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Annual Report CSR Aena 2017 2 Annual Report CSR Aena 2017 2 CHAIRMAN’S LETTER ABOUT COMPLIANCE WITH RELATIONSHIP WITH HUMAN Table of 1 US 5 PLANS 8 THE ENVIRONMENT 11 RIGHTS • Company profile • Cornerstones for growth at Aena • Sustainable coexistence with the • A deep-rooted commitment contents • Core business lines • Income increase environment • Identification of impact • Governing body • Cost efficiency • Mitigation of acoustic impact • Due diligence mechanisms • Organisational structure • Investment compliance • Energy and climate change • Main figures 2017 • Standout milestones in 2017 INNOVATION EXCELLENCE IN TERMS OF 9 DIVERSITY 12 6 QUALITY AND SECURITY • Culture and open innovation • The sum of all RESPONSIBLE • Technological projects 2 • Quality experience in all services • Talent without labels GOVERNMENT • Improvements in airline services • Best practices of good governance • Progress in passenger services • Code of conduct • Operational and airport security METHODOLOGY OF • Responsible business model SOCIAL 13 THIS REPORT CONTRIBUTION • Initial information and traceability THE PEOPLE 10 • Social action linked to business strategy • Scope and boundaries RISK AT AENA • Investment in social action: Embracing • Reporting principles MANAGEMENT 7 3 Values • Materiality • The people at Aena • GRI content index, Global Compact and • A strategic pillar • Training, professional development and • Traction of suppliers SDGs • Organisational Structure talent • Agreements and projects with third parties • Context of the airport sector and its • Quality, stability and productivity • Initiatives aimed at social inclusion translation to the risk management • Equality and diversity • AenaVolunteers system • Employee wellbeing THE CREATION OF 4 VALUE AT AENA • Aena Responsible • Aena CSR Strategy • CSR Action Plan • Social Clash Flow ABREVIATIONS AND ACRONYMS YOUR OPINION MATTERSINANCIAL INFORMATION February 2018 3 Chairman’s letter The year 2017 has been a year of maturity and 2017, Aena’s stock reached a maximum of 183.7 euros consolidation of a business model that has allowed us to and a minimum of 129.7 euros. show the capacity of our company to create value. This At the same time, diversification, expansion and has been a historic year for us. More than 265 million international presence constitute a strategic aim for us people have passed through Aena’s airports, which places and an essential factor for the growth, generation of us, once again, at the forefront of airport operators value and profitability of the company. worldwide; more than 2 million aircraft operations have been registered, and cargo traffic has grown strongly, Regarding our operational outlook, I would highlight the surpassing the figures recorded in 2016. policies of good governance and corporate responsibility, which establish the principles and values of ethics, This year, I would highlight the new structure of the integrity, legality and transparency, which are transferred, company, thereby dividing it into two large blocks. On for example, to the code of conduct that guides the the one hand, the regulated business unit, which covers behaviour of all the people within the organisation, the development of the entire airport network (activity amongst themselves and in their relations with clients, subject to the regulatory framework established in the partners, suppliers and, in general, all their stockholder DORA); and, on the other, the unregulated business unit, groups. which encompasses commercial services, real estate development and international development (the three This year, we have also joined the United Nations unregulated business lines). Global Compact, supporting its ten principles with the commitment and intention to inspire business strategy, From an economic viewpoint, we continue to base the our culture and way of acting. results on three fundamental pillars: the increase in the volume of income, the maintenance of management Also, strident efforts have been undertaken to align the efficiency and the containment of costs, along with business model with the United Nations Sustainable the fulfilment of investment commitments. All of the Development Goals (SDG). foregoing form part of the company’s strategy, thus All our efforts have been devoted to the continuous making it possible to increase profitability and operating search for excellence, security and quality of service as cash flow, whilst reducing net financial debt and the we must consolidate our position as a world reference company’s leverage. Operating and financial performance in airport management and be able to respond to the was reflected in the evolution of Aena’s share price, demands of stakeholders, comply with the requirements which rose by 30.4% in 2017 to 169.00 euros per share, of our environment and of the society we serve, and do so compared to the IBEX35, which increased by 7.4 %. During under parameters of sustainability and responsibility. Indicators GRI: 102-14 4 In this sense, all the airports in the network have obtained, Our human capital is our greatest asset. Fully aware throughout this year, the certificate that guarantees of this, our efforts strive to provide a safe and that the aerodrome complies with the requirements healthy working environment characterised by equal established in European Regulation 139/2014 and opportunities and non-discrimination, promotion of that affect the infrastructure of the airport and Aena diversity, talent management and the reconciliation of as its manager. It must not be overlooked that we are a professional and personal life. strategic company for the development and economy of I would like to take advantage of these lines to our country. highlight the involvement, enthusiasm and good work Sustainable coexistence with the environment is of our employees; committed professionals to whom I another of the pillars on which our work is based on thank especially for their persistent commitment and the environment and energy efficiency, minimising the endeavours. undesired effects of our activity and paying special Convinced of our work, through this Corporate attention to the fight against climate change. Responsibility Report that has been prepared taking into Some examples of this are acoustic impact management account the international framework of presentation of through insulation plans, monitoring systems or noise GRI Sustainability Reporting Standards, and with which maps, energy efficiency measures and environmental we submit the performance of the company and our work protection through innovative proposals, the increase of as a sturdy and sustainable enterprise. Airport Carbon Accreditation levels and the establishment of the objective “carbon neutrality” at Adolfo Suárez- Madrid Barajas and Barcelona-El Prat airports. Chairman and CEO Jaime García-Legaz Ponce Indicators GRI: 102-14 5 1 ABOUT US Company profile Core business lines Governing body Organisational structure Main figures 2017 Standout milestones in 2017 6 Company profile Aena SME, SA is a state-run trading company which manages 46 airports and 2 heliports in Spain and, through its subsidiary Aena Internacional, also participates in the management of 16 airports in different countries in Europe and America, including the London-based Luton, of which it owns 51% of the share capital. Share capital and shareholding The shareholder composition of the The shares have been listed since 11 Company is broken down as 51%, February 2015 on the Madrid, Barcelona, ​​ Configuration of shareholding at Aena owned by ENAIRE (public business Bilbao and Valencia Stock Exchanges. 49% entity dependent on the Ministry of Since June 2015, it has been part of the Retail investors Development), and the remaining 49% of IBEX-35. 51% so-called free-float. The share capital of Enaire Aena amounts to 1,500,000,000 euros, Currently, Aena does not hold shares in Aena (State administration) treasury stock, either directly or through represented by 150,000,000 shares, SME, SA each with a par value of 10 euros, fully subsidiary companies. subscribed and paid up. Corporate stock 76,500,000 150,000,000 73,500,000 Share Capital Subsidiaries and dependent companies Aena SME, SA is the parent company of a group composed of eight subsidiaries and The information presented in this report corresponds Subsidiaries of Aena five associates, and owns a proportion of to Aena SME, SA and includes the Londo-Luton Airport, the share capital in five other companies as it is the only airport outside the Spanish network of with a stake deemed not materially which it owns more than 50% of the capital through its relevant. subsidiary Aena Internacional SME , SA in 2017. Indicators GRI: 102-1; 102-5; 102-45 7 Aena SME, SA Aena airports have modern infrastructures with a large In terms of passenger numbers, Aena is the first airport capacity available to absorb future traffic growth estimated operator worldwide, with more than 265 million passengers at 353 million passengers (Spanish airports and London- in 2017 (249.2 million in Spanish airports and 15.8 million Luton Airport). in London-Luton Airport). Main airport operators in 2017 (million passengers) No. 1 265 (1) Airports in the Spanish network plus London-Luton Airport. in the world (2) TAV Airports. by passenger volume (3) AdP (Aeróports de Paris).Includes only 104 Paris airports. 102 109 78 76 (4) HAH (Heathrow Airport Holdings Ltd). (5) Schiphol Group. (6) Fraport.Only includes Frankfurt airport. Infrastructures with an Aena1 TAV 2 AdP3 HAH4 Schiphol5 Fraport6 Source:
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