mainly
affected by the increased turnover among managerial staff and its reduced weight
overall. The workforce is classified into three groups in keeping with the
professional classification based on the HAY methodology. According to this
classification, 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 December
Men Women Total
Workforce turnover 5.47 5.65 5.92
Men Women Total
Top managers 19.32 35.71 21.57
Heads of Departments 3.17 1.99 2.90
Other employees 5.47 5.69 5.54
Company/worker relations
All of the business units work under collective bargaining agreements except for
codad, sabsa, apr and Orlando airport, where abertis deploys a corporate
labour relations framework that fulfils the same functions. 90% of the Group’s
equivalent average workforce (84% of the workforce as of 31 December) is
covered by a collective bargaining agreement, as in addition to those working for
the aforementioned companies, top managerial staff are covered by a separate
relations framework.
Relations between the organisation and its workers as a collective are coordinated
via 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 European
Information and Consultancy Committee was set up in abertis to promote
transnational cooperation between company management and workers’
representatives to deal with matters of general interest and especially those
concerning the Group’s evolution and its future prospects.
With its headquarters in Barcelona, the European Committee is composed of a
total of 17 members representing European workers. Its members are appointed
in proportion to the number of employees per country: eleven members
represent the Spanish employee collective, four for French workers, one for the
United Kingdom and another one for Sweden. To streamline and facilitate their
day-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 on
behalf of workers regarding large international projects or investments that affect
more than one country, it may not substitute or condition the rights and duties of
national workers’ organisations in each of the companies that make up the Group
under any circumstances.
On 30 October 2012, the European Committee initiated its activity with a
constituent session to discuss its rights and the scope of its responsibility,
approve its internal regulations, establish its communication structure and elect
its President and Secretary.
290.40
6,755.25
1,306.69 1,343.00
0
1500
3000
4500
6000
7500
Central services Toll Roads Telecommunications Airports
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report38
7.2. Managing talent and professional development
The policy
abertis is consolidating its commitment to training, a key component in the
professional development of its human team, by organising professional
development programmes to improve and guarantee the talent of its staff. As
stated in the Strategic Plan, it is abertis’s wish to contribute to its employees’
welfare.
Performance
To coordinate training needs and demands, all of the business units except
Cardiff, London Luton and sabsa have a training plan in place. In addition to
developing online training platforms which foster and facilitate knowledge,
training has been provided to 86% of the workforce, with each employee
receiving an average of 15.3 hours of training. Of the training provided, 11,042
hours were devoted to the topics of social responsibility and human rights.
Top
Managers Heads of
Departments Other
employees Average training hours by
professional category 22.64 21.28 16.11
Men 23.28 21.15 19.23
Women 18.71 21.70 10.49
Percentage covered by the
indicator13 97% 90% 75%
13This percentage refers to the percentage of the workforce for which this item of data, broken down by
professional category and gender, is available.acesa and gencatAP7/AP2, and abertis toll roads do not have gender-segregated data.Similarly, data from rutas del pacíficoand elquihas not been included as
validated data was not available.
Evolution of investment in training
The Group’s objective-oriented management model recognises different levels of
objectives and identifies employees’ contribution to each, including overall and
individual objectives. These are set in accordance to the overall objectives of the
organisation, and are further specified at the individual level so that they are in
line with the workers' values.
Employees included in the management by objectives model
14Percentage of the total individuals in each category Top 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 available
3.801.121 3.711.112 3.665.682
0
1.000.000
2.000.000
3.000.000
4.000.000
2010 2011 2012
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report39
Practical experience
“talent”: a competence-based management system
In “talent”, the professional development management system at abertis, employees carry out self-appraisal and review their results with their supervisor who later helps
them 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 of
each 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 was
also 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 help
employees improve their professional skills. So far, it has been rated ever more highly among employees.
“abertis Campus”: one step further in improving managerial development programmes
In 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 for
employees with high potential).A complement to abertis Campus, this collaborative environment contains a number of resources (videos, articles, etc.) linked to both
leadership-oriented topics, to foster managerial development, and internal abertis content that may be of interest. These materials keep employees abreast of
noteworthy topics and prepare them for any opportunities that may arise within the Group. The first collaborative experiences have already begun with both the abertis
Campus e-learning platform and the “Leaders’ Corner”.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report40
7.3. Promoting networking in the organisation
The policy
Internal communication is a basic tool for promoting group cohesion, professional
pride and engagement with the company’s corporate mission. It is abertis’ aim
to achieve smooth two-way communication with the staff to obtain better results
and improve the organisation day by day.
Performance
abertis believes that organisational culture should be built from the ground up,
which is why it places special emphasis on the creation and distribution of
welcome handbooks. In addition to the Group's main identifying characteristics
(vision, mission and values), the handbook also provides all the relevant
information that new staff will need to carry out their duties following the
principles and main criteria found in the Code of Ethics, corporate policy,
operations and systems handbooks focusing on both quality, health and safety
and other pertinent documents.
The Group's increasing internationalisation is reflected in the expansion of its
network of correspondents, which in 2012 welcomed new members in Argentina,
Chile and Puerto Rico. Acting as in-house journalists, these correspondents
identify relevant facts, pro-actively search for new opportunities and audit
corporate communication actions. The network has become fundamental to the
success of Linking, the Group's internal magazine.
In step with social trends characterised by greater online connectivity and the
growing use of mobile devices, Linking has evolved too, launching its digital
version. This format allows immediate access to the magazine from anywhere in
the world, in five different languages. The digital magazine features more content
for readers thanks to the inclusion of QR codes that facilitate direct access to
multimedia articles (podcasts, videos, image galleries and extra information).
The deployment of intrabertis 2.0 continued in 2012, with the addition of abertis
airports. This has meant the incorporation of more than 800 new users into the
communication space available in three languages (Spanish, English and
Swedish). Facilitating fluid communication between people located in diverse
geographical locations, this platform features functionalities that foster
participation and collaborative work.
An example of this participation is the increase in collaborative environments
within the intranet platform: functional minisites geared towards specific
collectives or projects in which users can share documents, participate in
discussion forums, share contact lists, interesting links and calendars or follow up
on tasks. To reinforce and improve the management of these communities of
shared interests and knowledge, in 2012 an internal community management
model was created for both the collaborative environments and the e-learning
platform. This involved the creation of informative materials and training sessions
for the key users of these environments. Thanks to these platforms, business
Projects such as Lisa and Sira in telecommunications, cross-cutting management
areas such as the Customer Care Service and the Internal Corporate
Communication, and communities such as Voluntaris have all seen
improvements in the way they are managed.
During 2012, Voluntaris has preserved its participative character thanks to a
number of general voluntary activities communicated via the “Voluntaris
proposes” section in intrabertis. The initiative has also undertaken more specific
actions such as the “4th Volunteer Day”, organised by the abertis foundation
and Voluntaris on 13 December under the motto “Now, more than ever, let’s
redouble our efforts”. Various communication and awareness-raising campaigns
maintained the high level of participation in activities such as the food drive
(which this year enjoyed greater international support), voting for charity projects
through which to channel foundation contributions, and also in the money raised
through the “One Euro for Charity” initiative, which this year had more
supporters.
In addition to the informational space devoted to the Code of Ethics in
intrabertis and its specific communication channel (the Ethics Channel), great
efforts were made to deploy the associated set of Regulations adapted to the local
laws and contexts of the various countries in which the Group operates. Further
efforts were made to raise awareness among employees on the importance of the
Code. Work along these lines also ensured that employees had access to and
were aware of the communication channels available for their queries and
incidents. Individualised communication was conveyed to nearly 75% of the
employees. In addition, ethics committees are being formed in the countries
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report41
where the Group is present and management procedures for the Code of Ethics
Committee and handling of reported incidents are being optimised.
During 2012, four reports of violations to the Code of Ethics were received; two
via the Ethics Channel and two were reported directly. These violations concern
behaviour and interpersonal relations within the organisation and have been
handled in accordance with the parameters established by the Code of Ethics
Committee.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report42
Practical experience
Technology and collaboration for effective internationalisation
2012 saw a number of practical examples which demonstrate how a collaborative work model in an increasingly global context requires a sound technological structure.
“Ciabertis” is the collaborative website that brings together all those professionals involved in internal communication within the Group as well as participating
companies to create a more complete, more international vision of abertis. With an operations-based focus, "Ciabertis" is a place to discuss and select internal
communication policies, new initiatives, procedures and tools, etc. This space also contains the materials and content for use in the correspondents’ respective network
and for distribution in their respective organisations. This site facilitates access to the rules and procedures that guide activities and offers access to resources and
relevant and educational articles. abertis's Internal Communication Forum makes it possible to overcome the barriers of distance and time.
The collaborative environment of Voluntaris has also promoted the coordination and management of internal activities undertaken by this community, especially with
respect to the organisation of the Corporate Volunteer Day.As a repository of available resources, documentation for drafting and reviewing and tasks pending, and as a
place to discuss actions that can best promote and support the goals of Voluntaris, the platform has reduced decision-making times and facilitated the follow up of
activities.
With the aim of improving the performance of these environments as tools which support the Group’s collaborative work model, a project was launched in 2012 for
abertis communities which will be extended through 2013 and beyond.Based on dialogue with present community managers and analysis of activities in existing
collaborative environments, the project’s aim is to establish the best ways to stimulate and promote in each case.These guidelines will serve as a basis for progressive
training of community management teams, promoting network communication, collaboration and networked co-creation within the organisation.
Linking is the Group’s internal magazine. First published in 2009, its aim is to present and disseminate news on the diverse activities and geographies of abertis.
Through technology, it has also helped to build knowledge and awareness of the Group's global presence. The new online edition provides all the members of abertis with
expanded, enhanced and more dynamic content; it is also available in more languages, which has widened its scope.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report43
7.4. Managing diversity and equal opportunities
The policy
abertis has an explicit commitment in favour of equal opportunities and non-
discrimination, which is highlighted in the four areas of the Diversity Management
project: gender, generation, race and disability. This is the case in all the Group’s
companies, and it goes beyond the provisions established by law.
Performance
Among its various requirements, the Spanish law on equality stipulates that all
organisations with more than 250 workers must have an equality policy. Except
for Colombia, the countries where abertis operates all have laws on equal
opportunities, such as the Equality Act and the Sex Discrimination Act in the
United Kingdom, the Equal Opportunities Act in Sweden, the Salary Equality Act
in France, Chile and Orlando and the Anti-Discrimination Legislation in Puerto
Rico, Chile and Bolivia. In addition, abertis hassigned the Diversity Charter, a
European Initiative which companies and institutions may join voluntarily to
support and promote the principles of diversity and non-discrimination in their
workplaces.
The different business units have undertaken a number of actions relating to this
issue, including training on diversity, awareness-raising campaigns for the
workforce on equal opportunities, the inclusion of these issues in contractual
processes and the adaptation of language. To comply with Spanish equality
legislation, an equality policy has been implemented in abertis telecom, the
aumar Network, aulesa and AP4, along with abertis infrastructuras and
serviabertis. The remaining business units are now in the process of formalising
and negotiating their equality policies. With regard to equality policies, abertis
telecom has conducted awareness-raising actions, disseminated a non-sexist
language guide and trained the members of the equality committee.
Evolution of the presence of women in top management positions
Evolution of the presence of women as heads of departments
90% 88% 86%
10% 12% 14%
0%
25%
50%
75%
100%
2010 2011 2012
Women
Men
78% 77% 77%
22% 23% 23%
0%
25%
50%
75%
100%
2010 2011 2012
Women
Men
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report44
Evolution of the workforce according to gender
97% of top managers come from local communities. Salary policies do not
discriminate between sexes. The relationship between initial salary and the local
minimum salary is the same for both men and women, except in the case of
Cardiff, whose salary ratio is 163% for men and 174% for women.
Initial salary/ Minimum salary
Spain 161%
France 106%
England 139%
Wales 164%
Ireland 121%
Sweden 120%
United States 173%
Argentina 356%
Puerto Rico 103%
Bolivia 210%
Retention rate15
2011 2012
Men Women Men Women
Individuals taking parental leave 111 125 128 130
Number of individuals who have returned to their job after parental leave
111 96 127 112
Number of individuals who continue in the organisation after 12 months
111 81 127 99
Integration of disabled persons
In 2012 the Group continued work on implementing the EDC model created by
the Seeliger and Conde Foundation. This model promotes diversity in
organisations with the aim of achieving excellence over and above the specific
legal requirements stipulated by current legislation.
All of the countries in which abertis is present, except Chile, Bolivia and Sweden,
have legislation regarding the integration of disabled individuals. The implications
of this legislation vary from country to country, but generally require neutral
recruitment processes and the adaptation of the workplace in keeping with the
needs of disabled individuals. In Spain and France, this legislation sets minimum
quotas for contracting disabled workers. As part of the EDC project in Spain and
the Handicap Missionin France, the Group is promoting the recruitment of
disabled persons and use of suppliers that prioritise hiring policies of this type, as
in the case of Special Work Centres.
At present, the percentage of disabled persons working for the Group in Spain
(both directly and indirectly) represents 2.48% of the workforce, while in France
these workers represent 6.43% of the workforce.
15Data from codad was not included as this information was not available.
75% 67% 67%
25% 33% 33%
0%
25%
50%
75%
100%
2010 2011 2012
Women
Men
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report45
Workers with a disability recruited directly by abertis in Spain 1.12%
Workers with a disability recruited in Spain, both directly and
via alternative measures 2.28%
The increase in the purchase of goods and services from Special Work Centres
reflects abertis’s commitment to this type of purchase as part of the EDC
framework. Purchase of goods and services from and donations to Special Work Centres
Management of impatriates and expatriates
The idea of the abertis Expatriation Policy is for employees to settle in quickly
and easily, meeting their personal needs and those of their family in order to help
expatriates and impatriates adapt to their new environment.
As is the case every year, there were variations in the movement of employees
and management staff in international postings. This group is broken down into
two types of expatriates: long-term (those individuals posted abroad for more
than one year) and short-term (those who are posted for under one year). The
aim of expatriation is the transfer of knowledge in certain fields and the
professional development of employees and managerial staff.
The number of expatriates in the Group is low, with most expatriates being
posted to France, the United Kingdom, Spain, Argentina, Chile, Mexico, Jamaica,
Puerto Rico, the United States, Colombia, Ireland and Canada.
189,5
95
238,1
18
181,9
62
268,3
85
673,2
83
171,4
68
0
100000
200000
300000
400000
500000
600000
700000
800000
Purchases of goods and services Donations
2010 2011 2012
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report46
Practical experience
Certificate of excellence in diversity
The EDC Model created by the Seeliger and Conde Foundation promotes excellence in the inclusion of disabled individuals; not only does it foster compliance with the
LISMI, but it also emphasises values, policies, processes, recruitment, accessibility strategies and many more related areas. It is a process of ongoing improvement which
began in 2011 as a pilot project, and the aim is for it to be extended to all the companies in the Group.
Awareness sessions have yielded positive initial results; the aim here was to raise awareness and bring to light those issues related to disability which, due to lack of
information, were not being handled in an appropriate manner. In addition to fostering acceptance and normalising disability within the organisation, these policies carry
fiscal benefits for employees and the company. A review of purchasing procedures has also begun in order to promote the selection of suppliers which favour best
practices in disability management excellence.
Handicap Mission
Committed to responsible business and in keeping with its public service mission, sanef has been working towards improving integration, recognition and better work
conditions for disabled individuals in recent years. This project began in 2008 with an audit aimed at establishing an action plan to increase knowledge and understanding
of disability, and to eliminate prejudice and mistaken preconceptions associated with this issue. Four areas of actions were defined: recruitment, employment
maintenance, company adaptation and awareness-raising communication. In 2011 sanefsigned an agreement with AGEFIPH, an association which handles funds for the
professional integration of people with disabilities, whose mission is to promote employability and maintain employment for disabled individuals in the private sector. In
force since the end of 2012, this agreement has made it possible to reinforce, formulate and enhancing visibility of voluntary actions in this area.
Entitled Handicap Mission,this project is an umbrella initiative comprising all the pro-disability actions that have been undertaken. The main actions carried out include: Training of 60 top and middle managers.
Awareness-raising meetings. In 2012 more than 1,000 people participated in these meetings, with new meetings planned for 2013.
Close collaboration with leading organisations in the field of disability.
Participation in the Handi2day virtual employment fair for persons with disabilities.
An internal communication campaign, the aim of which was to combat mistaken notions associated with disability and show that it is not a barrier to employment. This campaign included awareness-raising sessions, articles on the company intranet, flyers and a video.
A Handicap Missionstand at the 2012 annual convention to raise awareness among business people.
sanefhas increased its number of disabled workers from 55 in 2008 to 187 in 2012 (representing 6.43% of its workforce), an increase of 200%.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report47
7.5. Extension of company benefits
The policy
abertis has a company benefits policy for all workers that aims to encourage a
balance between work, family life and free time, favouring integration and
motivation with the company.
Performance
Contributing to employee satisfaction and improving their quality of life are the
main objectives of abertis’s company benefits policy. In addition to timetable
flexibility in accordance with different professional positions, the Group facilitates
access to training and a variety of benefits, such as access to corporate discounts
associated to services that are offered by the Group.
Total investment in non-work related activities 1,489,526 €
Through the Flexible Payment Plan, employees have the option of selecting a
series of company benefits with tax and financial advantages, such as luncheon
vouchers, nursery vouchers, health insurance, life assurance, accident insurance,
housing rental, pension plan, etc.
Along these lines, the work group formed in 2010 to develop Socially Responsible
Investment in the Spanish Pension Fund continued its work in 2012. This group is
made up of representatives from the Group’s different pension plan promoters in
Spain, representatives of participants in said plans, and with the participation of
the Social Responsibility Unit and the most representative Trade Union sections,
as well as the Pension Fund Management body. A training session has been
planned for members of the Pension Fund control board to cover the various
aspects of social responsibility and socially responsible investment for pension
funds.
As regards the long-term incentive plans, in 2012 efforts were focused on
maintaining the 2007 abertis share delivery plan with the same characteristics as
previous plans.
This policy is aimed at around 800 Group professionals occupying positions
ranging from top management posts to technical experts. Signing up for the plan
is voluntary. Through this plan, employees will 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 29%.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report48
7.6. Promotion of health and safety in the workplace
The policy
Occupational risk prevention and protecting our employees’ health are basic
tenets of abertis’s human resources policy, which is why the Group ensures that
all the necessary measures have been put into place to guarantee health and
safety in the workplace.
Performance
Management systems in line with the international OHSAS 18001 standard
channel the various occupational risk management activities in the different
business units. During 2012, London Luton airport concluded the implementation
of this system while Puerto Rico toll roads began its implementation process.
90% of the workforce is covered by the Health and Safety committees, the bodies
responsible for coordinating occupational risk management and monitoring
preventative activities in the area of health and safety. Every business unit has its
own committee except for codad, apr and autopistas del oeste.
Of all the actions implemented in the area of prevention, training bears significant
weight. In 2012 a total of EUR 1,095,395 was invested in related training
programmes, along with EUR 369,498 in workplace improvement projects.
Level of implementation of a health and safety system and OHSAS 18001
certification
2010 2011 2012
Central services
serviabertis
abertis
infraestructuras
abertis
foundation
Toll Roads
SpanishToll
Roads(1)
French Toll
Roads
International Toll Roads
rutas del pacífico
elqui
apr
Telecommunications abertis telecom
Airports
tbi(2)
Codad
% Turnover* 89.97 %
8.15 %
91.68%
5.14 %
96.21%
0.42 %
(1) SpanishToll Roads have an integrated system of certification. (2) Orlando has a certified system; Belfast, Cardiff and London Luton have systems in
place, but which are not yet certified. *In relation to the total scope of the report.
Implemented and certified
Implemented
In the process of being implemented
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report49
The number of accidents has decreased to 312 (203 men and 109 women).
Accidents involving bumps or falls, in particular those associated with tripping or
slipping, are the most common in airports, whereas bumps, falls and poor posture
are the main causes of accidents on toll roads.
Prevention campaigns carried out by the various business units include legal
audits in the area of occupational risks, 12 risk assessments and 52 planned visits
to SpanishToll Roads. In telecommunications, a total of 61 risk assessments, 9
drills, 2 hygienic reports, 1,086 medical examinations, evaluation of 44 audited
centres in line with OHSAS 18001, 29 hygienic evaluations and 42 accident
investigations were carried out.
Along these lines, London Luton Airport received recognition for its safety
standards and culture, from both ExxonMobil and the airport’s Airside Operations
team. The award recognises the efforts of the Airside Safety Committee and the
Airport Operations Team in implementing a common set of standard safety
procedures and policies for users of airside operations areas.
Evolution16 of occupational risk indicators
2010 2011 2012
Incidence rate 33.22 31.99 32.18
Frequency rate 17.85 16.38 16.57
Severity rate 0.38 0.52 0.49
Incidence rate
Frequency rate
Severity
rate
2012
Men 29.17 16.34 0.47
Women 31.90 18.60 0.59
2011
Men 30.94 18.08 0.61
Women 26.72 14.66 0.36
16The data itemised by gender from 2011 for sanef has been adjusted with respect to the 2011 report; given
that the scope of the 2011 data was greater than the scope of the report, the 2011 indicators were re-
calculated.Similarly, the hours worked segregated by gender for Belfast, Gencat and aumar networks and rutas del pacífico and elqui were estimated using staff distribution figures.For elqui, the days not worked
according to gender were estimated using the distribution of the number of hours not worked.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report50
8. ADAPTING TO THE NEEDS OF OUR ENVIRONMENT
STRATEGICLINE1: Minimising environmental impact
STRATEGIC LINE 7: Promoting and systematising dialogue channels
Policy Main features Practical experiences 2012
Minimising environmental impact
Environmental management abertis telecom and Smart cities
Results of the second year of “Paquet Vert”
Mitigation of climate change
Energy saving and efficiency plan
Improved access to airports
Promotion of Via-T and carpooling
Waste generation and management
Improved wastewater management
Re-use of electrical and electronic waste
E-receipts
Implementation of a surface water management plan at Luton
Biodiversity management sanef biodiversity audit
Promotion of biodiversity around toll roads
Noise management Impact of airport noise
Travis, a resource for information on noise
Raising environmental awareness Aristos continues working to raise awareness among abertis staff
Summary of
indicators
93% of turnover is
covered by an
established
environmental
management system
1.44% of consolidated
net profit is invested in
the environment
2.5% reduction in
tonnes of CO2e (scope 1
and 2) with respect to
turnover
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report51
The policy
abertis's main objective in its commitment to the environment is to increase the
percentage of business under an established environmental management system,
in accordance with the ISO 14001 standard, to improve management and
minimise the environmental impact of its activities.
Performance
abertis’s commitment to the environment is channelled through the
implementation of environmental management systems in the Group’s different
business units. Using these systems, the organisation keeps abreast of the impact
of its activities on the environment, and, based on its policy of continuous
improvement, defines and implements actions to reduce said impacts. In 2012,
work begun on the implementation of an environmental management system in
Puerto Rico Toll Roads, and the integration of environmental, quality and
occupational risk prevention systems in the various divisions of SpanishToll
Roads to form a single integrated management system covering all the toll roads
in Spain. Currently, 93% of the turnover covered by this report has an associated
environmental management system implemented.
Another aspect regulated by the environmental management systems is
compliance with environmental standards applicable to the activities of the
business units, given that one of the system's mandates is to identify said
standards and subsequently assess and monitor compliance with the requisites
they establish. Environmental regulation registers cover 97% of the business
turnover. In 2012, SpanishToll Roads received a fine of EUR 6,010 related to a
wastewater spill occurring in a service area and a maintenance area.
A total of EUR 14.7 million has been invested in activities which improve the
environment, an amount which represents 1.44% of the consolidated net profit.
Level of implementation and certification of an environmental
management system according to: ISO 14001
2010 2011 2012
Central services
serviabertis
abertis
foundation
Toll Roads
SpanishToll
Roads(1)
French Toll
Roads(2)
International Toll Roads
apr
Telecommunications abertis telecom
Airports TBI(3)
% Turnover* 94.5%*
94.7%*
93.38%*
0.42%
(1) SpanishToll Roads includes all toll roads manages by abertis in Spain. (2) The portion of sanef with an established system refers to sapn and sanef,
although these have not yet been certified.
(3) All tbe airports except for Orlando have a system implemented but not yet
certified. *In relation to the total scope of the report.
Implemented and certified
Implemented
In the process of being implemented
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report52
These management systems are based on a cycle of continuous improvement
which sets objectives on an annual basis, and it is against these objectives that
progress is evaluated. The following provides details concerning the extent to
which the business units have fulfilled their objectives.
Central services
serviabertis has seen a further reduction in its consumption of resources, and
the abertis foundation has calculated the quantity of emissions associated to
visits to Castellet Castle, although mitigation actions have not yet been
developed.
Toll Roads
SpanishToll Roads: a new application and common procedure for all networks
has been implemented to identify, extract and assess legal requirements and the
consumption of fuel and water has been reduced. An inventory has been created
of all the points where waste enters public waterways or sewer lines and the
expense associated to this activity has been reduced. Furthermore, collaborative
agreements were signed with companies such as Ambilamp or Ecotic for the
handling of certain wastes.
French Toll Roads: its carbon footprint was calculated in 2012 and a number of
energy audits were performed, along with the drafting of a biodiversity action
plan and the continuation of implemented projects which reduce noise and
wastewater.
International Toll Roads: in keeping with its objectives in the area of energy
efficiency, this area has seen reduced energy consumption through awareness
campaigns by autopistas del oeste that promoted responsible energy use.
Telecommunications: in the area of telecommunications, training was
offered in 2012 concerning efficient driving for Operations Management staff; a
meter was added to the corporate intranet which measures emissions created by
the user, emissions arising from their activity and best practices implemented by
each person; a new database known as “AVALUA” was created which identifies
and evaluates environmental aspects and risks for each centre, facilitates
monitoring of environmental improvement actions and reduces the environmental
impacts of telecommunications centres.
Airports: Luton also plans to develop a new tool which will provide
information via a website on the movement of aircraft on runways, so that
possible deviations or incidents can be monitored. Luton, Belfast and Cardiff have
increased their percentage of waste recycling and reduced their carbon footprint,
along with Orlando.
Environmental aspects and measures implemented
Another task included within the scope of the environmental management system
is to identify significant environmental concerns arising from the activity of the
Group. Identifying these significant concerns helps the organisation become
aware of environmental impacts generated by its activities and designate actions
that reduce said impacts.
The main actions conducted in 2012 to mitigate significant environmental aspects
are listed below, classified according to the different abertis business lines.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report53
Most significant
aspects Main measures implemented in 2012
Cen
tral servic
es
• Resource
consumption
• Waste generation
• Atmospheric
pollution
Resource consumption:
- Replacement of burnt-out lights with high-
efficiency lights.
- Improved efficiency and monitoring of facilities
to reduce energy consumption.
- Promotion of local and organic products for
Castellet catering services.
Waste: - Waste sorting in the workplace, vending areas
and canteens.
- Simplification of hazardous waste collection.
Environmental awareness:
- Promotion of environmental best practices in
daily tasks and environmental courses for
workers of subcontracted firms. - Continuation of the Aristos awareness
campaign.
Most significant
aspects Main measures implemented in 2012
To
ll R
oad
s
• Water pollution
• Waste generation
• Resource
consumption
• Atmospheric
pollution
• Noise pollution
• Activities affecting
soil
• Emergencies
• Impact on
biodiversity
• Health problems
Resource consumption:
- Installation of light flow regulators in toll booth
lighting.
- Replacement of lighting in toll booths with LED
lights. - Replacement of sodium-vapour lights at the
Villacastín service area.
- Energy efficiency audits in French Toll
Roads facilities. - Greater proportion of recycled paper used.
- Start of quarterly monitoring of resource
consumption in SpanishToll Roads. - Inclusion
of receipts, invoices, and advertising campaigns
in paper use. - Carbon footprint study and definition of an
action plan in French Toll Roads.
- Installation of new meters on the AP4 motorway
to improve detection of breakdowns.
Atmospheric pollution:
- Replacement of equipment containing R22
refrigerant gas with equipment that uses R401.
Waste generation:
- Implementation of plastic, glass and paper
sorting containers in 73 service areas and 124
rest areas on French Toll Roads. - Improvements to the waste sorting system,
unifying the system, the labelling and the
management conditions for SpanishToll Roads.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report54
Most significant
aspects Main measures implemented in 2012
To
ll R
oad
s
• Water pollution
• Waste generation
• Resource
consumption
• Atmospheric
pollution
• Noise pollution
• Activities affecting
soil
• Emergencies
• Impact on
biodiversity
• Health problems
Wastewater: - Installation of biofilters at certain toll gates for
the treatment of wastewater before it is released.
- Connection to the water supply and sewage
network at the Haro toll gate (AP68), and
evaluation of future connection to sanitation
network for service areas in Logroño and Igay.
- Installation of filters at one point along the
Puerto Rico toll road to prevent discharge of
pollutants into a nearby pond.
Biodiversity:
- Reinforcement of enclosure walls to prevent the
entry of animals.
Noise pollution:
- Creation of a strategic noise map on the AP2
motorway and two noise studies on the C-32 at
Calella and Caldes d’Estrac.
- Use of noise reducing asphalt on autopistas
del oeste. - Planting of vegetation to reduce noise on
autopistas del oeste.
Emergencies: - Drafting of a new emergency plan for Elqui.
Environmental awareness:
.- Awareness campaigns through Aristos to
foster environmental best practices.
Most significant
aspects Main measures implemented in 2012
Tele
com
mu
nic
ati
on
s
• Impact on
biodiversity
• Impact on the soil
and aquatic
systems
• Atmospheric
emissions
• Emergencies
• Resource
consumption
• Waste generation
• Noise pollution
Resource consumption
- Greenhouse Gas and Water audit at two
centres, and a study on the energy ratings of
these centres to identify actions focused on
reducing CO2 emissions and the use of water and
energy.
- Installation of 3 fire hydrants in cisterns for use
by fire fighters in the event of fire.
- Identification and monitoring of the volume and
capacity of cisterns at 2 centres to improve rain
water management. - Replacement of conventional ballasts with
electronic or LED ballasts in an office building in
one of the areas.
- Pilot testing of installation and replacement of
conventional ballasts with LED ballasts.
- Replacement of existing power rectifier for
more efficient rectifiers in ten centres. - Study of energy efficiency of the Tres Cantos
building to identify potential efficiency actions to
implement in lighting and heating/air
conditioning systems.
- Installation of water aerators and/or dual flush
fixtures in the restrooms of three centres.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report55
Most significant
aspects Main measures implemented in 2012
Tele
com
mu
nic
ati
on
s
• Impact on
biodiversity
• Impact on the soil
and aquatic
systems
• Atmospheric
emissions
• Emergencies
• Resource
consumption
• Waste generation
• Noise pollution
Atmospheric pollution:
- Replacement of 30 units containing R22
refrigerant gas, and replacement of gas in a
further 140 machines.
- Inventory conducted of transformer switchgears
containing sulphur hexafluoride (SF6).
- Efficient driving course for staff.
Waste:
- Recovery of 80% of hazardous waste and 100%
of non-hazardous waste.
Wastewater:
- Installation of systems that warn of sludge
overfills in two septic tanks.
Noise pollution:
- Soundproofing of seven centres.
Spillages:
- Implementation of containment measures for
diesel spills in tank loading and unloading
operations at two centres located in protected
areas.
- Distribution of battery acid spill correction and
prevention kits.
- Distribution of containment pallets for battery
storage to all waste storage points.
- Distribution of complementary materials for
centres with diesel pumps for service vehicles.
Training and awareness:
- Inclusion of CO2 emission meter on the
intranet.
Most significant
aspects Main measures implemented in 2012
Air
po
rts
• Noise pollution
• Resource
consumption
• Atmospheric
pollution
• Water pollution
• Soil pollution
• Waste generation
• Emergencies
• Health problems
• Impact on
biodiversity
Environmental management:
- Implementation in sabsa of a system of
monitoring and controlling environmental aspects
on a six-monthly basis to confirm the non-
existence of new impacts.
Resource consumption:
- Implementation of water saving systems in new
toilet fixtures in Belfast.
-Implementation of a new energy use monitoring
system which provides more detailed information
and hence improved energy use.
-Transition to use of electronic receipts at
Orlando airport to reduce consumption of paper.
-Approval of surface access strategy at Luton.
Noise pollution:
- Drafting of an environmental action plan at
Belfast.
-Soundproofing of homes affected by noise
pollution at Stockholm Skavsta.
-Improvement in monitoring of noise in Belfast
airport airways.
-Preferential routes at Cardiff.
- Development of continuous monitoring systems
for Luton flights.
Waste:
- Adaptation of Luton’s waste management
procedures to improve recycling levels.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report56
Most significant
aspects Main measures implemented in 2012
Air
po
rts
• Noise pollution
• Resource
consumption
• Atmospheric
pollution
• Water pollution
• Soil pollution
• Waste generation
• Emergencies
• Health problems
• Impact on
biodiversity
Wastewater:
-Management of toxic loading of wastewater via
specific collection at Stockholm Skavsta.
-Use of constructed wetlands to treat wastewater
runoff.
For 2013, abertis’s lines of business have set a number of environmental
objectives that are defined within the framework of the environmental
management system, which include:
Central services
serviabertis has set objectives to maintain water and energy consumption
levels, reduce the consumption of paper per person and increase sorting of waste.
The abertis foundation, in turn, plans to work on reducing the consumption of
diesel and materials, as well as ensuring that events taking place at the Castellet
castle are more environmentally-friendly.
Toll Roads
The objectives set by SpanishToll Roads for 2013 include the running of energy
audits, review of strategic noise maps, replacement of refrigeration equipment
containing R22 refrigerant gas, connection of certain service areas to municipal
water supply networks and improved management of the wastewater of certain
service areas (replacement of OMS wells with septic tanks or connection to
sewage system).
French Toll Roads has set an objective to conclude the various projects still
running, which seek to reduce noise pollution and minimise the impact that may
arise in the event of wastewater spills. In addition to concluding construction on
Eco-pôle (a building that incorporates ecodesign criteria), it has extended its
carbon footprint calculation to include scope 3 emissions, it has completed its
biodiversity audit and put some initial measures into effect.
The objectives set by International Toll Roads for 2013 involve improving rain
water treatment and hazardous substance spill preparedness training for Puerto
Rico, reduced paper consumption, better waste collection and the dissemination
of environmental best practices between community and employees in the case of
autopistas del oeste.
Telecommunications
The objectives set by the telecommunications branch are geared towards ongoing
improvement of the environmental management system already implemented.
Airports
The objectives set by the Group’s airports are aimed at reducing CO2 emissions,
improving energy efficiency, reducing water use, improving waste sorting and
increasing the percentage of recycled content.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report57
Practical experience
abertis telecom and Smart cities
Throughout 2012 abertis telecom actively participated in a variety of Smart City-related events, which welcomed industry experts who have been developing solutions
and technologies that transform cities and promote relations between government and citizens.
In addition, abertis telecom has participated in projects such as the initiative signed with Barcelona City Council. This project will study an integrated set of electronic,
computer and sensor-based tools that offer new techniques applicable to the intelligent management of Barcelona; it will also validate integration of these technological
solutions and their results. Other actions will be implemented within the scope of this agreement:
Exploration of new areas for projects with a wider focus and impact at the European level, such as the i-City project. Throughout 2012 work continued on this
initiative, which is a three-year project backed and financed by the European Commission. The aim of this project is to develop a European test environment
within the framework of “Smart Cities”, through the creation of Smart City “pilot cities” in Barcelona, London, Genoa and Bologna, to test applications and
services of clear interest for citizens and public authorities. abertis telecom's role in this project, which began in January 2012, is to coordinate work packages
for the implementation of the platform and any developments needed for its adaptation to the different characteristics of each city.
To develop a promotional strategy geared towards the general public and the private sector that highlights the economic, mobility-related, social and government
initiatives offered by Barcelona City Council, presenting the initiative as an R&D project called the “Urban Platform”. abertis telecom will manage the
telecommunications and services infrastructure for those companies interested in participating in the platform's research process.
To jointly explore and collaborate in the definition and promotion of the “City Protocol”, a Barcelona City Council certification system which will foster the
economy of urban innovation. The aim of this initiative is to promote the creation of standards, integration of platforms and development of urban technology
and solutions that focus on efficiency in resource use, environmental sustainability and the social and economic progress of cities.
Another example of a project developed by abertis telecom in the field of Smart cities is the agreement signed between abertis telecom, Indra and the City Councils of
Sant Cugat del Vallès and Lleida. This agreement defines the conditions for collaboration, with the aim being to transform both cities into leaders in energy efficiency,
quality of public services and environmental protection by optimising the management of services such as lighting, mobility and rubbish collection.
Also worthy of mention is abertis telecom's participation in the Smart City World Congress held in November in Barcelona, where it presented its Smart Network. Smart
Network is a network of three technical facilities located in Barcelona, Madrid and Valencia, which has been designed based on the specialist fields of action required by an
intelligent city. Allowing urban managers and companies to test, evaluate and implement different solutions and applications developed for the city of the future, Smart
Network is made up of:
A SmartZone, installed in the environment located at the Barcelona headquarters. A scaled-down model of a city, the system allows users to test a variety of
processes, ranging from the collection of data from sensors and cameras and their transmission via wireless communication networks to the monitoring and
management of services and applications that use collected data, all from a control room.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report58
The Control Room is located at the operator’s headquarters in Torrent (Valencia) and specialises in security and emergency applications and services. It contains
TETRA technology features (modems, vehicle-mounted solutions and information systems).
The SmartZone specialised in video and city applications will be located at the headquarters of abertis telecom in Tres Cantos (Madrid). This environment
includes equipment used to develop advanced video-handling applications, manage data and implement solutions that will facilitate and improve contact between
the public and the services provided by the public authorities (car parks, traffic, information and security).
abertis is currently promoting the Smart Partner Program which will offer an environment that favours creativity and innovation in the Smart field. Participating in this
environment are the various players within the Smart City ecosystem. It is oriented to organisations interested in working together to develop the city of the future.
Currently there are 21 companies participating in the programme.
Results of the second year of “Paquet Vert”
2012 marked the second year of this collaborative project created by French Toll Roads and the French government. sanefwill invest EUR 250 million over three years
to improve the integration of its infrastructures within their natural surroundings and to improve the services provided to toll road users. To date, all of the programmed
studies have been concluded, taking the projects to 60% of their completion. Investments are being made in five areas: reduction of CO2 emissions, protection of water
resources, noise pollution abatement, conservation of biodiversity, development of arboreal heritage and deployment of ecodesign. The status of the various projects is
described below:
Reduction of CO2 emissions: Electronic toll gates have been installed at all toll road networks for light vehicles in the A1 and A29 networks and the sapngates. Electronic toll gates for trucks are available on five networks.
Protecting water resources: the aim is to implement the same water conservation measures used in current construction projects for roads built before the 1992 Water Act. Enquiries to the body responsible for water resources were made in 2010, and at present all the toll roads in the network have sludge drying beds, sewers and collectors, while water crossings, which are under construction in sapn, have been rehabilitated. The sludge drying beds treat sludge originating from runoff drainage tank cleaning activities, reducing the volume of sludge transported to treatment centres.
Noise protection: after identifying the homes most affected by noise, noise barriers were installed on the A1 network and construction of barriers in three more networks is currently underway. A study is currently underway in another network. Similarly, 70 individual agreements have been signed to install noise barriers in the windows or façades of affected homes.
Conservation of biodiversity and development of arboreal heritage: a biodiversity inventory was conducted, its primary aim being to compile a list of existing species of interest in the green areas surrounding toll roads and to define actions that favour or improve the conservation and development of this biodiversity. 2012 saw the release of several specimens of European hamsters, a landscaping programme began with the replacement of aging trees along toll roads and work continues on the biodiversity audit.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report59
Deployment of the ecodesign concept: Featuring an ecologically-friendly design, the Eco-pôle building makes use of environmentally-friendly materials, renewable energy systems and is designed to be energy efficient. It will be one of the first energy-plus buildings (BEPOS) in France. Construction work began this year and will be completed in 2013. As part of the eco-concept deployment, two prototypes were created for the Beauchêne sud and Chevrières rest areas. Making use of optimal environmental techniques and practices, these measures will be gradually extended to all rest areas. Improvements are underway on the sanefrest area, which will take into account environmental criteria such as waste sorting and wastewater treatment.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report60
8.1. Mitigation of climate change
The policy
Timeline of the response to climate change
2007abertis participates as a stakeholder
in the Catalan convention on climate change
2011- Celebration of the 17th UN Climate Change Summit
- abertis enters into the Carbon Disclosure Leadership Index
with 85/100 on the CDP Iberia 125
2008Elaboration of the abertis Energy Efficiency
and Savings Plan
2009
- Introduction into the Carbon Reduction Commitment
- Continuation of participation in the Carbon
Disclosure Project
2010
- Celebration of the 16th UN Climate
Change Summit
- Study on indirect emissions from motorway use
09/09/2012- Continuation and response to CDP
- abertis responds to the Bilan Carbon
legislation and Carbon Reduction Commitment
2012
Consumpton
•Optimize consumption
Recursos
•Hydraullic
•Energy
•Materials
Mitigation
•Mitigation of climate change
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report61
Performance
In 2005, abertis drafted its climate change mitigation strategy based on three
main tenets:
Optimised use of natural and material resources
Establishing the use of renewable energy and fuels with less
environmental impact
Extending the commitment to mitigate climate change to employees,
customers and suppliers.
After joining the project promoted by the Carbon Disclosure Project (CDP) in
2008, abertis has made significant progress in the management and
identification of risks and opportunities for the Group in the area of climate
change.
From a general perspective, efforts are being made to identify risks and
opportunities following the classification proposed by the CDP. These include risks
related to regulation, changes in the physical climatological parameters and
changes in other climate-related aspects, taking into account both direct and
indirect risks that may have an effect on customers or suppliers.
Accordingly, and in view of the influence of climate change on the various
activities carried out by the organisation, the following risks have been identified
that may be relevant to the Group:
Toll Roads: The approval of the new regulations on limits to atmospheric
contamination could have an occasional impact on traffic levels. Similarly,
changes in the pattern of precipitation could entail an increase in costs arising
from maintenance and traffic interruptions, along with the increased use of
materials needed for snow and ice removal.
The appearance of warmer and drier summers may cause problems on access
roads due to prolonged exposure to high temperatures, while the increase in
extreme weather events may increase interruptions to traffic, as well as damage
to facilities.
Telecommunications:Changes in weather patterns due to climate change, for
instance changing patterns of precipitation or the increase in the frequency of
extreme weather events, may cause damage to facilities and service
interruptions. Similarly, warmer and drier summers could bring about an increase
in the consumption of energy for air conditioning in centres.
Airports: One of the most important regulatory changes this past year was the
inclusion of emissions derived from aviation in the European Emissions Trading
System. The real impact has yet to be identified, although some studies predict a
potential rise in costs for companies which may be passed on to other
stakeholders.
The vulnerability of airport activities to weather events means that any risk
associated with climate change is a part of their day-to-day operations. Mild and
rainy winters tend to generate a greater number of foggy days; the higher the
number of foggy days, the greater the use of generators for lighting facilities.
Similarly, increased precipitation may cause flooding, an increase in operational
costs associated to lower visibility, a greater demand for maintenance, more flight
cancellations and the appearance of more birds. Warmer and drier summers may
entail an increase in energy consumption for air conditioning in terminals and an
increase in migratory birds.
A higher frequency in extreme weather events may cause damage to facilities,
flight cancellations, changes to flight plans and difficulties in accessing airports
which could bring about shortages of staff needed to address said weather
conditions. Greater amounts of snow and ice may entail an increase in the use of
chemical substances needed for deicing aircraft.
Yet the CDP also identifies potential opportunities related to climate change,
which it categorises in the same manner (opportunities arising from regulatory
changes, climate change and other climate-related parameters). It is therefore
important to understand that while extreme weather events may cause damage
to infrastructures, these cases may represent an opportunity to incorporate new
technological elements and materials in their construction.
Similarly, higher taxes associated with fuel and CO2 emissions may make
investment in new energy-saving technology more cost effective. Moreover, the
approval of new regulations, such as the Carbon Reduction Commitment,
represents an opportunity to enhance energy efficiency, reduce CO2 emissions
and improve positioning.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report62
Finally, an optimised use of natural resources constitutes one of the main
components in the fight against climate change. The implementation of new
information technology in the management of municipal resources will improve
the use of said resources and hence the demand for these services will increase.
In 2012, the companies that make up abertis implemented a number of actions
that aimed to reduce their environmental impact. These actions focused mainly
on the areas of lighting and air conditioning/heating, their aim being to improve
energy efficiency and reduce energy use, thus reducing the CO2 emissions
associated with this use. The main actions include:
Replacement of existing lighting with more energy efficient lighting.
Replacement of conventional ballasts with electronic ballasts.
Installation of high-efficiency power rectifiers.
Installation of flow regulators.
Implementation of a timed lighting control system.
Implementation of a timed HVAC control system.
Setting and optimising of building temperatures.
Disconnection of coolers during winter months.
Disconnection of primary air pre-treatment system in accordance with
exterior temperature.
Optimisation of boilers.
Closing of facilities during closing periods (e.g. closing the gym during
the holiday period).
Reduction in the amount of paper used in marketing materials and the
use of e-receipts.
Promoting the use of Via-T.
The source of emissions at abertis,in accordance with the Greenhouse Gas
Protocol(the most widely-used accounting tool for greenhouse gas emissions),
can be broken down into the following types:
Scope 1: Direct emissions originating from direct consumption of fuels
(natural gas, liquid fuel and liquefied petroleum gas).
Scope 2: Indirect emissions derived solely from electricity consumption.
The conversion factor for emissions derived from electricity consumption
varies according to the country where the electricity is generated, which
in turn depends on the energy sources said country uses to generate its
electricity.
Scope 3: Other indirect emissions resulting from abertis's activity, the
sources of which are not owned or controlled by the organisation. These
include emissions derived from the consumption of materials, water and
paper, management of the wastes generated, paper and cardboard,
glass and remaining fractions, and transportation of on-duty staff by air,
rail or bus. Under this last category, Orlando airport has only reported an
estimated figure for domestic flights. Stockholm airport has only
reported data on international flights and rail.
The carbon footprint is calculated using data on the consumption of energy and
other items (materials, water, etc.), and the amount of waste generated,
corporate travel and other items that are included in scope 3.
The data used in carbon footprint calculations are the same as those contained in
the report; this means that the limitations in the range of data presented in the
report and hence used in the footprint calculation will be reflected in the scope of
the CO2e emissions data. Information on elqui’s consumption of metal and
concrete, paper consumption data from rutas del pacífico, or water used by
elqui or rutas del pacífico have not been included.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report63
CO2e emissions in 2012 by country (tonnes)
Scope 1 Scope 2 Scope 3 Total Argentina 1,309.27 3.,972.83 76.89 5,358.99
Bolivia 578.32 5,708.84 154.59 6,441.76
Chile 2,453.24 3,116.96 421.87 5,992.07
Colombia 261.77 9.37 0.36 271.50
Spain 8,039.31 49,654.40 27,525.05 85,218.76
France 17,269.97 3,439.02 30,351.07 51,060.06
Puerto Rico 52.46 385.42 14.25 452.13
United Kingdom 6,356.20 28,032.24 530.43 34,918.87
Sweden 1,086.17 258.62 571.32 1,916.11
United States 337.12 5,942.39 25.23 6,304.74
Total 37,743.83 100,520.09 59,443.70 197,707.62
CO2e emissions in 2012 by business sector
Total emissions (tonnes)
Toll Roads Telecom Airports Central
Scope 1 26,191.78 2,904.43 8,619.58 28.04
Scope 2 22,146.99 36,421.47 39,951.46 2,000.17
Scope 3 55,442.81 2,480.76 1,281.94 494.75
Total 103,781.58 41,806.66 49,852.98 2,522.96
Emissions according to turnover (tonnes of CO2e per million €)
Toll Roads Telecom Airports Central
Scope 1 8.79 7.58 32.80 5.02
Scope 2 7.43 95.01 152.02 357.75
Total Scope 34.82 109.06 189.69 451.26
Emissions by activity
Toll Roads
(t CO2e/ADF) Telecommunications
(t CO2e/Technical Centre))
Airports
(t CO2e/Thousand
PAX)
Scope 1 1.24 0.04 0.37
Scope 2 1.05 0.50 1.72
Total Scope 4.92 0.57 2.14
Evolution of CO2e emissions
CO2e Emissions (t) 2010 2011 2012 Scope 1 39,979.78 37,461.68 37,743.83
Scope 2 113,673.61 101,339.91 100,520.09
Scope 3 170,492.13 146,521.80 59,443.70
Total 324,145.52 285,323.39 197,707.62
Per million € turnover
scopes 1 and 2 41.51 39.05 38.07
Per million € total turnover 91,20 80,26 54,50
In 2012, the emissions reported by abertis decreased with respect to the
previous year, falling by 31% in absolute terms and 32% relative to turnover.
This reduction is mainly found in scope 3 due to the decrease in the consumption
of materials as fewer construction projects were carried out in 2012 on toll roads.
If scopes 1 and 2 are taken into account, direct energy consumption and indirect
consumption of electricity, the figure (relative to turnover) fell 2.5% with respect
to the previous year, which indicates improved energy efficiency.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report64
Evolution of emissions by business sector
2010 2011 2012 Evolution
2011-2012
Toll Roads (t CO2e/ADF) 9.40 8.58 4.92 -48%
Telecommunications (t CO2e/Technical Centres) 0.86 0.56 0.57 2%
Airports (t CO2e/Thousand PAX) 2.59 2.20 2.14 -3%
Of note is the decrease in emissions from toll roads owing mainly to the decrease
in materials consumption. The increase seen in telecommunications is due to the
inclusion of new data in scope 3, attributable to worker travel and other
parameters, as indicated by the data relating to activity. This figure takes into
account scopes 1 and 2, which is 0.54 t of CO2e per technical centre, representing
a reduction of 3.5% over the previous year.
Evolution of CO2e emissions by country
Evolution of CO2e emissions by business sector
Evolution of CO2e emissions by source
0
50.000
100.000
150.000
200.000
250.000
300.000
350.000
2010 2011 2012
t. C
O2
eq
Spain
United Kingdom
United States
Sweden
Bolivia
Colombia
Chile
France
Puerto Rico
Argentina
0
50.000
100.000
150.000
200.000
250.000
300.000
350.000
2010 2011 2012
t. C
O2
eq
Central services
Airports
Telecommunications
Toll Roads
0
50.000.000
100.000.000
150.000.000
200.000.000
250.000.000
300.000.000
350.000.000
2010 2011 2012
t. C
O2
eq
Natural gas
Diesel grade C
Biofuel
Diesel grade A
Petrol
LPG
Electricity
Air trips
Train trips
Bus trips
Car trips
Materials
Waste
Water
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report65
The business units of abertis monitor and check regulations relating to
atmospheric emissions (boilers, vehicles, generators, etc.) existing in the
countries where the Group operates and analyse compliance with the
requirements stipulated in said regulations. Depending on the activity carried out,
atmospheric emissions are evaluated by the companies as a significant
environmental aspect. In the case of autopistas del oeste and sabsa, Luton,
Stockholm Skavsta and Belfast airports, a number of atmospheric pollutants are
monitored, including NOx, CO and PM10.
Water consumption 17
The source of water consumption in the business units includes own sources
(mainly wells) and water supply companies. In 2012, 72% of the water consumed
came from a water supply company and 21% from wells.
Water consumption in relation to sector
Toll Roads
(m3/ADF) Telecommunications
(m3/Technical centres)
Airports
(m3/Thousand
PAX) 2010 26.81 0.13 21.52
2011 27.94 0.11 17.63
2012 18.24 0.12 18.66
Trend in water consumption in abertis
17Data from rutas del pacífico and elqui have not been included, nor was the water consumption of
channels and reservoirs located on the AP7/AP2 acesa network.
Water consumption by sector
Water consumption in relation to turnover, by business sector
The variation observed in toll road water consumption, which fell by 38%, is
mainly due to the AP68 Ebro network's exclusion of water consumption figures
from service areas that had hitherto been included. Overall, a slight increase was
observed, which was more accentuated in the case of telecommunications.
307
295
232
0 100 200 300 400
m3/million EUR turnover
2012
2011
2010
17.070
603.620
8.231
463.114
13.249
619.908
8.008
407.032
14.607
384.492
9.095
434.349
0
200000
400000
600000
800000
Central services Toll roads Telecommunications Airports
m3
2010 2011 2012
4.457
209 19
2.046 1.797
213 20
1.697
2.613
129 24
1.653
0
1.000
2.000
3.000
4.000
5.000
Central services Toll roads Telecommunications Airports
m3
/m
illi
on
EU
R t
urn
over
2010 2011 2012
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report66
Energy consumption
The main source of energy for the Group is electricity, which in 2012 represented
72% of the energy consumed by the companies included in this report.
Distribution of energy consumption
Electricity
The consumption of electricity shown for Central Services corresponds both to
electricity consumed at the corporate offices, located in the Parc Logístic de la
Zona Franca,and electricity used in Castellet castle, the headquarters of the
abertis foundation.
Electricity consumption in relation to sector
Toll Roads
(MWh/ADF) Telecommunications
(MWh/Technical centres)
Airports
(MWh/Thousand
PAX) 2010 5.09 3.37 4.09
2011 5.16 2.17 3.79
2012 5.41 2.08 3.76
Evolution of electricity consumption at abertis
Electricity consumption by business sector
Electricity consumption in relation to turnover, by business sector
Electricity consumption figures have remained practically steady in absolute
terms, showing a slight decrease in all activities in relation to turnover. The
variation in the central services figure is due to the change in turnover, since in
absolute terms, this figure showed a slight decrease. This report includes the
72,46% 6,03%
21,08% 0,43%
0% 20% 40% 60% 80% 100%
Electricity
Natural gas
Liquid fuels
LPG
119
105
100
0 20 40 60 80 100 120 140
MWh/million EUR turnover
2012 2011 2010
8.904
114.724
212.784
88.103
8.498
114.397
162.489
87.499
8.405
113.999 153.046
87.554
0
50.000
100.000
150.000
200.000
250.000
Central services Toll roads Telecommunications Airports
MW
h
2010 2011 2012
2.325
40
485
389
1.152
39
404 365
1.503
38
399
333
0
500
1.000
1.500
2.000
2.500
Central services Toll roads Telecommunications Airports
MW
h/
mil
lion
EU
R t
urn
over
2010 2011 2012
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report67
electricity consumption data for rutas del pacífico which could not be included in
the 2011 report as it was unavailable.
If the relative values by activity are taken into account, a decrease is observed
except in the case of toll roads, whose data was affected by the decrease in
activity.
Natural gas
The Group's airports represent the main consumers of natural gas, accounting for
80% of the total natural gas consumption.
Natural gas consumption in relation to sector
Toll Roads
(MWh/ADF) Telecommunications
(MWh/Technical centres) Airports
(MWh/Thousand
PAX) 2010 0.263 0.004 1.105
2011 0.241 0.002 0.962
2012 0.278 0.002 1.037
Evolution of natural gas consumption in abertis
Natural gas consumption by business sector
Natural gas consumption in relation to turnover, by business sector
In absolute terms, natural gas consumption has increased in the various business
units except for central services, with toll roads and telecommunications
experiencing the greatest increase (10%). If consumption is viewed in relation to
turnover, values have remained steady with a slight decrease of 1% in airports.
8,43
7,81
8,32
0 2 4 6 8 10
1
MWH/million EUR turnover
2012
2011
2010
20
5.921
255
23.766
21
5.343
162
22.221
22
5.870
178
24.142
0
5.000
10.000
15.000
20.000
25.000
30.000
Central services Toll roads Telecommunications Airports
MW
h
2010 2011 2012
5 2 0,58
105
3 2 0,40
93
4 2 0,46
92
0
20
40
60
80
100
120
Central services Toll roads Telecommunications Airports
MW
h/m
illion
EU
R t
urn
over
2010 2011 2012
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report68
Liquid fuel
The main consumer of liquid fuels in abertis is its fleet of vehicles, which
accounts for 84% of the total consumption.
18Liquid fuel consumption by business sector
Liquid fuel consumption in relation to business sector
Toll Roads
(litres/ADF) Telecommunications
(litres/Technical Centres) Airports
(litres/Thousand
PAX) 2010 373.95 22.05 83.68
2011 350.69 15.58 86.68
2012 387.90 14.53 63.47
18The 2011 figure for Skavsta was modified as a variation was detected in the data.The liquid fuel
consumption data for rutas del pacífico and the mobile sources for elqui were excluded as estimation of
these amounts was not possible.Gasoline consumption at Orlando was not included.
Liquid fuel consumption in relation to turnover, by sector
Trend in liquid fuel consumption in abertis
The absolute values of fossil fuel consumption increased over 2011 in toll roads
(5%) and central services (33%), while a decrease was observed in airports
(26%) and telecommunications (8%). A similar trend was seen both in
consumption in relation to turnover, with reductions of 33% in airports and 4% in
telecommunications, and by activity, where the three business units show
decreases: 27% in airports, 7% in telecommunications and 11% in toll roads.
6
8.421
1.391 1.801
7
7.780
1.164
2.001
9
8.177
1.067 1.478
0
1.500
3.000
4.500
6.000
7.500
9.000
Central services Toll roads Telecommunications Airports
Th
ou
san
d o
f li
res
2010 2011 2012
1.634
2.919 3.169
7.956
898
2.678 2.895
8.345
1.570
2.744 2.783
5.622
0
1.500
3.000
4.500
6.000
7.500
9.000
Central services Toll roads Telecommunications Airports Lit
res /
million
EU
R t
urn
over
2010 2011 2012
3.269
3.081
2.954
0 500 1.000 1.500 2.000 2.500 3.000 3.500
litres / million EUR turnover
2012
2011
2010
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report69
Consumption of materials
The materials which are used the most at abertis are those used in toll road
construction and maintenance (asphalt conglomerates, aggregates and concrete)
as well as salt utilised for deicing in airports and toll roads.
Material consumed
(t)* 2010 2011 2012 % recycled
material
consumed
Aggregates 2,189,623 2,164,909 1,073,683 22.34%
Asphalt 866,396 788,079 546,914 0.75%
Concrete 303,501 333,420 148,453 20.05%
Metal 27,225 19,722 6,057 0.00%
Paint 12.636 2.566 1.735 0,00%
Paper 261 262 203 22,22%
Salt 151.057 30.780 46.751 0,00%
Antifreeze and de-
icing fluid 1.697 2.318 117 0,00%
* Consumption of concrete and metals by elqui have not been included, nor have the data
on paper consumption from rutas del pacífico as no reliable data exists on the quantities
used.
The reduction in consumption of asphalt aggregates and conglomerates with
respect to 2011 is mainly attributable to the decrease in construction works on
tolls roads operated by abertis.
In addition to the materials found in the above table, in 2012 266.15 tonnes of
tack coat was consumed by SpanishToll Roads and 80,658 tonnes of soil was
used by French Toll Roads.
Consumption of antifreeze and deicing fluids in airports
Metric tonnes* Aeroplanes Runways Total
2011 2012 2011 2012 2011 2012
Type 1 deicing fluids
528 296.9 467 516.2 995 813.1
Type 4 antifreeze fluids
31 68.1 0 0.00 31 68.1
Total 559 365 467 516.3 1,026 881.2
*2011 data was recalculated to take into account a density of 1.04kg/l instead of 1kg/l.
The consumption of salt and deicing fluids is directly related to the weather seen
during the winter months, hence the significant differences between periods.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report70
Practical experience
Energy saving and efficiency plan
The business units of abertis continue to work on optimising and reducing energy consumption derived from their activities, to improve energy efficiency and reduce their
carbon footprints. The main actions carried out in this regard in 2012 are detailed below:
Central services
The abertis foundation continues to apply its environmental best practices to its day-to-day activities, replacing all burnt-out light bulbs with low-energy lights.
serviabertis, in turn, has implemented a number of actions related to lighting, heating and air conditioning in buildings. The following measures have been implemented: A schedule has been designated for air conditioning/heating and lighting in accordance with building activity.
Disconnection of coolers during winter months and of the primary air pretreatment system according to outdoor temperatures.
Optimisation of temperature settings in offices, designation of settings in gymnasium air conditioning/heating regulators and separate control systems for auditoriums.
The closing of facilities during periods of non-activity (e.g. vacation periods)
Implementation of energy savings measures for Data Centre air conditioning in accordance with service requirements
Toll Roads
During 2012, SpanishToll Roads replaced existing lighting fixtures with more efficient fixtures, installed flow regulators and carried out a number of awareness-raising
initiatives as part of the Aristos campaign. French Toll Roads continues its implementation of new electronic toll gates in its road network, and autopistas del oeste, in
addition to various communication campaigns regarding best practices oriented to employees (posters, computer screen messages, etc.), has created a specific energy
efficiency programme.
Telecommunications
The measures implemented by the telecommunications branch were mainly geared towards energy consumption in lighting, attaining greater efficiency through the
following measures:
Replacement of conventional ballasts with LED ballasts in a centre, as a pilot test.
Improvement of lighting at an office in San Sebastian:
o Replacement of incandescent light bulbs with compact, first-generation fluorescent light bulbs.
o Replacement of 100 W halogen lights with 11 W LED lights.
o Use of high-efficiency fluorescent lights.
o Replacement of conventional ballasts in fluorescent lamps with electronic ballasts.
o Replacement of mercury-vapour lamps with metal-halide lamps.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report71
Replacement of existing power rectifiers with high-efficiency rectifiers in 10 centres.
Improvement in heating/air conditioning at the Carrascoy centre.
Study of energy efficiency of the Tres Cantos building to identify potential efficiency actions to implement in lighting and heating/air conditioning systems.
Airports
Belfast airport replaced its restroom lighting with LED lighting and implemented a consumption monitoring system which provides more detailed information to increase
energy efficiency.
Improved access to airports
Airport accessibility, either via public or private transportation, is an important part of airport management, as are the impacts it has on mobility. That is why, throughout
2012, a variety of measures were implemented to improve the surface access of airports. The measures implemented at London Luton, Cardiff and Stockholm Skavsta are
detailed below: Luton airport surface access strategy
2012 saw the final approval of Luton Airport’s surface access strategy, once the public consultation period lasting from November 2011 to January 2012 had closed and the
inputs to the consultation process had been studied. The strategy views communication with the various stakeholders as an important element and that is why its content
was agreed upon with stakeholders during the public consultation process.
The strategy, which will be implemented from 2012 to 2017, contains two basic objectives:
To increase the number of passengers arriving to or leaving Luton airport by way of public transport by more than 40%.
To reduce airport staff who commute by private car to 60% or less.
To achieve these objectives, the strategy includes a number of actions. In 2012, the following were implemented: Working with the Luton Council to draft a marketing strategy that incentivises passengers and airport staff to use public buses.
Supporting the bus operator to improve the service by improving timetables or increasing the frequency of buses, and supporting the rail company in order to increase express train frequency to two trains per hour.
Creating a work group to study capacity and adapted stops in the terminals for individuals with reduced mobility.
Offering priority parking spaces for carpooling.
The strategy's drafting, approval and subsequent implementation was carried out through the Airport Transport Forum. Members of the forum include individuals who
represent road and transport authorities, public transport operators and members of the Luton Airport Consultative Committee. To monitor strategy measures, a set of
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report72
indicators have been defined that will help assess implementation and the effects of the actions undertaken.
Improvement to the bus service between Cardiff train station and airport
The bus service running between the Cardiff train station and airport was improved. This measure involved the addition of a new stop in the St. Athan business district,
thereby linking this major economic area to the airport.
New access road to Stockholm Skavsta airport
The Stockholm Skavsta airport now has a new access road which includes a special lane for pedestrians and another for bicycles, which are physically separated from the
roadway.
Promotion of Via-T and carpooling
In order to reduce emissions arising from the use of private vehicles on motorways, abertis continued promoting two services during 2012: carpooling and Via-T.
Carpooling: In 2011, abertis launched its website www.autopistas.com, offering those interested in sharing their vehicle the opportunity to contact other interested drivers. Since its launch, the service has been used by more than 10,000 people. Long-distance routes are the most requested, in particular those running between Barcelona and Madrid (27%), Madrid and Valencia (23%), Malaga and Madrid (15%) and between Malaga and Valencia (15%). The service is also used for trips within cities. In Madrid, 251 users shared their vehicles on 115 routes, and in Catalonia, 525 users shared 330 routes.
Via-T: This payment system is a measure which helps reduce emissions from vehicles travelling on motorways. That is why abertis has been promoting this payment system among its toll road users for several years. Both the proportion of payments made through Via-T and the proportion of revenue from payments made via this system have increased in recent years, with 2012 seeing an increase of 3% and 5% respectively.
2010 2011 2012 Average Via-T payments on toll roads 32% 33% 34%
Via-T revenue 36% 37% 39%
To further promote the use of Via-T as a payment method, the following actions were undertaken in 2012:
Agreement between abertis toll roads and Saba
abertis toll roads and Saba jointly launched a campaign during the Christmas season to advertise and promote the use of Via-T. This electronic payment system allows users to travel without interruption, and now users can also park their vehicles without stopping or collecting a receipt.
Via-T customers who signed up for this campaign obtained 10 euros as a gift towards toll roads and a 5% discount on car parks; Saba Via-T customers obtained 20 euros towards tolls and 10 euros and additional discounts for use at Saba car parks.
Since this system had previously only existed as a payment system at car park exits, the launch of the campaign was timed to coincide with the implementation of
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report73
the system at entrances to Saba’s Barcelona car parks. Before this campaign was launched, a pilot test was conducted in Barcelona. Its results showed that Via-T is used in car parks more than 40% of the time and 50% in the case of subscribers. Pilot tests were also conducted in the city of Santiago de Chile.
Migration of professional cards to Via-T
In an effort to reduce the high incidence of fraud that occurs in the use of professional cards issued by non-financial institutions (which are easier to falsify), abertis toll roads, along with a number of non-financial institution card issuers, implemented a measure to replace these cards with Via-T cards.
As of 1 January 2013, professional cards issued by non-financial institutions will not be accepted as a form of payment for vehicles with a maximum authorised mass (MAM) equal to or higher than 3.5 tonnes. It is hoped that this change will reduce payment fraud and increase the flow of heavy vehicles through toll gates. To favour acquisition of the Via-T card by carrier companies, the card includes discounts and advantages. This initiative was accompanied by a major communication campaign which included the following actions:
o Mailing to national and international transport associations, and design of mailing items for non-financial institution card issuers.
o Publicity with transportation company associations, chambers of commerce, the Association of Spanish Toll Roads, Tunnel, Bridge and Toll Gate Operators, etc.
o Press release for specialised press in Spain and France.
o Reports in specialised magazines.
o Communication via specialised blogs and forums and on sites run by abertis toll roads, in addition to distribution of information flyers at all abertis toll road stations.
Between December 2011 and December 2012, the proportion of payments made using cards issued by non-financial institutions fell from 41% to 26% and payments made using the Via-T system rose from 59% to 74%.
Incentives for vehicles on the AP-2
Due to the high rate of accidents occurring on national motorway 2 between Fraga and Zaragoza, and in particular between Pina and Alfajarín, abertis toll roads signed an agreement with the Regional Government of Aragon and the Ministry of Public Works to offer incentives to drivers using the AP-2 between these two points. Drivers are offered the following incentives:
o Free toll for heavy vehicles between Pina and Alfajarín and discount of 50% between Fraga and Zaragoza, provided that the driver has a Via-T card.
o Free toll for return trips for light vehicles, on any route between Fraga and Alfajarín, provided drivers have a Via-T card and are returning within a 24-hour period.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report74
8.2. Waste and wastewater management
The policy
abertis’s main objective with regard to waste is to reduce the amount generated
and improve its management, prioritising reuse and recycling. Another objective
for abertis is to constantly improve its wastewater treatment and quality.
Performance
Waste generation at abertis has decreased by 68% in relation to the previous
year, down to a total of 176,96719 kg, mainly due to a reduction in construction
work and the waste generated by the same. As regards waste generation and
treatment data, French Toll Roads has changed its criteria in the calculation of
this figure with an aim to making the data more exhaustive. This fact, along with
the seasonality of waste collection by authorised waste treatment companies, has
influenced the waste treatment figures, which decreased in relation to the
previous year.
Evolution of waste generation and treatment
19This figure does not include data from codad, sabsa or Orlando
.
Hazardous Tonnes
generated % treated
TOTAL HAZARDOUS 2,443.26 44%
Used solvents 4.82 18%
Used mineral oils 35.28 57%
Paints, varnishes, inks and adhesive wastes 5.07 22%
Mixed chemical waste 13.36 88%
Oil-water emulsion sludges 2,049.08 36%
Scrapped vehicles (vehicles) 192.26 100%
Scrapped electrical and electronic equipment 97.23 85%
Batteries and accumulators 35.64 49%
Scrapped parts and equipment 10.51 31%
Non-hazardous Tonnes
generated % treated
TOTAL NON-HAZARDOUS 174,452.62 21%
Waste metal (except packaging) 2,026.65 72%
Metal packaging 57.36 32%
Glass packaging 143.87 99%
Paper and cardboard waste (except packaging) 702.10 92%
Paper and cardboard packaging 65.60 40%
Waste rubber 223.35 51%
Waste plastic (except packaging) 169.69 58%
Plastic packaging 54.08 99%
Waste wood 3,386.33 98%
Scrapped electrical and electronic equipment 7.41 63%
Organic waste 1,528.47 55%
Domestic waste and similar 8,178.96 22%
Common dry sludge 200.00 0%
Common wet sludge 6,934.43 20%
Construction and demolition waste 150,772.77 18%
Other chemical preparation waste 1.55 0%
In addition to the waste types contained in the table above, there were other
types disposed of by the Luton airport: 3 refrigerators, 2 computer monitors, 14
units of contaminated solids containing chemical waste (12 containing oil and 2
containing flammable liquids).
153,671 ( 87% )
386,088 ( 70 % )
37,420 ( 21 % )
176,825
553,678
176,896
0 100.000 200.000 300.000 400.000 500.000 600.000
2010
2011
2012
Recovered waste (tonnes) Total waste (tonnes)
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report75
Waste treatment differed across business units. For both hazardous and non-
hazardous waste, treatment generally consisted of recycling or recovery by way
of incineration and energy recovery.
Waste generated on international flights
Special mention should be made concerning waste generated on international
flights, since these types of waste are subject to special laws in the case of
Belfast, Cardiff, London Luton, Orlando and sabsa airports. The purpose of this
legislation is to prevent the spread of communicable diseases across borders.
Treatment of this waste varies according to the airport: at Belfast, it is compacted
and later transported to a landfill site or recycling plant; in Orlando, it is
incinerated; in Stockholm Skavsta it is sent to a landfill or incinerated; and at
Cardiff and Luton it is handled by companies subcontracted by the airlines. Luton
and sabsa airports do not have data on waste generated on international flights.
Airports 2012
(tonnes) 2011
(tonnes)
Belfast International 248 241
Cardiff International 65.6 64
Orlando Sanford-US/SBF 90.7 122.8
Stockholm Skavsta 57.4 58.7
TOTAL 461.8 486.5
Wastewater treatment methods
The activities of the various business units of abertis mostly generate
wastewater whose low pollutant load means they can be assimilated with
domestic waste. There are certain areas, e.g. workshops or industrial buildings,
which generate wastewater from cleaning activities that may contain oils,
hydrocarbons or other substances. The toll roads generated 62,141.60 cubic
metres of wastewater.
Wherever facilities are not connected to a public sewage system, they use one of
a number of wastewater treatment systems, including septic tanks, OMS wells,
fuel settling tanks or purifiers. 2012 saw a number of wastewater-related
improvements, such as the connection of the AP-68 service area to the public
sewage system, a feasibility study on the connection of the Logroño and Igay
service areas to the public sewage systems, and the installation of biofilters at
certain toll gates for the treatment of wastewater before it is discharged. abertis
telecom fitted overfill warning systems in two more septic tanks.
Wastewater testing is carried out by Iberpistas, the AP-68 Network, the AP7
aumar Network, autopistas del oeste and Belfast and sabsa airports. In the
case of Cardiff airport, wastewater is tested by the Environment Agency, which
reports its findings to the airport whenever contaminant levels exceed the limits
stipulated by law. No reports were received in 2012.
Belfast and Cardiff airports, along with sanefand apr toll roads, are subject to
the national rainwater regulations of the countries where they are located. In
those cases where there are no regulations, the airports have the Environmental,
Health, and Safety Guidelines for Airports of the International Finance Corporation
(IFC) organisation, which cites the measures to perform in order to reduce the
environmental impact of rainwater.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report76
Practical experience
Improved wastewater management
In 2012, the Haro Toll Area was connected to the municipal water supply and sewage network. Previously, the water used in cleaning and domestic activities by the toll
area was collected in an underwater well and later purified. Wastewater was discharged into a septic tank which served as a primary settling tank, before being
discharged into the public waterway.
Given the increasingly difficult and costly treatment of this wastewater owing to the high concentration of dissolved salts in the soil and the mandatory connection to a
sewage system wherever possible, the decision was taken to connect this area to the Haro municipal water system.
This construction work has improved the quality of the supply water and reduced the environmental impact of discharging wastewater into public waterways.
Re-use of electrical and electronic waste
In 2012, abertis signed a collaborative agreement with Revertia which sets out an integrated electrical and electronic waste (WEEE) management service in which
Revertia will be responsible for collecting this waste. Revertia repairs all equipment that can be repaired and sends it to charitable organisations. The rest of the waste is
treated by an authorised waste service.
In 2012, Revertia removed a total of 3.5 tonnes of WEEE waste from abertis facilities, 86% of which were CPUs, 3% printers and 11% screens and monitors. Of this
waste, 12% of the CPUs were re-used, as were 56% of the screens and monitors. By extending the useful life of this equipment and making it reusable, the Group
avoided 133 kg of CO2 emissions. The re-used equipment was donated to four projects run by two organisations in the region of Galicia: Proyecto Hombre and the
Provincial Association of Pensioners and Retirees of A Coruña.
E-receipts
For some years now, abertis has been encouraging its customers to replace paper receipts with electronic receipts. In 2011, electronic receipts accounted for 45% of the
total receipts issued, and in 2012 this figure increased to 60%.
Over the course of 2012, new campaigns were launched to promote e-receipts, including the design of a single, downloadable receipt in various regional languages, the
design of the webpage and another communication campaign targeted to customers. A total of 773 calls to private and business customers were made as part of this
campaign. Of these, 29% requested the change to electronic receipts.
The move to electronic receipts has the following advantages:
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report77
A reduction in resource consumption (paper, toner, electricity, etc.) and a reduction in paper waste on the part of customers.
Clients have better, faster and more convenient access to information on journeys made on abertis toll roads.
Unified invoicing from all the Group's concessionaires.
Updated customer database.
Promotion of the abertis toll roads website which offers customers other useful travel information.
Implementation of a surface water management plan at Luton
Developed by Luton airport and subject to an annual review, the surface water management plan serves to document the risks associated to the airport surface water
drainage system and designate the means to monitor and review short- and long-term trends in these risks.
The airport uses its own installations for water supply and drainage, while surface water is managed directly by the airport. In 2007, the airport commissioned a study to
determine the exact conditions of the airport’s surface water networks, as well as any improvements needed. Since 2007, various projects have been carried out to
improve surface water management.
The first phase of the plan consisted of analysing the extent of surface water coverage, oil settling tanks and catchment areas, and identifying any related information
gaps. During the second phase of the project, in collaboration with the Environment Agency, a letter was sent to companies operating on the airport grounds requesting
information regarding the storage of chemical substances which could potentially contaminate surface water. According to the information they provided, each company
was associated to an initial risk, on the basis of 3 criteria: The volume of chemical substances in storage.
The frequency at which the company operates in areas in which there is a risk to surface water.
The existence of substances that could be harmful to health.
Once these companies were classified, visits were made to their storage facilities to see stored products and control measures. Based on these observations, a risk level
was assigned (1 to 6) which was calculated using the frequency of occurrence and severity of risk. After studying the conditions of the facilities and the results from prior
phases, a number of priority areas needing action in 2012 were identified, and a plan was defined to enable ongoing improvement of surface water-related aspects,
promote best practices in accordance with environmental legislation and ensure progress in implemented and future related measures. This process is the same as that
defined as part of the environmental management system already in place at the airport.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report78
8.3. Biodiversity management
The policy
As part of its commitment to environmental conservation, abertis's CSR strategy
includes a number of actions that seek to minimise the impact of its
infrastructures on biodiversity, ensuring its conservation and revitalisation.
Performance
One of the environmental impacts of the activities carried out by abertis is its
impact on biodiversity in the areas where the Group’s infrastructures are located,
which is mainly a result of land occupation. This impact is greater in toll road and
telecommunications activities, as in certain cases, parts of the infrastructures are
located in protected areas. The following data shows the toll road kilometres and
the surface areas of telecommunications centres located in protected areas:
116.9 km of the toll roads managed by abertis in Spain pass through
the Natura 2000 Network.
349.6 km of the motorways managed by sanefin France pass through
protected areas.
2.2 km of the motorways managed by abertis in Puerto Rico
(corresponding to the Tedoro Moscoso bridge) pass through protected
areas.
6.3 km of toll roads managed by abertis in Chile.
83,509.5 m2 of protected areas contain some facilities managed by
abertis telecom.
Main impacts on biodiversity in toll roads, airports and
telecommunications
Alteration and fragmentation of the area
Species dispersion
Effects on waterways
Elimination of natural spaces
Risk of habitats being destroyed
Damage to flora and fauna
Increased noise
Increased light pollution
Visual impact and impact on the landscape
Wildlife collisions with aircraft
Main conservation measures that have been implemented
Ensure the permeability of the infrastructure by building bridges or wildlife
passages Installation of noise barriers
Corrective measures affecting wildlife
Conservation of sensitive areas through specific measures such as the
creation of refuge areas for birds, mowing and limited application of
pesticides
Planting of indigenous flora
Revegetation and restoration of landscapes 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, and protection against birds of prey
Measures for preventing forest fires
Annual cleaning of drains and provision of pollution containment ponds
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report79
The number of collisions between aircraft and birds is an indicator that can be
used to examine an airport's impact on the biodiversity of the area in which it is
located. Policies on grass height maintenance contribute significantly to the
reduction of birds around airports.
The airports keep a record of the number of accidents of this type which occur
annually, save for Colombia and Orlando, which have no management policy in
place to deal with events of this type and hence no information on these
accidents are available.
Airports Total no. of
strikes No. strikes/
annual flights Strikes/
10,000 aircraft
movements
2011 2012 2011 2012 2011 2012
Belfast 32 62 0.0006 0.0011 5.98 10.83
Cardiff 19 16 0.0006 0.0006 6.35 5.96
Luton 32 26 0.0003 0.0003 3.22 2.63
sabsa 0 0 0 0 0 0
Stockholm Skavsta
35 0 0.0011 0 11.21 0
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report80
Practical experience
sanef biodiversity audit
The biodiversity audit is part of the “Paquet Vert” programme, which includes biodiversity protection as one of its 6 main lines of action. In addition, sanefsigned an
agreement in 2011 with the 2011-2020 National Biodiversity Strategy (ENB). As part of its commitment, sanefdecided to conduct a biodiversity audit between 2010 and
2012. The aims of this audit were: To identify the natural heritage in and around saneftoll roads.
To identify and prioritise actions in the area of biodiversity.
To consolidate a biodiversity conservation, management and use plan.
To integrate this plan of action in the drafting of the Regional Ecological Coherence plans.
The project was implemented in three phases. The methodology was developed in the first phase, field studies were conducted during the second phase and in the third
and final phase an action plan was defined and the audit report drafted. In 2010 a series of areas requiring measures were identified and prioritised. A total of 29 spaces
were identified. This identification was performed using studies available on the network and interviews with the main stakeholders in the areas where saneftoll roads are
located.
In 2011 and 2012, field studies were carried out. These were conducted with the help of local partners working as observatories of the natural areas in certain regions.
The main studies carried out include: Analysis, monitoring and management of natural areas in the Isques interchange station, an area which is home to a variety of rare and protected species.
Study of species and habitats in important rest areas in Pèlerins and la Croisette.Many species were identified, including a number of noteworthy species of butterflies.
Study of wildlife trails around different roads.50% of wildlife passages have a moderate to good level of functionality.
Assessment of the ecological function of the A4 toll road for bats in the Sommedieue forest.18 species of bat were identified around this road.
Diagnosis of the interest of green zones on the A4 for birdlife in the Ardre valley region.27 bird species were identified, some of which use the areas for nesting and food.
Study of amphibian populations in the Vernier Marsh.Six amphibian species were observed in the area, of which two were observed to be in a good state of conservation.
A number of stakeholders participated in the biodiversity audit, such as Nature Parks, environmental organisations and natural area observatories. To keep these
organisations informed and ensure their participation, sanefdefined two supervising bodies:a steering committee which provided scientific support, consisting of a
representative from the National Museum of Natural History, a representative of the National Federation of Parks and Gardens, a representative of the Environmental
Protection Association, a representative of the Federation of Natural Space Conservationists, and a technical committee made up of local experts from the network of
associations and from the academic and technical fields.
The strategy that will be used to evaluate the defined biodiversity will seek to improve the biodiversity of the region surrounding the saneftoll road network. The strategy
is founded on 4 main principles which include 24 separate actions:
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report81
Management of infrastructure in a manner that is respectful of the natural environment.
Ensuring permeability of infrastructures.
Developing and sharing knowledge relating to biodiversity.
Collaborating with interested parties and fostering communication with the general public with an aim to involving them in biodiversity conservation.
Promotion of biodiversity around toll roads
Motorways have an impact on the biodiversity of the areas where their infrastructures are located. To minimise this impact and foster conservation of the biodiversity
founds in these areas, Spanish Toll Roads has implemented a variety of actions on the AP-7 north toll road. Specifically, the actions carried out were:
Hydroseeding of an area measuring 1,055,600 m2.
Installation of 80 km of noise-absorbing road surfaces to reduce noise.
Planting of 82,396 trees and 54,889 shrubs.
Installation of 8,343 linear metres of artificial noise barriers.
Creation of 43,451 m2 of water naturalisation ponds under the viaduct.
Installation of 13,354 linear metres of earth mounds to reduce noise.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report82
8.4. Noise management
The policy
abertis’s objective with regard to noise pollution is to minimise the impact from
noise generated by the company’s activities, prioritising impact reduction for local
communities.
Performance
For abertis,the noise pollution arising from its activity represents an
environmental impact, especially in the case of the toll road and airport business
units. In an effort to reduce the impact of noise from airports and toll roads on
the natural environment and the community, a variety of actions have been
carried out in recent years. Although noise pollution is not one of the main
impacts of telecommunications centres, abertis has soundproofed a number of
its technical centres. In 2012, seven centres were soundproofed.
In the case of toll roads, measures included the creation of noise maps, the use
of low-noise asphalt and the introduction of noise barriers, in addition to
awareness campaigns for toll road users. abertis also monitors the noise impact
of the toll roads it manages. The following table lists the proportion of abertis toll
roads, as a percentage of total kilometres, which have been tested to determine
the acoustic impact of the infrastructure.
2010 2011 2012
Km of toll road 58% 67% 66%
The airports, in turn, have also implemented measures to reduce their acoustic
impact on their environment:
Airport Actions performed Belfast International -Definition and implementation an Environmental
action plan in accordance with European Directive
on noise pollution 2002/49/CE Cardiff International -Definition of preferential noise routes
-Motor vehicle restrictions
-Low-power taxiing during take-off and landing of
aircraft
-Grants for sound-proofing homes most affected by
noise London Luton Airport - Noise generated by aircraft monitored via three
units installed in the airport and a mobile unit for
monitoring noise in local communities
- Definition of a night noise reduction policy
- Publication of a noise action plan in January 2012
- Information on its website via TraVis on routes
which are being used by aircraft. Stockholm Skavsta
- Use of structured flight routes
- Soundproofing of buildings most effected by noise
pollution.
At Orlando and sabsa airports, noise pollution is managed by the Sanford and
DGAC Airport Authorities respectively.
Luton airport publishes an annual report which contains all the data relating to
noise testing and analysis, with data on the number of days on which noise limits
were exceeded, the surface area and number of persons affected by different
noise levels and complaints received, along with other statistics.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report83
Practical experience
Impact of airport noise
The noise generated by airport activity is one of the main impacts these infrastructures have on the environment and surrounding communities. The airports managed
by abertis have implemented numerous actions to reduce this impact. These actions included consultation on airways with members of the community, the definition
of preferential noise routes, noise monitoring and the definition and implementation of a noise action plan.
An important aspect in this regard is to maintain a direct line of communication between the airport and the community. That is why, in addition to the usual channels
of communication (telephone, email, website and information counters) and meetings with local organisations, Cardiff, Luton and Belfast airports have also formed
specific Committees or consultative forums.
Over the course of 2012, a total of 948 airport noise-related complaints were received. 100% of these complaints were processed and dealt with by the airports. The
table below details the complaints received and processed by the airport:
Airport 2012 2011 Belfast 4 2
Cardiff 5 7
Luton 938* 733
sabsa 0 1
Stockholm Skavsta 1 5
*made by a total of 355 persons
As regards the number of people in the community who are exposed to high levels of noise, the number of people exposed to a DNL of between 55 and 65 dB at Belfast
airport fell from 269 people in 2011 to 186 people in 2012. At Cardiff, this number remained steady at 100. Noise level data from Stockholm Skavsta, Luton and sabsa
airports is not available, and in the case of the Orlando airport, this information is handled by the Sanford Airport Authority. In 2012, no-one was moved from the areas
around these airports due to noise pollution.
Travis, a resource for information on noise
Developed by Luton airport, Travis is a resource for the airport’s local community to view arriving and departing flights and information on noise levels. This system has
two modes of use: Replay Mode. This mode displays archived flight data; the user can view flights from the last two months.
Live Mode. This mode displays flights to and from the airport operating at present. This data can only be displayed after three hours and not in real time as Luton airport must ensure that all data has been correctly correlated and combined before publishing it. The live mode does not display noise levels.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report84
Flights can be displayed using up to 4 different layers in both modes. The flight path is shown by way of an airplane symbol and a line which shows the flight trajectory,
in green for departures and red for arrivals.More flight information can be displayed by clicking on the airplane icon.
Noise level data is provided by three fixed noise monitoring radars installed at a distance of 6.5 km from the airport. The noise levels are displayed within circles that
change colour according to the number of decibels measured.
This resource also displays weather information for the date and time entered, showing temperature, humidity, wind speed and direction, with information updated every
30 minutes.
Travis includes a panel which allows the user to modify search data such as flight track length and the speed at which the flights are replayed. The system can also
display flight information (flight number, speed, altitude and origin/destination) next to the airplane icon.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report85
8.5. Raising environmental awareness
The policy
abertis makes every effort to extend its environmental commitment to all
stakeholders, both internal and external. In view of this objective, the different
business units carry out various activities to raise awareness on environmental
issues.
Performance
In line with abertis’s objective to extend its environmental commitment to its
stakeholders, the Group’s different business units have undertaken a number of
environmental awareness-raising actions. Throughout 2012, the Group invested a
total of EUR 178,837 in this area.
Awareness-raising activities implemented
Central services
In 2012, the abertis foundation continued to offer training programmes to the
employees of companies that provide services on its premises. Visitors to the
foundation’s headquarters at Castellet castle are also informed of its certified
environmental management system.
serviabertis, in turn, continued its Aristos campaign, sending out numerous
memos concerning salient environmental aspects related to office activities:
waste management, energy and water consumption and information regarding
climate change.
Toll Roads
SpanishToll Roads continues to raise awareness among its employees with its
Aristos campaign, informing them of a variety of environmental issues arising
from its activities. It has also provided staff with information on the value of
landscape and forests located near certain service areas.
French Toll Roads still offers sustainable driving courses to its employees and
tips for toll road users via the panels located in the main service areas. These
panels also provide information on the landscape and forests located in the
region. In addition, projects involving local schools continue to raise awareness
on the environmental management of the natural area around its network, in the
Rogerville valley.
As regards International Toll Roads, elquihas conducted noise studies at local
schools and autopistas del oeste has carried out campaigns geared towards
environmental protection and best practices among toll road staff. These
campaigns were disseminated through different internal communication channels.
The goal of these campaigns is to raise staff awareness and provide incentives for
workers to adopt environmental best practices. To this end, one such campaign
offered gifts to staff that had collected used oil. Educational talks are also offered
at schools to inform students of toll road campaigns.
Telecommunications
In 2012, telecommunications undertook actions linked to the Aristos awareness-
raising campaign, in addition to updating and distributing posters entitled “What
to do during an environmental emergency”, as well as the environmental
awareness capsule on its intranet, which informs staff on what to do in the event
of a spill. In addition to the above, abertis telecom offered staff a course on
efficient driving, as well as other face-to-face and online courses on the Virtual
Campus regarding Operational Environmental Monitoring.
Airports
Belfast airport provides the companies operating on its grounds with a guide on
energy use, prepared in collaboration with the Carbon Trust. Airport users have
also been informed of the costs associated with the consumption of natural
resources at the airport.
To raise awareness among its staff, sabsa has created a Pocket Guide on
environmental best practices and offered talks to raise awareness on the
environment.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report86
Cardiff continues publishing information on its website regarding preferential
noise routes and quarterly reports detailing complaints received and any
deviations from preferential noise routes.
Luton is working to improve the environmental education of its airport workers
with a Green Guide that was launched at the end of 2011. This guide includes
topics in keeping with the procedures set out in its environmental management
system.
ABERTIS INFRAESTRUCTURAS, S.A.
Informe de Responsabilidad Social Corporativa87
Practical experience
Aristos continues working to raise awareness among abertis staff
Since its launch by abertis telecom, the Aristos campaign has been extended to SpanishToll Roads and central services. It has become the principal means by which
abertis conveys information and recommendations to its staff on environmental best practices, its aim being to improve behaviours that have an impact on the
environment and foster a more responsible consumption of resources.
During 2012, eight environmentally-related Aristos communication actions have been carried out via the abertis intranet for toll roads and four for central services. The
communications provided information on the following topics:
Environmental aspects relevant to the corporate headquarters, offices and toll gates, and maintenance and conservation. The aim here was for people working in
these areas to be aware of the main environmental issues associated to their day-to-day activity.
Water management at toll gates.
Management of toll equipment, materials and products.
Management of office and toll gate waste.
Electrical and electronic equipment waste, inks and toners.
Atmospheric emissions arising from transportation.
Sustainable driving.
New in 2012, Aristos also offered environmental advice to abertis staff, in addition to advice on road safety. In particular, two communication campaigns were launched
as part of Aristos which concerned road safety, one on distractions at the wheel and another on handling stress while driving. These communications offered advice on
safe and efficient driving, helping abertis staff to improve the way they approach driving, both on duty and off.
ABERTIS INFRAESTRUCTURAS, S.A.
Report on Corporate Social Responsibility88
9. SUPPLIERS
STRATEGIC LINE 5:Extending the social responsibility commitment to suppliers and contractors.
STRATEGIC LINE 7: Promoting and systematising dialogue channels
Policy Main features Practical experience 2012
Extending the social responsibility
commitment to suppliers and contractors.
Extending the commitment to suppliers and contractors
Providing social value to the Group
"Meet the Buyer" sessions return to Luton airport
Implementation of a new electronic negotiation tool
Summary of
indicators
94% of contracts contain
social and environmental
clauses
98% of purchases made
from local suppliers
270 suppliers have been
assessed using the CSR
assessment system
ABERTIS INFRAESTRUCTURAS, S.A.
Report on Corporate Social Responsibility89
Policy
abertis extends its social responsibility commitments to its suppliers and
contractors through the inclusion of social and environmental clauses in tenders
and contracts and through the supplier approval process.
Performance
abertis's main suppliers are those associated with electrical power supply,
construction, communication and professional services.
The purchases made by the various business units included in this report account
for26 % of the total turnover of the same. With the aim of boosting the local
economy and reducing the environmental impact associated with their transport,
98% of these purchases were made from local producers20. This figure represents
an increase of 2.7% compared with 2011.
Volume of local purchases
Spain 99%
United Kingdom 99%
Sweden 95%
United States 51%
Bolivia 97%
Puerto Rico 100%
Argentina 100%
The Suppliers Portal, which began to be implemented in 2011 by the Purchasing
and General Services Department in collaboration with the CSR Committee and
the Quality Committee, is the principal tool in supplier management
centralisation. Throughout 2012, we have worked to consolidate the supplier
registration and assessment system, increasing the number of suppliers and
scope of action.
20The data from France, Chile and Colombia has not been included in the final computation as
the information was not available. A local provider is someone who has tax residency in a
country where one of the Group’s companies operates, and who renders services or offers products to the Group’s company.
abertis has developed a new purchasing model whose objective is to seek out
excellence in purchasing management through a simple and standardised process
that is applicable to all business units and which promotes competition among
suppliers. This new model is structured around three basic cornerstones:
Classification according to purchase category: purchasing is
managed based on differentiated strategies for each purchase category
or family.
Management model: with the aim of structuring the Purchasing Model,
a number of different roles with clearly defined responsibilities are
established.
Supplier Relationship Management: A set of guidelines are
established in order to achieve greater visibility and control of suppliers,
ensure free competition, improve quality and service and reduce
administrative costs stemming from supplier management.
The purchase management process includes managing the requirements for
procuring goods and services, the request for proposals from suppliers,
negotiation thereof and the subsequent award of the purchase. This new supplier
management system has done the following:
Achieved greater visibility and control of suppliers.
Promoted collaboration with strategic suppliers.
Increased the quality and quantity of services of the supplier panel.
Reduced administrative costs stemming from supplier management.
This unified supplier portal has allowed for the design, development and
implementation of supplier information and documentation management systems,
which in turn have eliminated duplication of effort and sped up the contracting
process, as well as ensuring that purchase management is based on abertis's
values and on the principles of fairness, objectivity and transparency.
The corporate supplier assessment process is carried out using a subcontracted
supplier registration, approval and assessment service model. This service allows
us to control the validity of registered supplier information and documentation,
the automatic delivery of reminders to suppliers for the submission or update of
ABERTIS INFRAESTRUCTURAS, S.A.
Report on Corporate Social Responsibility90
information or documents, and to keep buyers informed about any changes to the
supplier's status.
The criteria established for the approval of suppliers include indicators linked to
developing the social responsibility of these organisations, thereby extending
abertis's social responsibility commitment to its suppliers. The indicators dealing
with sustainability are grouped into four categories – leadership, dialogue,
transparency and communication and management systems. Each category is
weighted differently for the calculation of the final score. This method is based on
the average score of all participants, which is modified as the number of
registered suppliers changes. This method allows us to quantify the relative
position of suppliers with respect to the market in terms of sustainability.
Suppliers are classified into 3 categories:
A+ Suppliers with an above-average rating
A: Suppliers whose rating falls within the average score
B: Suppliers with a below-average rating
In 2012, a total of 3,490 suppliers were assessed and of these, 613 have been
approved following the criteria established in the Supplier Portal. Of these
suppliers, 270 have been analysed according to the CSR assessment system. The
results are as follows:
A+ A B
Number of suppliers 74 141 55
Purchase volume (EUR) 71,839,639.56 32,271,496.72 9,580,645.98
The supplier portal currently includes companies managed by abertis located in
Spain and the United Kingdom, and abertis continues to work on extending the
Portal to companies in France and Latin America.
In addition to the direct procurement of services and materials from suppliers,
calls for tenders also contain environmental and social clauses. Throughout 2012,
a total of 433 calls for tenders were made, of which 94% contained social and
environmental clauses. This figure has remained stable compared to the previous
year.
Number of tenders with social and environmental clauses
139
417 407
0
100
200
300
400
500
2010 2011 2012
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report91
Practical experience
Providing social value to the Group
With the aim of adding social value to its business, abertis is working towards increasing its collaboration with Special Work Centres. The procurement of services
and/or products from these social businesses (non-profit organisations whose disabled staff accounts for 70% of the total workforce) has increased 270% over the
year. This enables the companies to both conduct their business in a socially-responsible way and meet Spanish regulations concerning the hiring of people with
disabilities (LISMI) via the application of alternative measures.
Another example of this is the organisation's participation in the conference hosted by Business with Social Value, held on 12 December in Barcelona. The conference's
mission was to create physical and virtual spaces that would facilitate communication and interaction between commercial companies and social businesses, providing
them with the chance to identify and create new business opportunities with social value for the procurement of new products and create relationship-building
synergies. The conference featured a variety of presentations and two spaces that gave visibility to social businesses:
Face to Face. An opportunity to sit down and talk: a 10-minute meeting with a company previously arranged via internet.
3 x 10. A chance to discover, share needs and find solutions: in groups of ten, each person was given two minutes to present their challenges, and the rest of
the group responded by contributing their ideas, opinions and solutions in three minutes. The aim was to offer a space to share ideas, innovate and jointly
create new business, new markets and new projects.
The Meet the Buyer sessions return to Luton airport
Luton Airport is a key player in its local economy. That is why the airport organised its third “Meet the buyer” event in collaboration with local government and other
organisations in October 2012. The objective of this event is to work closely with economic networks and local government to boost the profiles of local suppliers. Thanks
to this event, local suppliers had the opportunity to present their services directly to companies related to the airport. A total of 77 suppliers and buyers participated in the
event, covering the entire range of industrial sectors present in the area.
Both attendees and the companies that organised and/or participated in the event have rated it positively, highlighting its role as a driving force in the local economy and
as a platform for networking and facilitating local contracts, thus adding value to the supply chain. This type of event encourages companies to buy locally. The organisation of the event is proof positive of Luton’s commitment to the development of the regional economy and to fostering business opportunities for local
companies.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report92
Implementation of a new electronic negotiation tool
Stemming from the need for a tool that would establish a single channel of communication between abertis and its suppliers, a collective negotiation tool has been
implemented. Before its implementation, a market survey of existing tools was conducted to determine the tool that best suited the particular requirements of abertis.
Parameters were then assigned according to the needs of the Group and the process was concluded with an information campaign to help approved suppliers familiarise
themselves with the new tool.
This tool is used exclusively for direct communication between abertis and its suppliers through the publication of information and the sharing of documentation related
to procurement processes. Since October, all tenders managed by the corporate purchasing department have been handled using this new negotiation tool.
The main benefits of using this new platform to manage abertis's relationship with its suppliers include:
Management of a greater quantity of suppliers and proposals.
Transparency in the procurement of goods and services.
Standardised negotiation process for all procurement categories.
Improved communications and more stable and reliable relationships with suppliers.
Reduced negotiation time.
Improved efficiency of price management and negotiation.
Knowledge management; all information is centralised in one place.
Reduction in paper usage.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report93
10. ADDING VALUE TO THE COMMUNITY
STRATEGIC LINE 6: Becoming involved with the community and social fabric
STRATEGIC LINE 7: Promoting and systematising dialogue channels
Policy Main features Practical experiences 2012
Establishing permanent links with the community, based on active
participation and the integration of social needs
Consolidating relations with organisations that represent society
abertis chairs Creation of the Road Behaviour Observatory Corporate volunteer plan
Promotion of tourism in regions around toll roads
Managing community action and sponsorship activities
abertis, a member of the community Sponsorship of the Dali exhibition at the Pompidou
Museum Sponsorship Day
Summary of
indicators
263 meetings held with
a total of 136
associations
0.5% of the
consolidated net profit in
social contribution
71% investment in
long-term social
initiatives aligned with
the business
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report94
Policy
Our communities feel both the direct and indirect economic, social and
environmental impact of our company’s activities. That's why abertis has
included them in its vision and company values, its aim being to establish
medium and long-term ties that will improve the welfare of the communities in
which it operates.
Performance
The work of abertis, based on the management of infrastructure and
telecommunications centres, provides the community with a public service which
facilitates mobility and communication as well as sustainable and responsible
access to new markets. Due to their importance as public services, the activities
we undertake have emergency plans to guarantee service continuity in the event
of incidents and thus reduce the impact that any interruption may have on the
community.
The presence and management of transport and telecommunications centre
infrastructures have different types of impact on the community – direct and
indirect, positive and negative.
The main positive impact is the economic and social development of the area as a
result of the presence of the infrastructures, in terms of creating employment and
attracting tourism. These in turn foster the development of economies of
agglomeration, i.e. the appearance of other economic activities around the
infrastructure. Telecommunications centres contribute to the development of the
area by favouring communication and the exchange of information among the
different agents; they also have a high impact on emergency management.
The most important effect is the environmental impact on the area surrounding
the infrastructure. The principal environmental impacts include land occupation,
noise and waste generation, and the impact on air, soil and water quality.
abertis has undertaken numerous actions to reduce environmental impact, the
details of which are described in this report.
abertis interacts with the community by working directly with the organisations
of the area where it operates, as well as by implementing sponsorship and social
initiatives. There are 5 areas of action, in accordance with the Group's activities –
mobility and road safety, the environment, social accessibility and economic
development, cultural accessibility, and training and research.
In 2012 SpanishToll Roads and rutas del pacífico received fines of €872 and
€7,078 respectively, arising from administrative processing.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report95
10.1. Consolidating our relationship with the local community
abertis is aware of the importance of being a part of the community and believes
that a pro-active relationship is essential in helping it manage the impact its
activity may have on society. That is why abertis maintains various channels of
communication (telephone, email, post, website), which facilitate contact with the
companies which make up the Group, allowing the community to send in any
queries, complaints or suggestions. In some cases specific committees are
formed to allow for direct, two-way communication with the community such as
the Luton Airport Consultative Committee, the Belfast Airport Consultative
Committee or the Cardiff Airport Touchdown Committee.
Proof positive of the presence of abertis in the community is its collaboration
with 136 local associations and groups working in diverse areas (environmental,
social, business and cultural) and the total of 263 meetings held with said groups.
In parallel, abertis develops agreements and/or collaborative actions with local
government and groups to carry out initiatives that help to improve the
communities where it operates.
For 2013, the company's business units have set objectives that will improve the
company's relationship with its community, favour communication, reduce
environmental impact, increase participation and visibility within the community,
and help them to continue carrying out their supportive and collaborative actions
with local organisations.
The abertis foundation
In addition to the actions undertaken by the various business units, the
abertisfoundation is where most of the organisation's social initiatives are
developed as part of its corporate social responsibility framework. In this sense,
the areas in which the foundation operates are aligned with the organisation's
activity and the main impacts it generates, as well as the strategic lines of the
CSR plan. In 2012, four areas of action – road safety, the environment, social
action and culture – had a decidedly international character.
In the area of road safety, it is worth noting that the Autoroute Académie
programme (www.autorouteacademie.com), now in its second year, has been
expanded with content aimed specifically at motorcyclists. Autoroute Académie,
promoted by French Toll Roads and the foundation, is a virtual driving school that
teaches young French people about safe motorway driving. The website receives
more than 8,000 visits each year.
The awareness campaign entitled 'You've got one life left. Don't lose it on the
road' travelled all the way to Chile and Puerto Rico, carrying out actions at
Chilean motorway toll booths to raise drivers' awareness of safe and responsible
mobility. Advertising inserts were also placed in the main Chilean and Puerto
Rican newspapers.
The Auriga Project, led by the abertis foundation in conjunction with the
Catalan Transport Service and the Catalan Government's Department of
Education, has raised awareness among teenagers between 14 and 18 – the age
at which youngsters start learning to drive – in secondary schools located in
Barcelona and the nearby town of Viladecans. A volunteer from the Guttmann
Institute shared his experience of the motorcycle accident which left him
paraplegic.
In 2012 the Road Volunteer project continued, in which six young people with
Down's syndrome observed and noted the behaviour of drivers and pedestrians
when entering and leaving the Dolors Monserdà-Santapau, Sagrat Cor, Escola Lys
and la Escola Poeta Foix schools, all of which are located in the Barcelona district
of Sarrià. This initiative led by the foundation enjoys the support of Barcelona
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report96
City Council, the Catalan Down's Syndrome Foundation and the city police
department.
With regards the environment, Castellet castle, the headquarters of the abertis
foundation, has submitted its candidacy to be the home of the UNESCO Centre
for Mediterranean Ecosystem Biosphere Reserves. The foundation's director
submitted the candidacy on 11 July at the UNESCO headquarters in Paris, thus
culminating many months of work and consolidating the sustainability efforts that
the foundation has been carrying out over the last 13 years.
In the sphere of social action, the abertis foundation has once again actively
participated in abertis's 4th Corporate Volunteer Day, devoted to poverty and
social exclusion. The Group's headquarters in Spain, France, the United Kingdom,
Argentina, Chile and Puerto Rico all participated in this initiative. It is also worth
noting that countries such as Chile, Colombia and Brazil have been the
beneficiaries of various social projects.
In the area of culture, the abertis foundation and French Toll
Roadssponsored the retrospective of artist Salvador Dalí held at the Pompidou
Museum in Paris. In addition, the fifth instalment of the prestigious book entitled
Viator featured natural heritage and monuments as seen from Puerto Rico's
motorways.
Castellet castle continued to act as a catalyst for the region and as a space for
welcoming abertis stakeholders. In 2012 the fort welcomed the Prince and
Princess of Asturias and Girona, HRH Felipe de Borbón and HRH Letizia Ortiz, as
well as the US Ambassador to Spain, Alan D. Solomont. The headquarters of the
abertis foundation has received more than 47,000 visitors since it was opened
to the public in 2004. Free guided tours of Castellet are organised so that visitors
can learn about the history of the fort. Various cultural institutions were also
invited to temporarily loan some of their historical objects to the centre to add to
the museum exhibition 'One Castle, One Way', visited during the guided tours.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report97
Practical experience
Abertis Chairs The abertis chairs have taken significant steps forward in 2012, helping to consolidate the international transfer of knowledge between the worlds of academia and
business.
This was seen in the granting of the First International abertis Award, which recognises the best research work on transport infrastructure management from the national
level awards presented by the UPC-abertis chair in Transport Infrastructure Management (in collaboration with the Polytechnic University of Catalonia) and the
ENPC-IFSTTAR-abertis chair (with the École des Ponts Paris-Tech and the Institut Français des Sciencies et Technologies des Transports de l’Aménagement et des
Réseaux), supervised by lecturers Francesc Robusté and Simon Cohen, respectively.
In 2012, the UPR-abertis chair was launched in collaboration with the University of Puerto Rico. This chair is directed by Benjamín Colucci, professor in Mayagüez
University's Department of Civil Engineering. This chair was created with the aim of fostering collaboration between universities and businesses in order to identify
opportunities for collaboration that make it possible to align real infrastructure needs with the knowledge and disciplines developed in the academic sphere. The
agreement that led to this research chair stipulates the creation of the abertis Award for Puerto Rico in recognition of research work carried out by university students in
the field of infrastructure in Puerto Rico. Winners of the prize, along with the winners of the abertis chair in Spain and France, will be eligible to win the International
abertis Prize. The agreement with the University of Chile to create the UCH-abertis chair, which will be presented in January 2013, was also signed. This chair will be
directed by Sergio Jara Díaz, lecturer in Economy of Transport in the Faculty of Physical Sciences and Mathematics at the University of Chile. These two chairs make a
total of four chairs specialised in research and training in transport and infrastructure management.
The IESE-abertis chair on Regulation, Competence and Public Policies, directed by Xavier Vives, has organised conferences and seminars where topics related to
economic revitalisation and public-private partnerships figured prominently. The FEDEA-abertis chair on the Economy of Infrastructures and Transport, directed by
Tano Santos and Ofelia Betancor, has sponsored remarkable seminars and publications on air transport as well as the following research projects: Impact of Transport
Infrastructure on International Competitiveness of Europe (I-C-EU); Socioeconomic and financial assessment of transport projects and the integration of air transport and
high-speed rail: impact on accessibility and the environment (AERO-AVE). Current work with ESADE as part of the ESADE chair in Leadership focuses on the work led
by lecturer Josep Maria Lozano at the Social Innovation Institute, which includes the 2012 programme entitled "Moments of Leadership: Two moments of leadership.
Building a company: from five to one hundred thousand”. Throughout 2012, the UPC-abertis chair in Transport Infrastructure Management has also organised
different courses, such as Mobility in Smart Cities and Supply Chain Logistics: Integration of Production and Distribution Activities, given by Carlos A. Méndez, lecturer at
the National University of the Littoral (Argentina), as well as seminars on traffic (Mathematical models for traffic observation, simulation and forecasting), mobility
(Towards the joint design of urban mobility: public transport, traffic and pricing) and transport.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report98
Creation of the Road Behaviour Observatory French Toll Roads has created the Road Behaviour Observatory in collaboration with the CETE Normandie Centre, the purpose of which is to raise drivers' awareness of
road safety. Published in July 2012, its first study analysed three aspects – the occupation of the road, the use of indicating by drivers and overtaking on the wrong side.
The study showed that 1 out of 3 drivers make inappropriate or even dangerous manoeuvres while on the road. Based on real data and statistics and not on drivers'
statements, this was the first study of its kind to be conducted in France. Data was collected using traffic counting cameras, a fixed camera and observation of vehicles on
a three-lane motorway free of features which could influence driving.
According to the results of the study, 36% of drivers use the middle lane despite having access to a free inside lane. Two out of three drivers fail to signal when they
overtake other vehicles and 16% of drivers do not observe the minimum distance required between their car and the car in front of them. It was also found that 37% of
drivers exceed the established speed limits.
Corporate volunteer plan
Voluntaris is the name given to the abertis corporate volunteer programme. This initiative, driven by the employees of the Group, began in 2009. The programme
provides staff with opportunities to volunteer in their free time, with numerous charitable activities being organised throughout the year.
Within the framework of the Corporate Volunteer Plan, the company held its fourth Corporate Volunteer Day in December under the motto “Now more than ever, let’s
redouble our efforts”. Also participating were the organisations the Spanish Red Cross, the Food Bank foundation and Cáritas Diocesana. The day’s activities included a
round table chaired by the presidents of the two participating foundations and the head of Cáritas, who described the harsh reality in which many people find themselves
at this time, especially families who had not imagined they would ever need assistance.
During the Volunteer Day, the abertis foundation announced it would donate EUR 24,000 to four charitable projects previously selected by Group staff:
- A project providing therapy for children and young people who have suffered sexual abuse and mistreatment, led by the Concepció Juvanteny Foundation of
Barcelona.
- Work to improve the mobility of Haitian children with disabilities and/or amputated limbs, through the Our Little Brothers and Sisters Foundation operating at the
Kay St. Germain rehabilitation centre in Port-au-Prince (Haiti) - Support for Sanfilippo syndrome research and genetic therapy as a cure, through Sanfilippo Barcelona
- Adaptation and rehabilitation of accommodation provided by Barcelona City Council for people with learning disabilities and their guardians, led by the Aspasim
Foundation
The event also welcomed Jil van Eyle, the creator of “teaming”, a new initiative which allows company employees to make micro-donations from their pay, who came to
express his gratitude for the efforts of abertis employees who each donated one euro per month towards charitable projects. The abertis headquarters in Argentina, Chile, France, Puerto Rico and the United Kingdom also participated in the Volunteer Day through food drives.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report99
Promotion of tourism in regions around toll roads
abertis toll roads has signed an agreement with the Catalan Tourism Agency (ACT) for the promotion of tourism in Catalonia, which will run through to 31 December
2013. As part of this agreement, abertis will carry out information campaigns in service areas and along toll roads informing users of the tourist attractions located within
Catalonia, placing special emphasis on routes and weekend breaks – the products with the greatest growth potential. Both online and off-line platforms will be used to
publicise these campaigns.In addition, abertis toll roads will create a special area on its www.autopistas.com website exclusively devoted to tourism in Catalonia, and
will publish a multimedia tourist guide in Catalan, Spanish, English, French and German.
ACT, in turn, will provide abertis with content for its platforms in addition to space for promotional purposes, mainly on the internet and social media, as well as other
actions.
Further collaborative agreements were signed in 2012 with other local authorities such as Segovia Provincial Council, Castellón Provincial Council and the City Councils of
Denia and Altea. The aim of these agreements is to work together to promote the culture and economic development of the cities around the toll roads whilst promoting
car-based tourism and motorways as a fast and safe means of visiting the country’s tourist attractions. These agreements feature a number of actions, including: - Reports on the various cities included in the “De route” section on www.autopistas.com
- which will also be included in the tourist information offered by the Interactive Information Points located in service areas.
- Interactive tourist guides for the main European cities.
The presence of the major tour operators on www.autopistas.com to promote car-based tourism.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report100
10.2. Social action and sponsorship
abertis has an Executive Manual on Community Commitment Projects which sets
out the priority areas for the group in terms of sponsorship and the requirements
that the applicant projects must fulfil. In 2012 the abertis foundation and
central services received a total of 383 sponsorship requests, of which 124 were
approved.
Included within this social action and sponsorship activity are those initiatives
developed by the Foundation, as well as all those directly organised by the
Group's different business units. In 2012, funding for sponsorship and donations
totalled EUR 5.2 million, equivalent to 0.5% of abertis's consolidated net profit.
All of those social action projects that are approved are classified using the LBG
Spain methodology, which makes it possible to separately identify long-term
actions that are in line with the business of the Group from management costs
and occasional contributions.
Ocasional
donations
16%
Community
investment
30%
Commercial
initiatives
41%
Management
costs
13%
LGB Contribution 2012 by Type
Social
accessibility and
socioeconomic development
45%
Cultural
accessibility
22%
Mobility and
road safety
5%
Environmental
conservation
20%
Training
/Research
8%
Community contributions by field of activity
Education and
youth
4%
Health
14%
Socioeconomic
development
34% Environment
21%
Art and culture
20%
Social welfare
3%
Humanitarian aid
0.48%
Other
4%
LBG contribution by area of actvity
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report101
Practical experience
abertis, a member of the community
abertisfeels it is an integral part of the communities where its infrastructures are located, and as a member of these communities, it is keen to play an active role in their
activities. That is why the Group’s companies take part in a number of activities and projects in order to contribute to community development, and in particular, to help
at-risk groups. This is evidenced by various social projects carried out by abertis telecom during 2012, which were the result of collaboration with organisations which
support disadvantaged groups and carry out projects in the field of research and health. The projects that abertis has collaborated on include: the Marató telethon on
TV3, where it was responsible for transmitting the activities’ audiovisual signal; the Marató de la Pobresa telethon; the Mírame TV solidarity telethon; the “Por la sonrisa
de un niño” (“For a child’s smile”) festival; the Food Campaign; and the “Friends of Malik” campaign of Doctors without Borders, for which a corresponding budget was
earmarked for Christmas gifts. abertis has also collaborated on the completion of signage for the Cim de Montagut information point, an iconic place for visitors to Camp
de Tarragona and Penedés, thereby contributing to the promotion of tourism in an area of natural beauty.
The airports managed by abertis also carry out actions and collaborate with local bodies to implement projects in their communities.For instance, in 2012 Luton airport
carried out a number of actions in its community, including:
The reopening of the Gateway Gallery of Art located in the airport, which in 2012 and 2013 will exhibit the work of five local artists who won a contest.
The delivery of the Luton’s Best 2012 awards to those individuals, groups, organisations or businesses that have made a difference and brought real value to the city.
Financial support for the training of volunteers working in the Calibre Audio Library to improve the quality of life of blind, visually impaired, disabled and dyslexic people.
A £50,000 donation to the Community Trust Fund in 2012.
The public election of the Sue Ryder charity as a Luton airport collaborator for 2012-2013. Luton has promised to donate £5,000 to the charity and its airport team will collaborate on an initiative to involve staff and passengers in fundraising activities during this period.
Continuation of the Prince’s Trust “Get into Airports” programme, through which five young unemployed people between the ages of 18 and 25 have received training and completed a two-week internship in one of the companies located in the airport.
In the case of the toll roads business unit, a similar example is that of the monetary donations made by autopistas del oeste to the Ángel H. Roffo Oncology Institute,
made possible through proceeds generated from the collection of paper waste and used oil by staff, and the donation of surplus flu vaccines to institutions which offer help
to groups at risk of exclusion (low-income families, people with disabilities, etc.).
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report102
Sponsorship of the Dali exhibition at the Pompidou Museum
Cultural sponsorship, which fosters involvement in the community and the social fabric, is another part of abertis’s Strategic Social Responsibility Plan. For abertis,
culture is a good which enriches people and improves their quality of life. That is why it is our objective to facilitate public access to culture and assist governments in
attaining this goal.
Both abertis and the abertis foundation have signed ongoing collaborative agreements with the main cultural institutions in the regions where they operate, including
the Prado Museum, the Museu Nacional d’Art de Catalunya (MNAC), the Liceu Opera House and the Royal Theatre of Madrid.
An example of its commitment to culture is abertis’s participation, through the abertis foundation and sanef, as one of the main sponsors of the large Dalí
retrospective which opened in November 2012 at the Pompidou Museum in Paris and which will continue through to 25 March 2013. This is a significant exhibition as it is
the first time works have been brought in from three of the most important repositories of Dalí's work: The Fundació Gala-Salvador Dalí (Figueres), the Salvador Dalí
Museum in St. Petersburg (Florida) and the Museo Reina Sofía (Madrid). The exhibition also includes works on loan from other institutions such as the MoMA (New York),
the Philadelphia Museum of Art, the Tate Modern and the Musées Royaux des Beaux-Arts of Belgium.
Conference on sponsorship
On the occasion of the International Day for Monuments and Sites, a conference on cultural sponsorship and patronage was held at Castellet castle, the headquarters of
the abertis foundation. The result of collaboration between the abertis foundation, the Department of Culture of the Catalan Government and the MACBA Foundation,
the aim of this conference was to present current trends in corporate patronage and sponsorship in the field of culture, in a context of increasing demand for
environmental and social project funding. Spain’s cultural sector accounts for nearly 4% of its GDP and provides employment to 2.8% of Spanish workers.
Also participating in the sessions was the Catalan Councillor for Culture, Ferran Mascarell, who called for a greater reliance on the mixed model of cooperation in the
cultural sphere that combines both public and private participation, as public-private alliances of this type will likely play an essential role in the future. The Director-
General of Cultural Industry and Policy for the Ministry of Education, Culture and Sports, María Teresa Lizaranzu, spoke about the new law regarding patronage being
developed by the ministry. The objective of this legislation is to change the view held with regard to cooperation with private business. She explained that it was
necessary to move from a conventional public aid and subsidies-based model to one which allows for greater participation by private corporations and contributions from
citizens. The president of the MACBA Foundation called for a change of model, with greater, more direct involvement of civil society in financing cultural institutions and
activities. Salvador Alemany, President of the abertis foundation, stressed the importance of greater commitment on the part of businesses and the need for a greater
focus on specific sponsorship projects which could also be an integral part of company strategy.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report103
11. VERIFICATION REPORT
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report104
12. INDEX OF CONTENTS AND GRI INDICATORS CONTENT PAGE21 COVER22
1. STRATEGY AND ANALYSIS
1.1 Statement from the most senior decision-maker of the organization. 3-4; 5-11 AR
1.2 Description of key impacts, risks, and opportunities. 53-57 AA; 52-56 CGR
2. ORGANISATIONAL PROFILE
2.1.- Name of the organization. 6
2.2.- Primary brands, products, and/or services. 7-9; 28 AR
2.3.- Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. 8;203-221 AA
2.4.- Location of organization's headquarters. 8 AA
2.5.- Number of countries where the organization operates and names. 9
2.6.- Nature of ownership and legal form. 8; 15-19 AR; 2-8 CGR
2.7.- Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries) 8-9; 28, 32, 38-39, 41-
42, 48 AR
2.8.- Scale of the reporting organisation, including number of employees, number of operations, net sales, total capital, the quantity of products or
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.
13, 33; 59-63 AR; 5 AA
2.9.- Significant changes during the reporting period regarding size, structure, or ownership. 8-9; 25-26, 42, 46 AR
2.10.- Awards received in the reporting period. 19; 45 AR
3. REPORT PARAMETERS
PROFILE DISCLOSURE
3.1.- Reporting period (e.g., fiscal/calendar year) for information provided. 6
3.2.- Date of most recent previous report (if any). 6
3.3.- Reporting cycle (annual, biennial, etc.) 6
3.4.- Contact point for questions regarding the report or its contents. 6
SCOPE AND CONTENT OF THE REPORT
3.5.- Process for defining report content. 6-11
3.6.- Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further
guidance.
8
3.7.-State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope).. 7-8
3.8.- Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.
8
3.9.- Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the
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.
6-8
21 Symbols: AR (Annual Report), AA (Annual Accounts), CGR (Corporate Governance Report)
22 The meaning of the symbols: when the coverage is total when the coverage is partial.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report105
3.10.- Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement
(e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement methods).
7, 24-26, 49, 63-64, 68
3.11.- Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. 8
GRI CONTENT INDEX
3.12.- Table identifying the location of the Standard Disclosures in the report. 104-112
VERIFICATION
3.13.- Policy and current practice with regard to seeking external assurance for the report. 7, 103
4. GOVERNANCE, COMMITMENTS AND ENGAGEMENT
GOVERNANCE
4.1.- Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting
strategy or organizational oversight.
15-19 AR; 42-47 CGR
4.2.- Indicate whether the Chair of the highest governance body is also an executive officer. 25 CGR
4.3.-For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that are
independent and/or non-executive members.
8-12 CGR
4.4.- Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. 17-18, 41-42; 56-61
CGR
4.5.- Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements),
and the organization's performance (including social and environmental performance).
17-22 CGR
4.6.- Processes in place for the highest governance body to ensure conflicts of interest are avoided. 15 AR; 51-54, 62, 67-70
CGR
4.7.- Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including
any consideration of gender and other indicators of diversity.
15 IA; 51-54, 62, 67-70
CGR
4.8.- Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance
and the status of their implementation.
15, 23-28 CGR
4.9.- Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social
performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and
principles.
15-16; 61-74 CGR
4.10.- Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance.
15-16; 20-22, 25-27,
62-64 CGR
Compromisos con iniciativas externas
4.11.- Explanation of whether and how the precautionary approach or principle is addressed by the organization. 15-16; 52-56 CGR
4.12.- Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. 19, 94-102
4.13.- Memberships in associations (such as industry associations) and/or national/international advocacy organizations 19, 95
STAKEHOLDER PARTICIPATION
4.14.- List of stakeholder groups engaged by the organization. 17
4.15.- Basis for identification and selection of stakeholders with whom to engage. 10-11
4.16.- Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. 9-11, 17-18, 26, 37, 40, 89, 91, 94-95
4.17.- Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.
10
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report106
GRI Description Page Cover.23
UNGC24
MDG25
Checking
ECONOMIC PERFORMANCE
Disclosure on management approach – Economic 8-9, 23, 29-34, 93-
102; 29, 65-74 AR
EC1 (P) Direct economic value generated and distributed. 13; 5 AA 26
EC2 (P)
Financial implications and other risks and opportunities for the organization's activities due to
climate change. 61-62, 70-73 7,8 7
(a)
EC3 (P) Coverage of the organization's defined benefit plan obligations. 47; 140-147, 192-196 AA
EC4 (P) Significant financial assistance received from government. 75, 87, 104, 132 AA
MARKET PRESENCE
EC5 (A) Range of ratios of standard entry level wage by gender compared to local minimum wage at
significant locations of operation. 44
EC6 (P) Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.
89 27
A01 Total number of passengers annually 25-26
A02 Annual total number of aircraft movements 25-26 28
A03 Total amount of cargo tonnage. 26 29
EC7 (P) Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation.
44-45 6
INDIRECT ECONOMIC IMPACTS
EC8 (P) Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement.
94-98 8
EC9 (A) Understanding and describing significant indirect economic impacts, including the extent of impacts.
33-34, 94-98 (a)
ENVIRONMENTAL PERFORMANCE
Disclosure on management approach - Environment 28, 50-59, 61-69, 70-79
MATERIALS
EN1 (P) Materials used by weight or volume. 69 30 8
EN2 (P) Percentage of materials used that are recycled input materials. 69 30 8,9
ENERGY
EN3 (P) Direct energy consumption by primary energy source. 66-68 31 8
23 The meaning of the symbols: when the coverage is total when the coverage is partial.
24 UNGC: UN Global Compact.
25 MDG: Millennium Development Goals
26 The percentage of dividends includes the supplementary dividend of 2011 and interim dividend of 2012.
27 The data from France, Chile and Colombia has not been included in the percentage of local purchasing calculation as this information was not available.
28 Codad departing flights have not been included as no data breakdown was available, nor was any data available for arriving cargo flights or general flights.
29 sabsa and codad are not included in this indicator as this data is not available. Commercial flights out of Stockholm Skavsta do not carry cargo. Orlando does not operate cargo flights. There are no segregated data for Belfast or Cardiff on commercial and cargo flights; hence, the entire item is imputed to
cargo flights.
30 Consumption of concrete and metals by elqui has not been included, nor has the data on paper consumption from rutas del pacífico, as no reliable data exists on quantities used.
31 Fuel consumption data for rutas del pacífico and the mobile sources for elqui were excluded as estimation of these amounts was not possible. Petrol consumption at Orlando was not included. The data for GJ is 110,148.70GJ for natural gas, 381,847.53GJ for diesel, 7,127.44GJ for LPG, and 331.11GJ for
renewable energy sources.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report107
GRI Description Page Cover.23 UNGC24
MDG25
Checking
EN4 (P) Indirect energy consumption by primary source. 66-67 32 8
EN5 (P) Energy saved due to conservation and efficiency improvements. 62, 70-71 8,9 7 (a)
EN6 (A) Initiatives to provide energy-efficient or renewable energy based products and services, and
reductions in energy requirements as a result of these initiatives. 57-58, 71-73 8,9 7
(a)
EN7 (A) Initiatives to reduce indirect energy consumption and reductions achieved. 62, 70-71 8,9 7 (a)
WATER
EN8 (P) Total water withdrawal by source.
65 33 8
A04 Quality of storm water by applicable regulatory standards. 75 34
(a) EN9 (A) Water sources significantly affected by withdrawal of water.
36
EN10 (A) Percentage and total volume of water recycled and reused. 36
BIODIVERSITY
EN11 (P) Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of
high biodiversity value outside protected areas. 78 8 7
EN12 (P) Description of significant impacts of activities, products, and services on biodiversity in protected
areas and areas of high biodiversity value outside protected areas. 78 8 7
EN13 (A) Habitats protected or restored. 80-81 8 7
EN14 (A) Strategies, current actions, and future plans for managing impacts on biodiversity. 78-81 8 7
EN15 (A) Number of IUCN Red List species and national conservation list species with habitats in areas
affected by operations, by level of extinction risk. ND NV
EMISSIONS, EFFLUENTS AND WASTE
EN16 (P) Total direct and indirect greenhouse gas emissions by weight. 63-64 35 8 7
EN17 (P) Other relevant indirect greenhouse gas emissions by weight. 63-64 35 8 7
EN18 (A) Initiatives to reduce greenhouse gas emissions and reductions achieved. 61-62, 70-73 9 7 (a)
EN19 (P) Emissions of ozone-depleting substances by weight. NA36 8 7 NV EN20 (P) NOx, SOx, and other significant air emissions by type and weight.
36 8 7
EN21 (P) Total water discharge by quality and destination. 75 37 7
(f)
EN22 (P) Total weight of waste by type and disposal method. 74-75 38 7
(b)
EN23 (P) Total number and volume of significant spills. NA39 8 7
A05 Ambient air quality levels according to pollutant concentrations in microgram per cubic meter 65 40
(a)
32 The data for GJ is 1,267,387.79GJ. According to the fuel mix for electricity generation for each country where electricity is consumed, and based on available data from Eurostat and the International Energy Agency, the primary sources of fuel used are nuclear (26%); renewable energy (25%); natural gas
(23%); crude oil (9%); cogeneration (7%); coal (6%) and other primary sources (4%).
33 Data from rutas del pacífico and elqui has not been included, nor was the water consumption of channels and reservoirs located on the AP7/AP2 acesa network.
34 Data is not available for all the airports (codad, sabsa, Luton and Sweden do not have this information; this data is not applicable to Orlando due to the type of activities operated by abertis there), as each airport's management varies. For this reason, the information included is qualitative in nature. We are
working to find a way to present this information that is representative and relevant to our stakeholders. We hope to publish this information in future reports in the medium-term.
35 The scope of this information is detailed on page 62 of this report.
36 Significant impacts have not been identified for these items. Direct emissions of NOx and SOx were not found to be significant.
37 Wastewater is discharged in a diffuse manner, which makes it difficult to quantify (the only data available is that from toll roads). We are currently defining a system for estimating this figure and hope to publish it in future reports in the medium- to long-term.
38 This figure does not include data from codad, sabsa or Orlando. The data on the percentage of separated waste according to final treatment is not available. We are currently defining a system for estimating this figure and hope to publish it in future reports in the medium-term. Likewise, Luton and sabsa
airports do not have data on waste generated on international flights.
39 Not applicable as no significant spills have occurred.
40 Data is not available for all of the airports, since this aspect is managed differently in each of them. For this reason, the data included here is qualitative. We are working to find a way to present this information that is representative and relevant to our stakeholders. We hope to publish this information in
future reports in the medium-term.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report108
GRI Description Page Cover.23 UNGC24
MDG25
Checking
(μg/m3) or parts per million (ppm) by regulatory regime.
A06 Aircraft and pavement de-icing/anti-icing fluid used and treated by m3 and/or metric tonnes. 69 40
EN24 (A) Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of
the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped
internationally.
NA41 NV
EN25 (A) Identity, size, protected status, and biodiversity value of water bodies and related habitats
significantly affected by the reporting organization's discharges of water and runoff. NA41 NV
PRODUCTS AND SERVICES
EN26 (P) Initiatives to mitigate environmental impacts of products and services, and extent of impact
mitigation.
57-59, 70-73, 76-77,
80-81, 83-84 9 7
(a)
EN27 (P) Percentage of products sold and their packaging materials that are reclaimed by category. NA41 9 7 NV
COMPLIANCE
EN28 (P) Monetary value of significant fines and total number of non-monetary sanctions for non-compliance
with environmental laws and regulations. 51 8 7
TRANSPORT
EN29 (P) Significant environmental impacts of transporting products and other goods and materials used for
the organization's operations, and transporting members of the workforce. NA41 NV
OVERALL
EN30 (A) Total environmental protection expenditures and investments by type. 51; 161 AA 7
NOISE
A07 Number and percentage change of people residing in areas affected by noise. 83 42
SOCIAL: (LABOUR PRACTICES AND DECENT WORK)
Disclosure on management approach - Labour 36-39, 43-44, 48-49
EMPLOYMENT
LA1 (P) Total workforce by employment type, employment contract, and region, broken down by gender. 36-37
LA2 (P) Total number and rate of new employee hires and employee turnover by age group, gender, and
region. 36-37
43 6 (c)
LA3 (A) Benefits provided to full-time employees that are not provided to temporary or part-time
employees, by major operations. 47
44 6 3 (a)
LA15 (P) Return to work and retention rates after parental leave, by gender. 44 45
LABOUR/MANAGEMENT RELATIONS
LA4 (P) Percentage of employees covered by collective bargaining agreements. 37 1,3
LA5 (P) Minimum notice period(s) regarding significant operational changes, including whether it is
specified in collective agreements. 37
46 3
OCCUPATIONAL HEALTH AND SAFETY
LA6 (A) Percentage of total workforce represented in formal joint management-worker health and safety
committees that help monitor and advise on occupational health and safety programs. 48 5,6
LA7 (P) Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related 49 47
(d)
41 This is not applicable given the nature of the abertis group’s activities.
42 Data from Stockholm Skavsta, Luton and sabsa has not been included.
43 Progress has been made in publishing data broken down by gender and professional category; we hope to publish the disaggregated data broken down by region and age group along with the data concerning new employees in future reports in the short-term.
44 Social benefits are reported in aggregate form.
45 Data from codad was not included as this information was not available.
46 The minimum notice period in abertis’s business units ranges between 8 and 90 days, always pursuant to current legislation. 47 With regard to the breakdown by region, we are currently consolidating the data and hope to publish it in future reports in the medium-term. Similarly, the hours worked segregated by gender for Belfast, Gencat and aumar networks, rutas del pacífico, and elqui were estimated using staff distribution
figures. For elqui, the days not worked according to gender were estimated using the distribution of the number of hours not worked.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report109
GRI Description Page Cover.23 UNGC24
MDG25
Checking
fatalities by region and by gender.
LA8 (P) Education, training, counseling, prevention, and risk-control programs in place to assist workforce
members, their families, or community members regarding serious diseases.
48 6
LA9 (A) Health and safety topics covered in formal agreements with trade unions. ND49 NV
TRAINING AND EDUCATION
LA10 (P) Average hours of training per year per employee by gender, and by employee category. 38 50 3
LA11 (A) Programs for skills management and lifelong learning that support the continued employability of
employees and assist them in managing career endings. 38
51 3
LA12 (A) Percentage of employees receiving regular performance and career development reviews, by
gender. 38
52 3
DIVERSITY AND EQUAL OPPORTUNITY
LA13 (P) Composition of governance bodies and breakdown of employees per employee category according
to gender, age group, minority group membership, and other indicators of diversity. 36, 43-45; 16-19 AR
53 1,6 3
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 operation. 43
54 1,6 3 (a)
SOCIAL PERFORMANCE ( HUMAN RIGHTS)
Disclosure on management approach – Human Rights 15, 28, 41, 43-45,
88-90
INVESTMENT AND PROCUREMENT PRACTICES
HR1 (P) Percentage and total number of significant investment agreements and contracts that include
clauses incorporating human rights concerns, or that have undergone human rights screening.
55 1,2,4
5,6 3
HR2 (P) Percentage of significant suppliers, contractors and other business partners that have undergone
human rights screening, and actions taken. 90
56 1,2,4
5,6
(e)
HR3 (P) Total hours of employee training on policies and procedures concerning aspects of human rights
that are relevant to operations, including the percentage of employees trained. 38, 40-41
57 (e)
NON-DISCRIMINATION
HR4 (P) Total number of incidents of discrimination and corrective actions taken. 58 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 bargaining may be violated or at significant risk, and actions taken to support these
rights.
59 1,3 3
CHILD LABOUR
HR6 (P) Operations and significant suppliers identified as having significant risk for incidents of child labor, 59 1,5
48 No record of serious illness exists which would require the creation of specific programmes.
49 This information is has not yet been compiled.
50 acesa and gencat AP7/AP2 networks and abertis toll roads do not have gender-segregated data. Similarly, data from rutas del pacífico and elqui has not been included as verified data was not available.
51 Programmes set up to manage the end of employee’s careers are not included.
52 Data from codad, rutas del pacífico and elqui has not been included as it was not available.
53 Given the nature and location of abertis’s activities, the data relating to minorities is not considered material, according to the expectations of the stakeholders.
54 abertis’s salaries are established based on professional categories and the Management by Objectives Programme. Salaries constitute confidential information.
55 In 2012, no investment or major contract agreements were signed which contained human rights.
56 At present, supplier evaluation and certification on the supplier portal as well as the CSR scoring include all of the business units in Spain.
57 Part of the training that workers receive is linked to questions on human rights, but there is no disaggregate format for this information, which is why it is not possible to specify the percentage of employees.
58 Not applicable as no incidents of discrimination occurred in 2012.
59 Most of abertis's activities are performed in OECD countries, and therefore there is no significant risk of human rights violations. Furthermore, abertis’s code of conduct, applicable to all the Group’s companies and which may be extended to suppliers and subcontractors, explicitly includes adherence to the
principles of the United Nations Global Compact.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report110
GRI Description Page Cover.23 UNGC24
MDG25
Checking
and measures 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 labor, and measures to contribute to the elimination of all forms of forced or
compulsory labor.
59 1,4 3
SECURITY PRACTICES
HR8 (A) Percentage of security personnel trained in the organization's policies or procedures concerning
aspects of human rights that are relevant to operations.
ND NV
INDIGENOUS RIGHTS
HR9 (A) Total number of incidents of violations involving rights of indigenous people and actions taken. 58
ASSESSMENT
HR10(P) Percentage and total number of operations that have been subject to human rights reviews and/or
impact assessments.
15
60 (a)
REMEDIATION
HR11(P) Number of grievances related to human rights filed, addressed and resolved through formal
grievance mechanisms.
41
SOCIAL PERFORMANCE (SOCIETY)
Disclosure on management approach - society 15, 19, 23, 51, 93-
94, 97
LOCAL COMMUNITIES
SO1 (P) Percentage of operations with implemented local community engagement, impact assessments,
and development programs. 94-102 1 8
(f)
SO9 (P) Operations with significant potential or actual negative impacts on local communities. 94
SO10 (P) Prevention and mitigation measures implemented in operations with significant potential or actual
negative impacts on local communities. 35, 50, 93
A08 Number of persons physically or economically displaced, either voluntarily or involuntarily, by the
airport operator or on its behalf by a governmental or other entity, and compensation provided. 82
CORRUPTION
SO2 (P) Percentage and total number of business units analyzed for risks related to corruption. 15 10 (a)
SO3 (P) Percentage of employees trained in organization's anti-corruption policies and procedures. 15, 40-42 10 (a)
SO4 (P) Actions taken in response to incidents of corruption. 61 10
PUBLIC POLICY
SO5 (P) Public policy positions and participation in public policy development and lobbying. 94 62 10
(a)
SO6 (A) Total value of financial and in-kind contributions to political parties, politicians, and related
institutions by country.
63 (a)
ANTI-COMPETITIVE BEHAVIOUR
SO7 (A) Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and
their outcomes. 23; 153-155 AA
COMPLIANCE
SO8 (P) Monetary value of significant fines and total number of non-monetary sanctions for non-compliance
with laws and regulations.
23, 51, 94; 149, 153-
155 AA
60 Risk maps and their periodic analyses include human rights risks. We hope to publish data on the percentage of operations subject to a human rights review in future reports in the medium-term.
61 Not applicable as no incidents of this type occurred in 2012.
62 abertis’s Code of Ethics stipulates that the Group shall not influence government decisions; it also states that its relations with public bodies shall based on the principles of integrity, honesty and respect. There are countries in which said practices are carried out within a framework of proactive relations
with the public authority.
63 abertis's Code of Ethics stipulates that the company cannot try to influence decisions made by the government and prohibits any conduct oriented to obtaining favors or which may hinder integrity or transparency.
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report111
GRI Description Page Cover.23 UNGC24
MDG25
Checking
SOCIAL PERFORMANCE (PRODUCT RESPONSIBILITY)
Disclosure on management approach – Product responsibility
23-25, 27-34
CUSTOMER HEALTH AND SAFETY
PR1 (P) Life cycle stages in which health and safety impacts of products and services are assessed for
improvement, and percentage of significant products and services categories subject to such
procedures.
28-34
PR2 (A) Total number of incidents of non-compliance with regulations and voluntary codes concerning
health and safety impacts of products and services during their life cycle, by type of outcomes.
64
A09 Total annual number of wildlife strikes per 10,000 aircraft movements. 79
PRODUCT AND SERVICE LABELLING
PR3 (P) Type of product and service information required by procedures, and percentage of significant
products and services subject to such information requirements. 23-28
(a)
PR4 (A) Total number of incidents of non-compliance with regulations and voluntary codes concerning
product and service information and labelling, by type of outcomes.
65
PR5 (A) Practices related to customer satisfaction, including results of surveys measuring customer
satisfaction. 23-28, 33-34
MARKETING COMMUNICATIONS
PR6 (P) Programs for adherence to laws, standards, and voluntary codes related to marketing
communications, including advertising, promotion, and sponsorship.
64
PR7 (A) Total number of incidents of non-compliance with regulations and voluntary codes concerning
marketing communications, including advertising, promotion, and sponsorship by type of
outcomes.
66
CUSTOMER PRIVACY
PR8 (A) Total number of substantiated complaints regarding breaches of customer privacy and losses of
customer data. 26
67
COMPLIANCE
PR9 (P) Monetary value of significant fines for non-compliance with laws and regulations concerning the
provision and use of products and services. 23; 154-155 AA
64 Not applicable as no incidents of this type have occurred.
65 Not applicable as no significant incidents of this type have occurred, nor has abertis adopted voluntary codes in this regard.
66 Not applicable as no incidents of this type occurred in 2012.
67 No complaints have been made concerning respect for privacy or personal data leaks.
Verification codes:
Verified indicator
NV Not verified
(a) Reported in a qualitative manner
(b) Does not report on waste treatment
(c) Not broken down by age group or region; detailed information on new contracts not given
(d) Not broken down by region
(e) Percentage not given
(f) Not broken down by destination of waste
ABERTIS INFRAESTRUCTURAS, S.A.
Corporate Social Responsibility Report112
13. GRI REVIEW REPORT