Corporate Responsibility Report | 2019
5
Chairman’s • General overview letter • Global Leaders
1. Aena: • Risk Management and its impacts Business Model
• Reference framework and corporate policies Environmental protection: • Objectives and strategies: Strategic Plan of Aena environmental issues
Social and staff issues
4. Human Rights
5. Fight against corruption and fraud
6. Aena and its impact on the environment: social issues
7. Customer focus: quality and security
8. Innovation for fostering opportunities
9. Technical record
10. Appendix Progress Aena: Business Model with SDG Corporate Responsibility Report | 2019 Results Measures and management 8 6 • Aena's activity hit • Aena renews its inclusion on the • General Shareholders’ Meeting. • Anti-corruption and fraud policy. Decent work and economic growth new highs in Spain, FTSE4Good Index. • Board of Directors: Executive • Corporate fiscal policy. driven by the strong • Aena, among the 100 companies Committee, Audit Committee • Aena communication policy. performance of tourist 9 Chairman’s with the best reputation in Spain, and Appointment, Salaries and • Communication and investor and domestic traffic. Industry, innovation letter according to MERCO. Corporate Governance Committee. relations policy. and infrastructure • No personal data security breaches • Risk Control and Management • Shareholder remuneration policy. have been detected in 2019. Policy and System. • Selection policy for board 1. Aena: • Strategic Plan 2018-2021. 10 business model candidates. Reduced inequalities • Corporate governance policy. • Integrated management of quality, €4,503.3 M • Regulatory compliance policy. the environment and energy 2. Environmental turnover • Code of Conduct. efficiency policy. 11 protection:
environmental issues • Corporate responsibility policy. Sustainable cities and communities 293.2 M • Regulatory Compliance System.
of passengers in 2019 (275.2 • Whistle-blower channel. 3. Social and M at Spanish airports and 18 M 16 staff issues 16 • at London-Luton Airport) Peace, justice and strong institutions
4. Human Rights IN 2019 LOOKING FORWARD Efficient and sustainable business 11 model €2,766.2 5. Fight against 8 10 9 million of EBITDA in corruption and fraud 2019.
Main milestones 2019 Perspectives and future outlook 6. Aena and its impact Investment in on the environment: • Creation of the Department of • Completion of the process of • Development of Aena’s real estate • Moderation of traffic growth levels. improvements in social issues Innovation and Cross-Company adaptation to the Organic Law business. • Promote international expansion, infrastructure, security Strategic Projects. on Data Protection and Digital • Continue to be leaders in efficiency depending on good opportunities and environmental Rights Guarantees. 7. Customer focus: • Concession for the Northeast and committed to competitive arising. conservation quality and security Brazil airport group. • Extension of the duty free tariffs. • Review of corporate policies. €521.6 million in contract. investments in 2019. • Real estate development plan. • Maintain a solid cash generation • Promotion of data protection • Strengthening of the role of capacity. 8. Innovation regulation audits. the data protection officer. for fostering • Compliance with the service • Continue to make progress with the Transparency in
opportunities quality standards and investment objectives of the Strategic Plan. decision-making and commitment aims set forth in the accountability. Airport Regulation Document1. 9. Technical record
(1) Airport Regulation Document (DORA): document that sets out the minimum conditions of service necessary to guarantee the accessibility, sufficiency and suitability of the airport infrastructure and the adequate provision of the basic services of the airport network.
10. Appendix General overview Corporate Responsibility Report | 2019 Aena S.M.E., S.A. (“Aena”, or the “Company”) is a joint stock company. Its majority shareholder is ENAIRE, a public business body that 7 owns 51% of its capital. The remaining 49% has been listed on the stock exchanges of Madrid, Barcelona, Bilbao and Valencia since 11 February 2015.
Chairman’s letter
1. Aena: Aena currently operates 46 airports of general interest in Spain and two business model heliports. Aena owns 32 of these airports and has shared use of anoth- er eight with the Ministry of Defence. A further five are military airbases 2. Environmental protection: that are open to civilian traffic, while it operates Murcia International Air- environmental issues port (AIRM) as a concession.
76,500,000 73,500,000 3. Social and It also has a presence outside Spain, through its subsidiary Aena Desar- staff issues shares shares rollo Internacional S.M.E., S.A. (“Aena International”). Aena International
ENAIRE (State Admin.) in Aena S.M.E., S.A. Shareholding Free-float stock exchange listing has a 51% majority holding in the UK’s London Luton Airport and also 4. Human Rights has interests in 12 airports in Mexico, two in Jamaica and two in Colom- 51% 49% bia. In March 2019, it acquired 100% of the management of six airports 2 3 5. Fight against in north-east Brazil (ANB) , coming into operation in January 2020 . corruption and fraud The Aena Group comprises Aena, the AIRM concession operator, Aena 6. Aena and its impact on the environment: International, the companies in the London Luton Airport Holding Group, social issues and the concession operator ANB.
7. Customer focus: quality and security
8. Innovation for fostering opportunities (2) The specific and exclusive corporate purpose of which is the provision of public services for the Share Capital expansion, upkeep and operation of airport infrastructure in the airport complexes in the north- 9. Technical record east block of Brazil. €1,500,000,000 Share capital (3) Operations began in January 2020 in Juazeiro do Norte and Campina Grande, in February 2020 in €10 Maceió, Aracajú and João Pessoa airports, and in March 2020 operations began in Recife Airport. 150,000,000 Shares Par value
10. Appendix San Sebastián (EAS) Grupo III
Vitoria (VIT) Bilbao(BIO) Grupo III Grupo I Pamplona (PNA) León (LEN) Burgos (RGS) Grupo III Grupo III San SebasSan Sebastián (EAtiánS) (EAS) Grupo III San Sebastián (EAS) GroupGrupo IIIIIGrupoGrupoI II IIII Logroño (RJL) Sabadell (QSA) Asturias (OVD) Grupo III Grupo III1 in United Kingdom Grupo II A Coruña (LGC) VitoriaViVito to(VIT)riaria ((VIT)VIT) GroupGrupo IIIIIGrupoGrupoI II IIII Zaragoza (ZAZ) Grupo II BilbaoBilbaoBilbao(BIO)(BIO(BIO)) Grupo II Grupo II San Sebastián (EAS) GrupoGroup IGrupo Grupo I I 2 in Jamaica Aena airport GrupoSan IIPaI SebasmplonaPaPamplonatiánmplona (PNA) (EA S)(PNA)(PNA) Girona-Costa Brava (GRO) LeónLe Le(LónEN)ón (L(LEN)EN) Huesca-Pirineos (HSK) Grupo I Corporate BurgosBur (RgosGS )(RGS) GrupoGroupGrupo III IIIGrupoGrupo III III Santiago (SCQ) Grupo IIIGrupo III Burgos (RGS) Grupo III network Group IIIGrupo III Vitoria (VIT) Responsibility GrupoGroup IIIGrupoGrupo III III Grupo II GrupoViLo toIIgrI riaoñoLoLo gr(grVIT) (RJLoñooño) (RJL(RJL)) SabadellSabadellSabadell (QSA (Q)(QSASA)) AsturiasAsAsturiasturias (OVD) (O(OVD)VD) Bilbao(BIO) Grupo IIIGrupo III Bilbao(BIO) GrupoGroupGrupo IIIIIGrupoIGrupo III III Grupo III Report | 2019 Vigo (VGO) GrupoGroup IIGrupoGrupo II II Grupo I 12 in Mexico A CoruñaA Coruña (LGC) (LGC) Grupo I Pamplona (PNA) A Coruña Grupo(LGC) II León (LEN) GrupoPaZa IIImplonaragoZaZazarragoago (PNA)(ZAZ)zaza (ZAZ)(ZAZ) Grupo IGrupoIGrupoGroup I IIII León (LEN) Burgos (RGS) Grupo IIGrupo II Grupo III GroupGrupo IIGrupoGrupo Bur gosII II (RGS) GrupoGroup III IIIGrupo II 8 Grupo III Grupo III SabadellGirona-Costa Gir(QGirSAona-Costaona-Costa) Brav aBrBr (GRavavaaO) (GR(GRO)O) Santiago-RosalíaValladolid (VLL) de Grupo III Logroño (RJL) Asturias (OVD) Huesca-PirineosHuesca-PirineosHuesca-Pirineos (HSK) (HSK)(HSK)GrupoSabadell GrupoIII IGrupoGrupo (Q SAI I ) Grupo III GrupoLo IIIgroño (RJL) Barcelona-El Prat (BCN) SantiagoSanCastroSantiagotiago (SC (SCQ)Q) (SC(SCQ)Q) GrupoAs IIturias (OVD) Grupo IIGrupoGrupoI II IIII Grupo III Salamanca (SLM) GrupoGroup III III Group APIII A Coruña (LGC) Grupo II Grupo IGrupoIGroupGrupoA Coruña IIIII (LGC) Grupo III Zaragoza (ZAZ) Grupo II Zaragoza (ZAZ) Reus (REU) Grupo II Grupo II Grupo II Vigo VigoVigo(VGO) (V(VGO)GO) Grupo II Grupo II Adolfo Suárez Madrid-Barajas (MAD) Grupo II Girona-Costa Brava (GRO) GroupGrupo IIGrupoGrupo II II GroupGrupoGir IIIona-Costa Menorca (MAH Brava) (GRO) Chairman’s AP Huesca-PirineosSon (HSK) Bonet (SBO) Santiago (SCQ) GrupoHuesca-Pirineos III (HSK) GrupoGrupo I I letter Santiago (SCQ) Grupo III Madrid-Cuatro Vientos (MCV) Grupo III GrupoVa lladolidII VaValladolidlladolid (VLL) (VLL)(VLL) Josep Tarradellas GrupoGrupo II III Barcelona-ElBarBarcelona-ElBarcelona-Elcelona-El Prat Prat-P(BCNPraratt (BCN)(BCN(BCN))) GroupGrupo IIIGrupoGrupo III IIIVigo (VGO) Palma de Vigo (VSalamancaGO) SalamancaSalamanca (SLM) (SLM)(SLM) Mallorca (PMI) AP MAAPAP 6 in Brazil Grupo II GroupGrupo IIIGrupoGrupo III III AP ReusRR (REU)euseus (REU)(REU) 1. Aena: Grupo IIBadajoz (BJZ) GrupoGroup IIGrupoGrupo II II business model AdolfoAdol Suárfo ezSuár Madrid-BarezGrupo Madrid-Bar III ajas (MAD)ajas (MAD) Ibiza (IBZ) / Grupo I VaAdollladolidfo Suár (VLL)ez Madrid-Barajas (MAD) MenorMenorca (MAHca (MAH) ) AP APValladolid (VLL) Son BoneSon Bonet (SBO)t Bar(SBO)celona-ElMenor Pracat (MAH(BCN) MA GrupoAP III Son Bonet (SBO)GroupGrupo IGrupo Grupo I I Grupo III Salamanca (SLM) Valencia (VLC) Group/Grupo Grupo IIIIIGrupoGrupoI I AP BarII IIII celona-El Prat (BCN) Madrid-CuaMadrid-CuaMadrid-Cuatro Vientrtroo toVienViens (MCVtotoSalamancass (MCV)(MCV)) (SLM) AP CórdobaGrupo (ODB) III Alicante-Elche (AReusLC) /(REU) Grupo I 2 in Colombia GroupGrupo IIIIIGrupoGrupoI II IIII Grupo III 2. Environmental Grupo III PalmaPaPa delmalma dede GrupoReus II (REU) Adolfo Suárez Madrid-Barajas (MAD) MalloMalloMallorca (PMIrcrcaa )Mur (PMI(PMIcia-San)) Grupo JaII vier (MJV) / Grupo II protection: Menorca (MAH) AP Adolfo Suárez Madrid-Barajas (MAD) MAAP APAP Son Bonet (SBO) Sevilla (SVQ) GrupoMenor I ca (MAH) environmental issues AP BadajBadajBadajoz (BJZozoz) (BJZ(BJZ)) Son Bonet (SBO) Grupo I Grupo III Grupo I Grupo IIIGrupo III Aeropuerto InternacionalGrupo III � GrupoCanary Canarias Islands Group Madrid-CuatrGroupo Vien IIIGrupo to IIIs (MCV) IbizaIbiza Ibiza(IBZ) (IBZ) (IBZ)/ GroupGrupo / / II GrupoGrupo I I Madrid-Cuatro Vientos (MCVJerez) (XRY) de la Región de Murcia – Juan de la Cierva Grupo III Palma de Grupo III Grupo II ValenciaMalloPaValmalenciarc (VLa de(PMIC) (VL/ Group)GrupoC) / I Grupo Grupo I I VaAlbacelenciate (VL (ABC)C) / / Grupo III 3. Social and Lanzarote (ACE) CórdobaCórdoba (ODB) (ODB) Málaga-Costa del Sol (AGP) Mallorca (PMI) La Palma (SPC) Córdoba (ODB) AlicanAP AlicanAlicante-Elchete-Elchete-Elche (ALC ) (A (A/ GroupLCGrupoLC)) // I Grupo Grupo I I AP staff issues GrupoGroup BadajIIIGrupoGrupo III IIIoz (BJZ) Grupo I GrupoBadaj III oz (BJZ) Algeciras (AEI) F.G.L. Granada-Jaén (GRX) / Grupo II La Gomera (GMZ) Ceuta (JCU) Murcia-SanMurMurIbizacia-Sancia-San Ja(IBZ)vier Ja Ja/ (MJV) vier vierGrupo (MJV) (MJV)I / GrupoGroup // IIGrupoGrupo II II Grupo III Grupo III Ibiza (IBZ) / Grupo I SevillaSeSe villa(SvillaVQ (S)(SVQVQ)) Grupo III Almería (LEI) / Grupo II GrupoGroup IGrupo Grupo I I Melilla (MLN) VaMurcialenciaAeropuertoAeropuertoAeropuerto (VLRegionC) / InternacionalGrupo InternacionalIInternacional Group GrupoGrupoGrupo Canarias CanariasCanarias Córdoba (ODB) Valencia (VLC) / Grupo I JerezJer Jer(XRezezY) (XR(XRY)Y) Grupo III AlicanInternationalde late-Elchede deRegión lala RegiónRegión (AAirport deLC Murcia) /dede Grupo / MurciaGroupMurcia I– Juan II –– JuandeJuan la de deCierva* lala Cierva*Cierva* 4. Human Rights GrupoCórdoba III (ODB) Alicante-Elche (ALC) / Grupo I airports Grupo III GroupGrupo IIGrupoGrupo II II Murcia-San Javier (MJV) / Grupo II Fuerteventura (FUE) Málaga-CosMálaga-CosMálaga-Costa deltata Sol deldel (A SolSolGP) (A(AGP)GP) AlbaceAlbaceAlbacete (ABC)tete (ABC)(ABC)/ GrupoGroup // IIIGrupoGrupo III III Adolfo Suárez La PaLaLalma PaPa (SPC)lmalma (SPC)(SPC) LanzaLanzaLanzarote ro(AroteCE)te (A(ACE)CE) Sevilla (SVQ) Murcia-San Javier (MJV) / Grupo II Grupo IGrupo I GrupoSe Ivilla (SVQ) Group I Grupo I Madrid-Barajas El Hierro (VDE) AlgecirAlgecirAlgeciras (AEIasas) (AEI(AEI)) F.G.L.F.G.L.F.G.L. Granada-JaénAeropuerto Granada-JaénGranada-Jaén(GRX) Internacional(GRX)(GRX) / GrupoGroup // II GrupoIIGrupo II II GrupoLa Canarias GomerLaLa GomerGomera (GMZ)aa (GMZ)(GMZ) Grupo I CeutaCeutaCeuta (JCU) (JCU)(JCU) Aeropuerto Internacional Airport Grupo Canarias Gran Canaria (LPA) Jerez (XRY) GroupGrupo IIIIIIGrupoGrupo III III de la Región de Murcia – Juan de la Cierva* 5. Fight against Tenerife Sur (TFS) GrupoGroupJerez IIIGrupoGrupo (XR III IIIY) de la Región de Murcia – Juan de la Cierva* Grupo II AlmeríaAlmeríaAlmería (LEI) /(L(L GroupGrupoEI)EI) // I IIGrupoIGrupo I II Josep Tarradellas corruption and fraud Grupo II Málaga-CosMelillataMelillaMelilla del (MLN Sol (MLN)(MLN (AGP))) Albacete (ABC) / Grupo III Lanzarote (ACE) Grupo III La PalmaT enerif(SPC) e Norte (TFN) Málaga-CosGrouptaGrupo del III IIIGrupoGrupo Sol III III(AGP) Albacete (ABC) / Barcelona-El Prat La Palma (SPC) Lanzarote (ACE) Grupo I Algeciras (AEI) Grupo I F.G.L. Granada-Jaén (GRX) / Grupo II La Gomera (GMZ) Ceuta (JCU) Algeciras (AEI) Palma de La Gomera (GMZ) FuerteFuerteFuerteventurveveantnt (FUEururaa )(FUE(FUE)) Ceuta (JCU) Grupo III F.G.L. Granada-Jaén (GRX) / Grupo II Grupo III Grupo III 6. Aena and its impact Grupo III Almería (LEI) / Grupo II Mallorca El HierrElEl HierroHierr (VDEoo (VDE)(VDE)) Melilla (MLN) Almería (LEI) / Grupo II on the environment: Melilla (MLN) Gran GrCanariaan Canaria (LPA) (LPA) Grupo III Group social issues Gran Canaria (LPA) TenerifAirportTTenerifenerife Suree (T typologySurSurFS) (T(TFS)FS) Hub Tourism Regional Heliports and general aviation MAGrupo IIIMain airports Canary Islands Fuerteventura (FUE) TenerifTTenerifenerife Norteee NorteNorte (TFN) (T(TFN)FN) Fuerteventura (FUE) Group I El Hierro (VDE) 7. Customer focus: Airports with more El Hierro (VDE) Gran Canaria (LPA) quality and security Tenerife Sur (TFS) Gran Canaria (LPA) than 2 million Tenerife Sur (TFS) pax/year Tenerife Norte (TFN) Tenerife Norte (TFN) 8. Innovation Group II Airports for fostering 6 1,068.4 2,360,957 189.3 M 293.2 M with more than opportunities Aena was awarded the thousands of operations passengers of passengers in 2019 500,000 pax/year concession for the operation and tons of cargo performed (International traffic) (275.2 million at Spanish Group III maintenance of Northeast Brazil handled airports and 18 million at Airports 9. Technical record airport group, consisting of 6 London-Luton Airport) with less than airports 500,000 pax/year
10. Appendix Conectamos el mundo, creamos valor Memoria de Responsabilidad Corporativa | 2019 Aena es hoy una gran Compañía de servicios que opera en un entorno en una evolución continua que viene definida por las necesidades y global, complejo y cambiante donde el éxito solo es posible cuando expectativas de su entorno. Sus respuestas eficaces y adecuadas a 9 la organización es capaz de generar valor de manera constante para estas demandas, constituyen los cimientos de su liderazgo. todos sus grupos de interés. Para lograrlo, la Compañía está inmersa
Carta del Presidente
Ampliación de la capacidad en Líneas de estratégicas Grandes retos los aeropuertos 1. Aena: modelo de actuación de negocio Calidad de servicio Tecnologías innovadoras 2. Protección del Sociales Ambientales Regulatorios entorno: cuestiones Minimización huella ambiental medioambientales Optimización de la oferta comercial ión Tecnológicos De mercado tuac Oferta inmobiliaria ac 3. Cuestiones sociales de as Impulso a la expansión internacional y relativas al personal ic g ón ario globa Co é ti tu l, d n t s or in e Asignación de recursos de capital a e p am l r g ro servicio m t e e s a iz s a a r d er a e e r o o d Personas y talento t r d p d s o a estru o o i 4. Derechos Humanos e d t ra ct r r o e f u t d a s n r d a u i a u r e m Estrategia de RC Temas relevantes n r e s a e s e d a r P b a n p i l r e a o i e E O o r e s t o e n n
Un actor que genera valor a la í s p c t
o L e o
e n
5. Lucha contra la comunidad G r
t
o u
corrupción y el fraude m a
í
r
a
Cambio climático i
a s s é En nuestra r Cultura profesional basada en el e 6. Aena y su impacto t n Expertos RC gestión i talento y el compromiso en el entorno: e cuestiones sociales d Administraciones públicas y Exigencias y restricciones s o p organismos reguladores derivadas del marco regulatorio ru G Accionistas, inversores y analistas 7. Orientacion al cliente: Experiencia del cliente Ju ad nto a la socied calidad y seguridad Usuarios de servicios (pasajeros, Sostenibilidad Con el medio ambiente aerolíneas, agentes de handling) Gestión eficiente 8. Innovación Proveedores de servicios y para potenciar las Innovación y tecnología concesionarios oportunidades Internacionalización Medios de comunicación Seguridad operacional y Grupos de Comunidad local 9. Ficha técnica aeroportuaria Junto a la sociedad interés Sociedad y ONGs Transparencia Empleados
10. Anexo Corporate January February Responsibility Milestones 2019 Report | 2019 The Murcia Region International Historical record number of Aena presents is 2018 economic Airport opens its doors passengers in 2018: over 263 results 10 His Majesty King Felipe VI opened million passengers 1,327.9 million euros of net profit the new airport at a ceremony The balance of passenger traffic at were earned in 2018, representing also attended by the Minister of Aena's airports during 2018 was very 7.8% more than the previous year. Chairman’s Development, José Luis Ábalos, and positive: more than 263.7 million This figure reflects the positive letter the President of the Region of Murcia, passengers, representing 5.8% more evolution of the business and a Fernando López Miras, among other than the previous year, breaking a decrease in financial expenses. authorities and hundreds of guests. historical record. 1. Aena: business model
March 2. Environmental protection: environmental issues
Aena was awarded the concession for the Málaga-Costa del Sol Airport Aena presents its Photovoltaic Plan 3. Social and Northeast Brazil airport group celebrates its centenary As part of Aena’s strategy to fight climate staff issues Aena, through its subsidiary Aena Desarrollo The airport ran several activities change, among other measures the Company Internacional, was awarded the concession for the during the year to celebrate is committed to increasing the self-supply operation and maintenance of the Northeast Brazil the event, starting with the of energy from renewable sources. Aena’s 4. Human Rights airport group, for a period of 30 years, with the reception of two light aircraft photovoltaic plan will allow an energy self- possibility of a 5 year extension. The price of the and a commercial aircraft that supply of 70% to be achieved. contract amounted to 1,900 million Brazilian reals, reproduced their first flight. approximately 437.5 million euros, and was the 5. Fight against result of an auction that took place on the São Paulo corruption and fraud stock exchange.
6. Aena and its impact on the environment: social issues April May
7. Customer focus: quality and security Biometric facial recognition Financing to improve energy efficiency Aena rewards innovation 8. Innovation technology Aena's chairman, Maurici Lucena, and the EU bank's Vice For the second year running, for fostering Menorca Airport has become the first President, Emma Navarro, signed a financing agreement under the Innova 2019 Awards opportunities in Europe to test a facial recognition which the EIB is to grant the Company a EUR 86 million loan ceremony was held at Aena's system in security filter and boarding to finance 75% of investments aimed at improving energy central services headquarters. processes. efficiency and promoting renewable energy consumption at 9. Technical record Aena's airports and heliports in Spain.
10. Appendix Corporate Responsibility The Department of Innovation and Cross-Company Strategic Report | 2019 Projects was created in 2019
11 Its aim is to promote important strategic projects such as innovation, digital transformation, the search for passenger service excellence and sustainability. Chairman’s letter
1. Aena: business model October September June 2. Environmental protection: environmental issues Signing of a cooperation 50th anniversary of Aena renews its place on the Aena joins the Net Zero 2050 commitment agreement with Capital Airports Fuerteventura Airport FTSE4Good Index The commitment is part of Aena's climate 3. Social and Holding Company, the largest Over its half century of history, For yet another year running, change strategy. Over the next five years, this staff issues airport operator in China Fuerteventura Airport has Aena has featured on the stock initiative will reduce Aena's carbon emissions to The aim of the partnership is witnessed the transit of more market corporate sustainability a net aggregate value of zero, making its airport to share airport and business than 84.7 million passengers and index designed to facilitate business compatible with the need to preserve 4. Human Rights management work methods. over 760,000 aircraft. investments in the world's most the planet and tackling one of humanity's major sustainable companies. challenges in the 21st century: climate change.
5. Fight against corruption and fraud
6. Aena and its impact on the environment: December social issues
New Department of Innovation and Cross- 50th anniversary of Pamplona Employer branding, a necessary tool for 7. Customer focus: Company Strategic Projects. Airport quality and security people management This department will promote major A series of activities were Aena launches the Employer Branding project strategic projects, such as innovation, digital launched to mark this occasion, internally aimed at improving the experience 8. Innovation transformation, seeking passenger excellence aimed at airport workers and of employees and attracting talent. for fostering and sustainability. Navarra society at large. opportunities
9. Technical record
10. Appendix Corporate Business environment and trends Responsibility Report | 2019
12 Aena's activity hit new highs in Spain in 2019, driven by the strong performance of tourist and domestic traffic. However, growth in the volume of passengers to and from the UK - the largest international Chairman’s letter market - slowed compared to 2018. Germany, the second largest inter- national market, also contracted slightly.
1. Aena: business model The global economy - the main driver of the volume or air traffic is -ex periencing a synchronised slowdown, which began in the second quar- 2. Environmental protection: ter of 2018. This is due mainly to weakening of manufacturing activi- environmental issues ty, while service activities have remained positive for the moment. The International Monetary Fund estimates global GDP growth in 2019 at 3. Social and staff issues 2.9%, down on the 3.6% in 2018, with a 1% increase in world trade, which was also lower than the 3% growth in 2018. (More information on the macroeconomic environment in which Aena is operating is de- 4. Human Rights tailed at the start of the 2019 Management Report).
5. Fight against In addition to economic issues, we also need to consider social trends, corruption and fraud such as: increasing environmental concerns among Aena's stakehold- ers; the ageing of the population in Europe (which could mean an in- 6. Aena and its impact on the environment: crease in services adapted for users with special needs); the ongoing social issues integration of information technology; and the continuous develop- ment of innovative products (with applications and repercussions in 7. Customer focus: quality and security all areas).
8. Innovation for fostering Sunrise at Almería Airport. opportunities
9. Technical record
10. Appendix Main short, medium and long-term trends and risks that could result from the context in which Aena Corporate operated in 2019 Responsibility Report | 2019 Trends and risks Scenarios Aena’s actions
13 • Continuing uncertainty around Brexit. • Aena 2018-2021 Strategic Plan. • Business potential in the American countries where • Continuous promotions in the commercial area of the Spanish airports network. Aena operates remains favourable, although there is Political Chairman’s less stability than in the European market. • Contact with airlines affected by Brexit. letter situation
• The Spanish airport network has been able to successfully handle the growth in traffic 1. Aena: due to the enormous investment effort in the previous decade. business model • Slower but stable growth in the Spanish economy. Economic • Completion of the expansion of London Luton Airport and start of planning for its • Boost from domestic traffic. situation and future development. 2. Environmental development • Modest recovery in alternative destinations to Spain. • Aena enters the Brazilian market, starting to operate in 2020. protection: of the tourism environmental issues sector • Extraordinary incentive for airlines following the bankruptcy of Thomas Cook.
3. Social and staff issues • Increase in the share of passengers of low-cost airlines, although their concentration remains low. • Aena offers incentives for airlines to promote the creation of new long-haul routes to destinations that are not currently served, and for growth in passengers at small and Evolution of • The trend towards airline concentration could result in seasonal airports. 4. Human Rights the profile of less competition. airlines • Review of competition resolutions on the merger agreement. • IAG-Air Europa merger agreement.
5. Fight against corruption and fraud • The terrorist threat remains in Europe. • Operational Security Management System. 6. Aena and its impact • Aena is exposed to risks related to airport Operational • Collaboration with security forces on enhancing security controls. on the environment: and physical operations (operational and physical security). social issues security, Events such as terrorist attacks, wars, global • Strong focus on innovation to balance quality of service with the including epidemics and accidents could have a negative highest security. terrorist acts impact on air traffic. 7. Customer focus: quality and security
8. Innovation for fostering opportunities • Greater exposure and increased threats • Implementation of a cybersecurity plan to enhance information security in and vulnerabilities in the face of the Company, reinforcing existing controls and improving the capacity to Information cyberattacks. respond to threats. 9. Technical record technology and cybersecurity
10. Appendix Corporate Trends Responsibility and risks Scenarios Aena’s actions Report | 2019
14 • Regulated sector: management of the airport • Progress on achieving the objectives in the Strategic Plan. network with public service criteria, airport charges regime, airport security measures. • New organisational structure. Shareholder Chairman’s structure letter
• Aena’s Climate Change Strategy. • Established presence in the ESG and FTSE4Good indices. 1. Aena: • The consequences of climate change (adverse and business model extreme weather events) can affect the operational • Carbon Disclosure Project (CDP) reporting. Climate capacity, safety and efficiency of airports. • Launch of the Photovoltaic Plan. 2. Environmental change • Greater environmental awareness among the general • Purchase of renewable energy. protection: public, business and government, where collaborative • Implementation of various energy efficiency and renewable energy measures in environmental issues models are emerging to exploit synergies and foster airports, along with awareness raising and outreach. cascade effects. • Involvement in international initiatives (ACA programme, Net Zero Carbon). 3. Social and • Collaboration with airlines and handling agents to reduce emissions. staff issues
• Compatibility of air operations and development 4. Human Rights of airport infrastructures with local environments • Mitigating measures for environmental effects and noise in Effects on local (noise). airport areas and particularly sensitive locations. communities 5. Fight against corruption and fraud
• Increased scrutiny of ethics and transparency. • Strategic Corporate Responsibility Plan. 6. Aena and its impact on the environment: • Effective contribution to sustainable • Perception analysis and communication mechanisms for social issues Stakeholder development. passengers and employees. demands • Evolution of the passenger profile. • Participation in alliances for sustainable development. 7. Customer focus: quality and security
• Increased focus on regulatory compliance aspects • Regulatory compliance system including policies and 8. Innovation because of possible breaches, or defective for fostering procedures to combat corruption and fraud, and the corporate compliance with, legal standards, rules of opportunities governance policy. Regulatory behaviour and other requirements. compliance
9. Technical record
10. Appendix Corporate Capital and organisational structure Responsibility Report | 2019 The annual financial statements include details of the current capital 15 structure of Aena. At present, 51% of Aena is owned by ENAIRE (a public business entity dependent on the Ministry of Transport, Mo- bility and the Urban Agenda4) with the remaining 49% being listed Chairman’s letter on the stock exchanges of Madrid, Barcelona, Bilbao and Valencia since 11 February 2015 (see full details of shareholdings at year-end
1. Aena: 2019 included in the corporate governance report). Aena has been business model part of the Ibex 35 since June 20155.
2. Environmental protection: The highest governance bodies with responsibilities for manage- environmental issues ment, supervision and control are the general shareholders’ meeting and the board of directors, which has an executive committee, an 3. Social and staff issues audit committee and an appointments, remuneration and corporate governance committee6. Supervision mechanisms The Board of Directors evaluates on an annual 4. Human Rights Aena’s directors are selected following analysis of needs and favour- basis, following a report from the Appointments and ing diversity of knowledge, experience and gender. Aena’s board of Remuneration Committee, its operation, the efficiency directors had 15 members at 31 December: 6 independent directors, 5. Fight against and quality of its work, as well as the endeavours corruption and fraud 7 proprietary directors appointed at the proposal of the majority of the Board Committees and the performance of shareholder, ENAIRE, 1 proprietary director representing TCI Adviso- 6. Aena and its impact the Chairman in his duties. Every three years, this ry Services and 1 executive director, the post held by the current on the environment: evaluation is supplemented by another conducted by social issues Chairman and CEO of Aena, Maurici Lucena. an independent external consultant.
7. Customer focus: quality and security
8. Innovation 26.67% for fostering opportunities female presence on the Board of Directors of Aena at the close of 2019.
9. Technical record (4) Formerly the Ministry of Development, new name as of 13 January 2020. (5) For more information you can consult the Annual Corporate Governance Report available on Aena’s corporate website. (6) On the corporate web page you can also consult the composition, responsibilities and operating regulations of these bodies.
10. Appendix In accordance with the regulations of the board of directors, the or- The creation of the Innovation and Transversal Strategic Projects Corporate Responsibility dinary management of the Company’s business is entrusted to the Division was an important development. This was approved by the board Report | 2019 management team and the corresponding executive bodies. Aena’s of directors in September 2019 to foster alignment of the Strategic Plan organisational structure is designed to ensure compliance with the with critical areas such as sustainability, innovation, the digital transfor- 16 commitments in its regulatory framework (DORA, Airport Regulation mation and the search for excellence in the customer experience. Document, 2017-2021)7 and to foster new business lines that gener- ate value, such as commercial and real-estate activities and interna- Chairman’s letter tional expansion.
1. Aena: business model Chairman and CEO Maurici Lucena Betriu
2. Environmental protection: environmental issues Managing Director Managing Director of of Airports Comercial, Real Estate and Javier Marín San Andrés International Development 3. Social and María José Cuenda Chamorro staff issues
Director of Chairman’s Economic-Financial 4. Human Rights Office, Regulation Director and Public Policies José Leo Vizcaíno Ángel Luis Sanz Sanz 5. Fight against corruption and fraud Corporate General Secretary Director of Organisation Juan Carlos Alfonso Rubio and Human Resources 6. Aena and its impact Begoña Gosálvez Mayordomo on the environment: social issues Director of Innovation Director of and Transversal Communication 7. Customer focus: Strategic Projects María Gómez Rodríguez quality and security Amparo Brea Álvarez
8. Innovation for fostering opportunities
Aircraft parked at Alicante-Elche Airport. 9. Technical record
(7) Airport Regulation Document (DORA): document that sets out the minimum conditions necessary to guarantee the accessibility, sufficiency and suitability of the airport infrastructure and the adequate provision of the basic services of the airport network.
10. Appendix Corporate Markets where Aena operates Responsibility Report | 2019 As previously mentioned, Aena manages a number of airports in Europe and was awarded 100% of the management of six airports in the 17 and the Americas. north-east of Brazil in 20198, including the airports of Recife, Maceió, Aracajú, Campina Grande, João Pessoa and Juazeiro do Norte, which The network of 46 airports and 2 heliports operated by Aena in Aena will start operating in early 2020. Chairman’s letter Spain includes the three most relevant airports (Adolfo Suárez Madrid-Barajas, Josep Tarradellas Barcelona-El Prat and Palma de Aena Desarrollo Internacional also has holdings in the companies that
1. Aena: Mallorca), with the other airports being divided into four groups. Group operate the Alonso Bonilla Aragón airport in Cali and Rafael Núñez air- business model I comprises airports with over 2 million passengers per year; Group II port in Cartagena de Indias in Colombia; the Montego Bay and King- comprises airports with between 0.5 million and 2 million passengers ston airports in Jamaica; and 12 airports in Mexico. 2. Environmental protection: per year; Group III comprises airports with fewer than 0.5 million environmental issues passengers per year; and, finally, the Canary Islands Group comprises All of these international operations are performed in accordance with the eight airports in the Canary Islands. international regulations and the specific legal systems of the countries 3. Social and staff issues where they are located, while also being consistent with Aena’s policies. Outside Spain, the Group operates the London Luton Airport in the UK, where Aena Desarrollo Internacional has a majority 51% holding, 4. Human Rights
5. Fight against Brazil Airport. corruption and fraud
6. Aena and its impact on the environment: social issues
7. Customer focus: quality and security
8. Innovation for fostering opportunities
9. Technical record
(8) The auction and provisional award took place in March, and the concession period started in October 2019.
10. Appendix Corporate Services rendered by Aena Responsibility Report | 2019
18 Real estate International Airports services business Chairman’s letter
1. Aena: business model Aeronautical business Commercial activity Floor area Airports 23 outside Spain Regulated activities Leases 2. Environmental Operation and protection: management of environmental issues Aircraft landing Duty Free shops buildings 12 Mexico 3. Social and Passenger services staff issues Speciality shops Cargo logistics centres and real Telescopic airbridges 2 Jamaica* estate operations Food & Beverage 4. Human Rights Handling services 2 Colombia Hangers, Car rental warehouses and Loading 1 United Kingdom 5. Fight against cargo areas corruption and fraud Advertising Security 6 Brazil 6. Aena and its impact VIP services on the environment: On-board catering social issues (*) Indirect share through Car parks GAP in Montego Bay and Parking Kingston airports. 7. Customer focus: quality and security Fuel
8. Innovation for fostering Non-regulated activities opportunities Power supplies, use of boarding desks and fast- track access services. 9. Technical record
10. Appendix Global leaders Corporate Responsibility Report | 2019 Key figures 2019
19 Safety and Profitability Leadership Quality Innovation Infrastructure and Solvency
Chairman’s #1 €521.6 M Global quality index: €4,503.3 M €13.9 M letter the world’s leading airport operator invested in infrastructure 4.05/5 (Spanish airports turnover invested in R+D+i by numbers of passengers Investment in improvements to network) (Source: Non-financial €2,766.2 M information statement airport services: Investment in 1. Aena: 6 EBITDA 2019) €18.97 M (as improvements to airport business model Aena was awarded the concession €132.6 M The action has reached of April 2020) services: for the operation and maintenance (Spain) €178.05 Creation of the of the Northeast Brazil airport group, £3.9 M €47.6 M Department of 2. Environmental (Spain) Aena renews its consisting of 6 airports (London-Luton Airport) Innovation and Cross- protection: inclusion on the £23.5 M Company Strategic environmental issues 0.853 FTSE4Good Index (London-Luton Airport) Projects 293.2 M in the ACI9 Index passengers in 2019 (275.2 M Preparation of Aena 3. Social and at Spanish airports and 18 M at Venture (Aena’s staff issues London-Luton Airport) startup Accelerator) +2,360,957 operations performed 4. Human Rights
Quality Diversity Integration Environment Development 5. Fight against employment corruption and fraud
36.6% 8,878 €61.89 M 180,514 tCO 98.31% 6. Aena and its impact 2 women workers employees in 3 countries avoided of domestic suppliers on the environment: invested in social issues accessibility 26.67% 90.91% improvements (Spanish 2.5% €826.8 M women on the Board of Directors of fixed contracts reduction in energy in taxes paid airport network) consumption/ATU12 7. Customer focus: 43.56% €2.3 M €3,181.9 M quality and security of other management positions and invested in training and 1.9 M + 24,000 of social cash-flow graduates are held by women of assistance for 8,215 soundproofed buildings International Cooperation disabled people in 8. Innovation people trained (Spain) in the period from 2000 Program 2.53% the Spanish airport for fostering 10 to 2019 disabled staff (over total staff) network €187,000 opportunities € +1,400,000 intended for social Investment assistance to employees1 136 9. Technical record aeronautical (9) ACI index: number of accidents and incidents of Airport Council International, for every 10,000 operations. professionals trained (10) Parent company data. See Chapter 3 for more information. (11) Parent company data and Murcia Region International Airport (AIRM). (12) ATU is a parameter that reflects the activity of an airport, taking into account its operations, passengers and annual cargo volumes. 10. Appendix Corporate Meeting expectations Responsibility Report | 2019
20 Aena is today the world’s leading airport operator by numbers of pas- EBITDA by business lines sengers, with 293.2 million passengers passing through its facilities in 18/19 2018 €M 2019 €M Spain, the United Kingdom and America in 2019. Variation Chairman’s letter Aeronautical 1,594.8 1,605.3 +0.7% Overall, all of Aena’s business lines performed positively in 2019. Commercial 942.9 1,032.8 +9.5% 1. Aena: Aena’s total consolidated revenue increased to 4,503.3 million euros business model during the 2019 financial year, 4.2% more than 2018. Of this total, Real estate services 36.7 31.2 -15% 64.4% correspond to aeronautical activity. 2. Environmental International 82.2 96.9 +17.9% protection: environmental issues London-Luton 78.7 99.6 +26.5% Airport 3. Social and staff issues Total 2,735.3 2,865.8 +4.1% Aena’s activity hit new highs in Spain in
4. Human Rights 2019, driven by the strong performance of tourist and domestic traffic. Distribution of EBITDA by business lines 5. Fight against 3.6% corruption and fraud 1.1% Real estate International services 6. Aena and its impact on the environment: 58% social issues Aviation activity 37.3% Commercial 7. Customer focus: services quality and security
8. Innovation for fostering opportunities
9. Technical record
10. Appendix Corporate Responsibility 2019 ordinary revenue per business line (€M) Report | 2019 18/19 Revenue % of the total Variation 21 Commercial total 1,241.1 27.9% +8.5%
Duty free shops 344.8 7.8% +8.4%
Chairman’s VIP services 78.8 1.8% +22.7% letter Food and beverage 224.9 5.1% +12.1%
Shops 115.1 2.6% +8.1% 1. Aena: business model Parking facilities 158.9 3.6% +10.5%
Car rental 155.9 3.5% +2.1% 2. Environmental protection: Advertising 26.1 0.6% -21.4% environmental issues Leases 34.6 0.8% +3.0%
3. Social and Other commercial services 102.0 2.3% +11.5% staff issues Total aeronautical activity 2,851.8 64.2% +3.5%
Total real estate services 78.7 1.8% +17.1%
4. Human Rights Total international 270.2 6.1% +13.6%
London-Luton Airport 258.5 5.8% +13.6%
5. Fight against Total 4,443.6* +5.8% corruption and fraud (*)Total amount includes consolidation adjustments.
6. Aena and its impact on the environment: Total distribution of ordinary revenue in 2019 by segments social issues 6.1% 1.8% International 7. Customer focus: Real estate quality and security services 64.2% Aviation 8. Innovation 27.9% activity for fostering Commercial opportunities activity
9. Technical record Control tower at Tenerife Sur Airport.
10. Appendix Corporate Responsibility Report | 2019 Passenger traffic 22 Traffic at the airports managed by the Aena Group continues to break Domestic International records, with a volume of 293.2 million passengers in the year 2019, traffic traffic representing a year-on-year increase of 4.6%. Specifically, growth Chairman’s letter stood at 8.6% at London-Luton Airport and 4.4% in Spain, driven by the good performance of the tourism sector and national traffic. 85.9 189.3 1. Aena: million million business model passengers passengers
2. Environmental protection: environmental issues +6.4% +3.5% 3. Social and staff issues
4. Human Rights
5. Fight against Contribution by the corruption and fraud following to total traffic has decreased slightly: • Positive evolution of 6. Aena and its impact the Spanish economy. • Uncertainty on the environment: associated with Brexit. social issues • Increase in the state subsidy for inter-island • Increased price traffic and journeys to sensitivity due to the 7. Customer focus: the mainland by residents economic slowdown. quality and security of the islands, Ceuta and Melilla. • Recovery of alternative tourist 8. Innovation destinations. for fostering opportunities
9. Technical record
Interior of Ibiza Airport.
10. Appendix Corporate Traffic analysis Responsibility Report | 2019 Passengers Aircraft Cargo Airports and airport groups Change Change Change Millions Thousands Metric tons 23 19/18* 19/18* 19/18* Adolfo Suárez Madrid-Barajas 61.7 6.6% 426.4 4.0% 558,567 7.4%
Josep Tarradellas Barcelona-El Prat 52.7 5.0% 344.6 2.7% 177,271 2.5% Chairman’s letter Palma de Mallorca 29.7 2.2% 217.2 -1.4% 9,022 -9.9%
Canary Islands Group 45.0 -0.6% 410.7 -1.4% 37,030 -1.2%
1. Aena: Group I 70.5 6.5% 565.0 3.1% 35,251 -7.2% business model Group II** 13.8 1.5% 191.2 2.0% 186,583 9.0%
2. Environmental Group III 1.8 17.0% 205.9 12.8% 64,671 3.5% 293.2 M protection: of passengers environmental issues Subtotal Spanish airport network 275.2 4.4% 2,361.0 2.6% 1,068,395 5.6% in 2019 (275.2 M at Spanish London-Luton Airport 18.0 8.6% 141.5 +3.8% 36,906 36.2% airports and 18 M 3. Social and Total 293.2 4.6% at London-Luton staff issues Airport) (*) Percentage changes calculated in passengers, aircraft and kg. (**) Includes data from the Murcia Region International Airport (AIRM): 1,090,954 passengers and 7,976 aircraft movements. 4. Human Rights
Distribution of passenger traffic by markets in 2019 +2,360,957 5. Fight against 330 new routes from Aena network performed operations corruption and fraud (% of total passengers of the Spanish airport network) in Spanish airports airports opened in 2019: 69 with (aircraft movements)
6. Aena and its impact Ranking* domestic destinations, 242 medium- on the environment: haul and 19 long-haul routes. social issues 01. Europe** 60% 02. Spain 31.2% 7. Customer focus: 03. Latin America 3% quality and security The share of low-cost airlines once 1,068.4 Passengers 04. North America*** 2.5% by market again increase this year, from 56.4% thousand tons 05. Africa 1.4% of goods handled 8. Innovation in 2018 to 57.6% in 2019. for fostering 06. Middle East 1.3% (Spanish airports) opportunities 07. Asia Pacific and others 0.5%
9. Technical record (*) Ranking by accumulated passengers up to the month of December 2019. (**) Excluding Spain. (***) North America refers to the United States, Canada and Mexico.
10. Appendix Corporate Responsibility Traffic by airline Report | 2019 (Top 15, Spanish airports network)
24 Passengers Carrier Variation Share (%) (millions) The IAG Group (*) and Ryanair remain as Aena’s Passengers 2019 2018 % 2019 2018 largest customers Chairman’s (millions) letter Ryanair* 50.0 46.8 6.8% 3.2 18.2 17.8 (*) Includes Iberia, Iberia Express, Vueling, British Airways, Aer Lingus and the Level brand.
Vueling 42.7 39.4 8.5% 3.4 15.5 14.9 1. Aena: Iberia 20.7 19.3 7.1% 1.4 7.5 7.3 business model A year-on-year increase in traffic of 6.7% was recorded at airports Air Europa 19.0 17.4 9.7% 1.7 6.9 6.6 owned by Aena outside Spain. With the exception of Brazil, where op- 2. Environmental Easyjet** 17.9 16.8 6.7% 1.1 6.5 6.4 protection: erations will begin in 2020, all international airports have experienced environmental issues Iberia Express 10.3 9.5 8.1% 0.8 3.7 3.6 a very positive evolution. Of particular note are London-Luton Airport, Air Nostrum 8.9 8.4 6.2% 0.5 3.2 3.2 which is close to reaching its authorised maximum of 18 million pas- 3. Social and Norwegian Air*** 8.9 10.0 -10.7% -1.1 3.2 3.8 staff issues sengers (ended 2019 with 17,999,969 passengers), and Cali Airport, Jet2.Com 8.0 7.2 11.0% 0.8 2.9 2.7 favoured, among other factors, by LATAM's commitment to Colombia,
Binter Group**** 7.7 7.1 9.2% 0.6 2.8 2.7 particularly Cali, and the recovery of frequencies by Avianca in 2019 4. Human Rights following its reorganisation in 2018. Eurowings 5.6 5.6 0.2% 0.0 2.0 2.1
Thomson Airways 4.6 4.8 -4.3% -0.2 1.7 1.8 5. Fight against Lufthansa 4.5 4.2 5.7% 0.2 1.6 1.6 corruption and fraud Passenger traffic at investee airports Transavia 3.8 3.7 3.0% 0.1 1.4 1.4 (Millions of passengers) 6. Aena and its impact % % Stake Condor 3.4 3.4 0.3% 0.0 1.2 1.3 2019 2018 on the environment: Change* of Aena Total Top 15 social issues 216.2 203.6 6.2% 12.6 78.5% 77.2% passengers London-Luton Airport (United Kingdom) 18.0 16.6 8.6% 51.0% Other carriers 59.1 60.1 -1.8% -1.1 21.5% 22.8% 7. Customer focus: Grupo Aeroportuario del Pacífico (GAP)** (Mexico) 48.7 44.9 8.4% 5.8% quality and security Total Passengers 275.2 263.8 4.4% 11.5 100% 100% Aerocali (Cali, Colombia) 5.7 5.1 12.5% 50.0% Total low-cost 158.4 148.7 6.5% 9.7 57.6% 56.4% 8. Innovation passengers***** SACSA (Cartagena de Indias, Colombia) 5.8 5.5 5.7% 37.9% for fostering opportunities (*) Includes Ryanair Ltd. and Ryanair Sun, S.A. Aeroportos do Nordeste do Brasil S.A. 13.7 14.0 -1.6% 100.0% (**) Includes Easyjet Switzerland, S.A., Easyjet Airline Co. LTD. and Easyjet Europe Airline GMBH. Total 91.9 86.1 6.7% (***) Includes Norwegian Air International, Norwegian Air Shuttle A.S. and Norwegian Air UK. 9. Technical record (****) Includes Binter Canarias, Naysa and Canarias Airlines. (*) Percentage changes calculated in passengers. (*****) Includes passenger traffic of low-cost carriers on regular flights. (*) GAP includes traffic at Montego Bay and Kingston Airports (Jamaica).
10. Appendix Corporate Responsibility Report | 2019 Commercial Activity Ordinary commercial revenue during 2019 reached 1,241.1 million eu- minimum guaranteed income, increases in income included in current 25 ros, representing an increase of 8.5% compared to the same period contracts, and the favourable evolution of the parking and VIP servic- of the previous year. The factors behind this growth include improve- es businesses, both managed by Aena. ments in the contractual conditions of new tenders, including higher Chairman’s letter
1. Aena: business model
2. Environmental protection: environmental issues
3. Social and staff issues
4. Human Rights
5. Fight against corruption and fraud
6. Aena and its impact on the environment: social issues
7. Customer focus: quality and security
8. Innovation for fostering opportunities
9. Technical record
Tenerife Sur airport terminal.
10. Appendix Boost to commercial activity in 2019 Corporate Responsibility Report | 2019 Tax and Duty Free Shops Car rental €155.9 M 12.6% 26 €344.8 M 27.8% of revenue (+8.4% vs. 2018) of commercial activity of revenue (+2.1% vs. 2018) of commercial activity
Actions carried out within the framework • Optimization of the pricing policy. • Unification of operators at the • Four operators at the Murcia Málaga-Costa del Sol Airport. Region International Airport. Chairman’s of the project launched by Dufry, in • Improvement of designs and layouts of letter collaboration with Aena, initiated in June current shops. 2018, in 5 airports: • Optimisation of assortment and brands • Actions with the sales force, such as in different categories. VIP services 1. Aena: performance related incentives and business model • Digital marketing and development. competitions. €78.8 M 6.3% of revenue (+22.7% vs. 2018) of commercial activity 2. Environmental Shops protection: • Refurbishment work. • Meet & Assist Service (Palma de environmental issues €115.1 M 9.3% • New lounges. Mallorca, Málaga and Alicante of revenue (+8.1% vs. 2018) of commercial activity airports). • Redesign of spaces. 3. Social and • Updating the rates, price incentive staff issues • Renovation of commercial premises • Personal Shopper service at 4 of • Fast Lane service (A Coruña Ariport). plan, new pricing strategy. at different airports in the network. the main airports. • New profiles on Instagram and • Actions to cover the specific Leases 4. Human Rights Facebook. needs of Asian passengers.
Food and beverage €34.6 M 2.8% of revenue (+3.0% vs. 2018) of commercial activity 5. Fight against corruption and fraud €224.9 M 18.1% of revenue (+12.1% vs. 2018) of commercial activity
6. Aena and its impact Advertising on the environment: • 51 new stores awarded in 2019. • New vending machines. social issues • Aena has completed the renovation • Opening to the public of the restaurant €26.1 M 2.1% and openning of 86 stores, awarded area at the Murcia International Airport. of revenue (-21.4% vs. 2018) of commercial activity 7. Customer focus: in 2018, with new brands. quality and security • Start of activity of the new contractor companies. Parking facilities
8. Innovation for fostering €158.9 M 12.8% Other commercial revenue opportunities of revenue (+10.5% vs. 2018) of commercial activity €102 M 8.2% • Improvement of the non-reserve • Promotion of the registration number based of revenue (+11.5% vs. 2018) of commercial activity 9. Technical record segment and online bookings at the payment service and mobile payment. main airports. • Marketing and positioning campaigns for • Increase of the revenue from these activities derived mainly from the banking • Opening of express car parks. the “Aena Parking” in-house brand. services activity.
10. Appendix Corporate Responsibility Report | 2019 Real estate services Ordinary revenue from real estate services in 2019 amounted to 78.7 for other airports where floor space and assets are available with high 27 million euros, up 17.1% on the amount achieved in the previous year. potential for the development of supplementary airport activities, specifically at the Palma de Mallorca, Málaga-Costa del Sol, Valencia Aena continues to work with external consultants to define the main and Seville airports. Chairman’s letter aspects of commercialising the airport land available at the Adolfo Suárez Madrid-Barajas and Josep Tarradellas Barcelona-El Prat airports.
1. Aena: It has also started work on drawing up real estate development plans business model
2. Environmental protection: environmental issues
3. Social and staff issues
4. Human Rights
5. Fight against corruption and fraud
6. Aena and its impact on the environment: social issues
7. Customer focus: quality and security
8. Innovation for fostering opportunities
9. Technical record
Albacete Airport Terminal.
10. Appendix Corporate We go further to stay close Responsibility Report | 2019 As a fundamental element for giving a boost to new value-generat- Aena’s resolve in this sense involves the consolidation of current 28 ing lines of business, the 2018-2021 Strategic Plan includes interna- assets and the acquisition of new ones, mainly in Europe and Latin tional expansion, aimed at capturing key opportunities, in a context of America. The restructuring of the General Commercial, Real Estate and strong growth in global airport traffic. International Department in 2019 will allow the coordination of the Chairman’s letter necessary resources and the enhancement of existing synergies re- Aena holds 100% of the share capital of Aena lated to the group of services provided by the Company.
1. Aena: Desarrollo Internacional S.M.E., S.A. business model
2. Environmental protection: environmental issues
3. Social and staff issues
4. Human Rights
5. Fight against corruption and fraud
6. Aena and its impact on the environment: social issues
7. Customer focus: quality and security
8. Innovation for fostering opportunities
9. Technical record
Baggage claim hall, La Palma Airport.
10. Appendix Corporate Responsibility Report | 2019 Aggregate growth
29 of traffic at facilities outside Spain during 2019, Chairman’s vs. 2018. letter 6.7% 1. Aena: business model The General Commercial, Real Estate 2. Environmental protection: and International Department was environmental issues restructured in 2019
3. Social and Interior of Recife/Guararapes-Gilberto Freyre Airport. staff issues
4. Human Rights Aena Internacional at a glance
5. Fight against corruption and fraud London-Luton Airport Aeroportos do Nordeste GAP Cali Airport Cartagena de Indias • Increase in passenger traffic do Brasil • Good traffic performance at Domestic traffic Airport driven by Wizz Air and • Operations began in the Group’s main Mexican • Favoured by LATAM's strategy. • Domestic traffic affected by 6. Aena and its impact on the environment: Ryanair. January 2020 in Juazeiro airports. • Recovery of Avianca’s Avianca’s reorganisation of social issues • Now that its authorized do Norte and Campina • Kingston: outstanding flights in 2019 following its routes and frequencies. capacity of 18 million Grande, in February 2020 year-on-year growth reorganisation in 2018. • Negotiations are under in Maceió, Aracajú and passengers/year has been (+ 5.4%). Since October • Growth of Wingo. way with the Colombian 7. Customer focus: reached. João Pessoa airports, and 2020, GAP has taken National Infrastructure quality and security • Start of Easyfly’s operations. • It is working with Luton in March 2020 operations control of this airport. Agency (ANI) for the Borough Council to assess began in Recife Airport. International traffic development of the two 8. Innovation options to give the airport • Impact of the termination • Growth of COPA. public private partnerships for fostering (PPPs), corresponding to additional capacity. of operations of the • Start of Spirit's operations. opportunities Company Avianca Brasil, the airports of Cali and in May 2019. Cartagena.
9. Technical record
10. Appendix Corporate Responsibility Report | 2019 Efficient and competitive
30 Investment activity In FY 2019, investments amounted to 521.6 million euros (including Spanish airport network, mainly for the maintenance of infrastruc- Chairman’s letter 28.9 million euros in Luton and 2.3 million euros for the Murcia Re- tures and security, stood at 490.4 million euros. gion International Airport). Total investment over the period in the
1. Aena: business model
2. Environmental protection: 2019 Investment volume 0% Expropriations environmental issues Investment €M % of the total
Maintenance 166.9 34% 25% 3. Social and Other staff issues Security 132.6 27% 34% Capacity 44.3 9% Distribution of Maintenance investments 4. Human Rights Environment 26.3 5% 5% Environment 2019 Other 119.7 25%
Expropriations 0.53 0% 5. Fight against 9% 27% corruption and fraud Total 490.4 100.0% Capacity Security
6. Aena and its impact on the environment: social issues
7. Customer focus: quality and security €521.6 M €490.4 M (+ 4.3%) of of investment 8. Innovation investment in the (Spanish network for fostering Spanish network opportunities and London-Luton compared to Airport) 2018*
9. Technical record (*) According to payment criteria
10. Appendix Corporate Responsibility Operating costs Report | 2019
Total expenditure EBITDA 31
Airports €1,902.7 M 75.3% €1,605.3 M 58.0% Chairman’s (+0.9%) (+0.7%) letter
Aeronautical business 1. Aena: business model
2. Environmental protection: €319.0 M €1,032.8 M 37.3% environmental issues (-2.4%) 12.6% Commercial activity (+9.5%)
3. Social and staff issues
4. Human Rights
€31.2 M €64.8 M 2.6% 1.1% (+32.5%) Real estate (-15.0%) 5. Fight against services corruption and fraud
6. Aena and its impact €2,766.2 M €2,526.0 M on the environment: EBITDA Total expenditure social issues (+4.1% vs. 2018) (+2.3% vs. 2018)
€96.9 M 7. Customer focus: €239.9 M 3.6% 9.5% (+17.9%) quality and security (+13.5%) International business
8. Innovation for fostering opportunities
9. Technical record
10. Appendix Corporate Responsibility Report | 2019 Financial debt and credit quality At 31 December 2019, Aena Group consolidated financial accounting 32 debt stood at 6,672.8 million euros, compared to 6,654.1 million euros at 31 December 2018, reducing the associated ratio of consolidated net financial debt to EBITDA to 2.4x at 31 December 2019 (2.5x at 31 Chairman’s letter December 2018).
1. Aena: In April, the Company signed a financing agreement with the Europe- business model an Investment Bank (EIB), whereby the EIB granted it a long-term loan with an availability period of two years, amounting to 86 million euros. 2. Environmental protection: This loan is intended to finance 75% of investments to improve en- environmental issues ergy efficiency and encourage renewable energy consumption at the airports and heliports of the Aena network in Spain, as set out in the 3. Social and staff issues 2017-2021 Airport Regulation Document.
The average interest rate of Aena S.M.E., S.A. debt in the period stood View of the apron from the terminal. 4. Human Rights at 1.25% (1.30% at 31 December 2018).
5. Fight against Aena’s financial standing is reflected in the confirmation by Fitch -Rat corruption and fraud ings of the “A” credit rating with stable perspectives, dated 9 May 2019, as well as by Moody’s “A3” credit rating, with stable perspec- 6. Aena and its impact on the environment: tives, dated 26 July 2019. social issues Financial debt to EBITDA Fitch Ratings also gave the Company a “F1” short-term rating for the 7. Customer focus: first time. ratio of 2.4x compared quality and security to 2.5x in 2018 8. Innovation for fostering opportunities
9. Technical record
10. Appendix Corporate Responsibility Report | 2019 Shares in 2019
33 During 2019, the price of Aena shares fluctuated between a minimum Evolution of the share price in 2019 of 137.00 euros and a maximum of 178.05 euros, closing the period at Chairman’s 170.50 euros, implying an appreciation of 25.6% compared to the clos- €178.05 letter Maximum value 25.6% ing value at the end of 2018. This appreciation was much higher than Price increase 1. Aena: the evolution of IBEX 35 as a whole, which in the same period saw an €137.00 business model accumulated increase of 11.8%. Minimum value
2. Environmental protection: environmental issues
3. Social and staff issues Evolution of Aena’s share price (02.01.2019 - 31.12.2019)
4. Human Rights
180.00
5. Fight against corruption and fraud 160.00 EUR 6. Aena and its impact on the environment: social issues 140.00
7. Customer focus: 120.00 quality and security Mar May Jul Sep Nov
8. Innovation for fostering opportunities
9. Technical record
10. Appendix Corporate Responsibility Report | 2019 The Board of Directors has agreed to propose to the General Share- 34 holders' Meeting the distribution of a gross dividend of €7.58 per share charged to the results of 2019. This dividend implies the distri- bution of 80% of the net profit of Aena S.M.E., S.A. and represents an Chairman’s letter increase of 9.4% with respect to the previous year. This decision is set out in the Shareholder remuneration policy of Aena approved by the
1. Aena: Board of Directors, which applies to the distribution of profits for the business model fiscal years 2018, 2019 and 2020.
2. Environmental protection: environmental issues Relationship with Investors
3. Social and staff issues
4. Human Rights Shareholders and Call center Email investors' portal (+34) 91 321 14 49 [email protected]
5. Fight against corruption and fraud
6. Aena and its impact on the environment: social issues
7. Customer focus: quality and security
8. Innovation for fostering opportunities
Passenger entering the Adolfo Suárez Madrid-Barajas Airport. 9. Technical record
10. Appendix Risk Management and its impacts Corporate Responsibility Report | 2019 The Risk Control and Management Policy13 of Aena enables it to confidently face any threats or uncertainties of any kind that might 35 threaten the Company. The objectives of this are:
Chairman’s letter
1. Aena: business model Risk Control and 2. Environmental protection: Management Policy of Aena environmental issues
3. Social and staff issues
4. Human Rights
5. Fight against corruption and fraud
6. Aena and its impact on the environment: social issues
7. Customer focus: quality and security
(*) Datos a 31/12/2018 Strategic objectives Financial robustness Stakeholders Security and quality Reputation 8. Innovation Achieving the Group’s Protecting Aena’s financial Upholding the rights Performance of operations Protecting Aena’s for fostering opportunities strategic objectives. robustness and sustainability. of shareholders and with the security and quality reputation. Aena’s other significant required. stakeholders. 9. Technical record
(13) Reviewed and approved by the board of directors in January 2020.
10. Appendix Corporate Responsibility Report | 2019 Aena uses this system to classify financial and non-financial risks by their nature, enabling it to put the necessary control mechanisms in place.
36 Risk type Content Control mechanisms
Chairman’s letter Risks that can arise from the business strategy • Monitoring of the 2018-2021 Strategic Plan. chosen and external and internal sources, which could • Master Plans. 1. Aena: have a significant direct or indirect impact on the • Policy on Integrated Management of Quality, Environment and business model Group achieving its long-term vision and objectives. Energy Efficiency. This category includes risks arising from changes • Plan to attract air traffic and boost airline loyalty. in the environment in which the Group operates 2. Environmental Strategic • Contact with institutions, bodies and airlines affected by protection: (political, economic and social), the competitive Brexit. environmental issues environment (aeronautical and non-aeronautical • Climate change strategy and analysis of climate scenarios, and market) and changes that affect fees and operations. assessment of needs to adapt airports. All risks related to the governance model are included 3. Social and • Initiatives for the five-year DORA consultation process and the staff issues in this type. annual consultation on charges for the following year.
4. Human Rights • Operational security management system. • Self-protection plans and contingency, preparation and response procedures for emergencies. 5. Fight against The risk of losses or lower activity due to weaknesses • Organisational model and information security policy. corruption and fraud or failures in internal systems, controls and processes. • Disaster recovery plans (DRPs). Operational risks include those resulting from failures in • Cybersecurity plan. 6. Aena and its impact the security of infrastructure and systems, investments, • External airport security audits (safety and security). on the environment: coordination of operations and air control, in addition to social issues Operational • Airport Incident Management Centres. those related to employment and human resources. • Action plan for bomb warnings. • Management of noise pollution and action procedures to ensure the correct 7. Customer focus: management of plans and projects with an environmental impact. quality and security • Integrated quality and environment management system. • HR processes and programmes (for planning and organisation, training 8. Innovation management, hiring and development). for fostering • Occupational risk prevention system. opportunities • Investment planning, control and execution procedure.
9. Technical record
10. Appendix Corporate Risk type Content Control mechanisms Responsibility Report | 2019 Events that may have negative impacts and • Guarantees, bonds and prepayments required from customers. significantly affect the results of financial operations, • Interest rate hedging instruments. 37 Financial usually due to market, credit and liquidity risks. • Internal Control over Financial Reporting System (ICFR).
Chairman’s letter Risks related to the mandatory nature of legal provisions • Code of Conduct. established by national and international bodies and • Regulatory Compliance Policy. 1. Aena: Compliance institutions in relation to compliance with general legislation • Regulatory Compliance System. business model (environmental, commercial, criminal, tax, employment, etc.), • Corporate Fiscal Policy. and sector and internal regulations. • Anti-Corruption and Fraud Policy. 2. Environmental protection: environmental issues These are risks related to the reliability of the sourcing and • Internal Control over Financial Reporting System (ICFR). 3. Social and Information preparation of financial and non-financial information, both • Oversight of financial and non-financial information by staff issues internal and external, that are significant for the Group. governing bodies.
4. Human Rights
5. Fight against corruption and fraud
6. Aena and its impact on the environment: social issues
7. Customer focus: quality and security
8. Innovation for fostering opportunities
9. Technical record
External view of Valencia Airport.
10. Appendix Corporate Responsibility The management of the Risk Management and Control System is the responsibility of the Company’s governing bodies, Report | 2019 including its corporate divisions:
38
Governing Body/Management Area Chairman’s letter
Board of Directors Audit Committee Corporate divisions Audit division 1. Aena: Defines, updates and approves Supervises internal control Identify and assess the risks for Oversees the correct functioning of the Risk business model Aena’s Risk Management and and risk management which they are responsible, together Management System. Control Policy setting the acceptable systems, ensuring that risks with the mitigating activities, Reports to the Management Committee and 2. Environmental risk level for each situation, are identified, managed and proposing and reporting monitoring the Audit Committee. protection: with ultimate responsibility for maintained at the planned indicators. They establish action environmental issues Standardises and compiles reports on risk the existence and operation of levels. plants to mitigate the risks and report identification and assessment and risk an adequate and effective risk on their effectiveness. indicators, mitigating activities and action 3. Social and management system. plans prepared by the Company’s corporate staff issues and operating areas.
4. Human Rights
5. Fight against corruption and fraud
6. Aena and its impact Document the management on the environment: of the risks for which they social issues Helps to identify the risks are responsible in accordance Approves the Risk Management and Control Policy to which the organisation is with defined and approved and oversees the existence and operation of an exposed and consolidates parameters (mitigating activities 7. Customer focus: effective risk management system, including information from corporate and indicators). They assess quality and security approval of updates to the risk map. divisions, reporting to the the execution of the measures governing bodies. implemented and are involved in 8. Innovation identifying and assessing risks. for fostering opportunities
9. Technical record
10. Appendix Corporate Responsibility Report | 2019
39
Chairman’s letter
1. Aena: business model 23 2. Environmental risks identified protection: environmental issues on the corporate risk map
3. Social and staff issues
4. Human Rights Interior of Alicante-Elche Airport.
5. Fight against corruption and fraud The Risk Management System involves assessment of the risks iden- agement Policy, mitigating activities have been defined for these tified based on their impact and likelihood of occurrence. Tolerance risks, equipping the system with action and contingency plans to re- 6. Aena and its impact on the environment: thresholds are set based on their economic, operational and reputa- duce the criticality of the risks and respond should they arise. These social issues tional impact, and their likelihood. If these thresholds are breached, the actions are applied to reduce the impact and likelihood of these risks corresponding mitigating activities and action plans are implemented. to acceptable levels. 7. Customer focus: quality and security The corporate risk map identifies 23 risks for which key indicators Aena’s Risk Management System and the main risks faced by the Com-
8. Innovation have been established for monitoring and detecting breaches of the pany in the short, medium and long-term are described in section E of for fostering opportunities tolerance thresholds. In accordance with the Risk Control and Man- the Annual Corporate Governance Report.
9. Technical record Annual Corporate Governance Report
10. Appendix Reference framework and corporate policies Corporate Responsibility Report | 2019
40 Aena is subject to a legal regime that seeks to balance the public and pri- • The Royal Decree-Act 13/2010, of 3 December, on tax, employment vate regulation to which the Company is subject. Its unusual legal nature and liberalising measures to foster investment and job creation. Chairman’s letter affects issues such as the directors’ remuneration policy, the responsibili- ties of the directors, the acquisition of majority interests in other compa- • The Act 18/2014, of 15 October, approving urgent measures for
1. Aena: nies, and the hiring of personnel. growth, competitiveness and efficiency, which form the legal re- business model gime applicable to Spanish airports. Its regulatory framework involves a broad range of regulations with 2. Environmental protection: various levels and scopes of application. • The Airport Regulation Document (DORA), an instrument that sets environmental issues down the minimum conditions required for airport management. • The legal regime to which Aena is subject as a state-owned corpora- 3. Social and staff issues tion and, therefore, part of the state institutional public sector is set • It is also subject to contracting and transparency regulations, such as forth in articles 166.1.c) of Act 33/2003, on public administration as- DORA; Act 9/2017, of 8 November, on Public Sector Contracts, which sets, section 2.2.c) of Act 47/2003, on the general state budget, and transposed into Spanish law the Directives of the European Parliament 4. Human Rights Act 40/2015, of 1 October, on the legal regime of the public sector. and of the Council 2014/23/EU and 2014/24/EU, of 26 February 2014; Act 31/2007, of 30 October, on contracting procedures in the water,
5. Fight against • It is also a listed public company. It is therefore subject to article 495 energy, transport and postal sectors; Act 19/2013 on transpar- corruption and fraud of Legislative Royal Decree 1/2010, approving the amended Corporate ency, access to public information and good governance; and Act Enterprises Act, and Legislative Royal Decree 4/2015, of 23 October, 40/2015 on the legal regime of the public sector; together with 6. Aena and its impact on the environment: approving the amended Securities Market Act. sectoral regulations. social issues • In addition to the aforementioned regulations covering public and Aena is also subject to European and Spanish requirements with regard to 7. Customer focus: quality and security listed companies, there are other specific regulations such as: airport and operational security and the provisions of the European Un- ion Aviation Safety Agency (EASA), the Spanish Civil Aviation Authority
8. Innovation for fostering opportunities
9. Technical record
10. Appendix (DGAC) and the International Civil Aviation Organization (ICAO). Finally, it The Company also has a risk control and management policy and a code of Corporate Responsibility is also subject to quality and environmental requirements stemming from conduct in securities markets. Report | 2019 the ISO 20906, ISO 9001:2015, ISO 14001:2015, ISO 27002:2013 and ISO 19600 standards, EU Regulation 139/2014 and Airport Carbon Ac- In 2020, it is planning to review its corporate policies and modify any as- 41 creditation, to which it has voluntarily subscribed. pects that need updating. Aena is also enhancing its commitments in cer- tain areas that require a specific policy, such as human rights and informa- Aena has a range of dynamic tools to balance these factors with tion security. This is explained in the relevant chapters. Chairman’s letter achieving its strategic objectives efficiently and effectively. These tools are conceived to adapt to any changes that might occur in future
1. Aena: and constitute the Company’s specific operating environment. The business model main tool is the 2018-2021 Strategic Plan, combined with a raft of corporate policies approved by the board of directors and published on 2. Environmental protection: the Company’s website, including: environmental issues Aena's Corporate Policies
3. Social and staff issues
4. Human Rights Corporate Communication Selection Human Regulatory Integrated management responsibility and investor policy for board Rights compliance of quality, the policy relations policy candidates policy policy environment and 5. Fight against energy efficiency policy corruption and fraud
6. Aena and its impact Documents that make on the environment: Aena Corporate Anti-corruption social issues Shareholder up the Aena Action Code of communication Corporate governance and fraud Remuneration Framework Conduct14 policy fiscal policy Policy policy policy 7. Customer focus: quality and security
8. Innovation for fostering opportunities (14) The companies in the London Luton Airport Holding Group have rules of conduct that have been approved by their boards of directors and apply to their employees, managers and executives. The Group is currently reviewing its compliance system and its policies and procedures to improve them and their efficiency. 9. Technical record Aena Brasil has a code of conduct that has been approved by its board of directors and apply to its employees, managers and executives. It is currently in the process of designing and implementing a compliance system, as it has only recently been constituted. Aena’s Code of Conduct also applies to its wholly-owned investees in Spain, including the concession operator of Murcia International Airport and Aena International.
10. Appendix Corporate Regulatory compliance system and whistleblower channel Responsibility Report | 2019 The regulatory compliance system aims to prevent and mitigate 42 criminal risks and breaches of internal and external regulations appli- Aena´s Whistle-blower channel cable to Aena, ensuring the legality of the actions of its employees, A total of managers and executives in their professional activities. Chairman’s letter The essential elements of the compliance system, which is available 127 complaints in 2019, of which: 1. Aena: on the corporate website, are set out in some of the documents al- business model ready mentioned, such as the code of conduct, the regulatory com- pliance policy, the anti-corruption and fraud and whistleblower chan- 2. Environmental protection: nel policy. environmental issues The whistleblower channel receives complaints and other communi- 74 53 3. Social and related to the were classified as staff issues cations of substandard conduct that may breach the law, the Com- provision of airport complaints. Of which: pany’s policies and procedures, and the rules of behaviour in the services and were redirected to Code of Conduct. the responsible 4. Human Rights management area. Its regulations are set down in the management procedure for the
5. Fight against whistleblower channel and the communication of substandard con- corruption and fraud duct, which is available from the Intranet home page. An external whistleblower channel has been available for external groups to 6. Aena and its impact on the environment: lodge complaints and ask questions since April 2019. This is accessi- 14 39 social issues ble from Aena’s website. were received were received through the through the 7. Customer focus: internal channel. external channel. quality and security The board of directors has designated a Compliance division and an internal body, the Compliance Supervision and Control Body (OSCC),
8. Innovation as being responsible for oversight, control and assessment of the The complaints received and the procedures applied to ensure they for fostering opportunities functioning of the system. They are responsible for guaranteeing the were treated correctly are set out in the corresponding sections of confidentiality of whistleblowers and the people who they report. this report for their nature.
9. Technical record
10. Appendix Corporate Data protection Responsibility Report | 2019 Adaptation to the December 2018 Organic Law on Data Protection and of 31 October, adopting urgent measures for reasons of public security 43 Guarantees on Digital Rights was completed in 2019, completing the in relation to digital administration, public sector contracting and tele- implementation of the European General Data Protection Regulation. communications.
Chairman’s letter All new processing of personal data identified and started in this peri- On the other hand, the role of the data protection officer was also en- od was adapted to this regulation, as part of the obligation and com- hanced in 2019, with their team being given more resources to be able
1. Aena: mitment under this regulation to consider personal data protection to perform the functions under the regulation more effectively. business model from the initial phases of the design of products and services that in- volve such data (privacy by design). Finally, a programme of internal audits for airports has been estab- 2. Environmental protection: lished to verify compliance with the regulation and to detect and cor- environmental issues Regarding security, appropriate measures have been taken consistent rect any weaknesses. This programme will continue in 2020, when the with the risk to ensure the rights and freedoms of data subjects with first two-yearly audit under this new regulation will take place, as it is 3. Social and staff issues regard to the processing of their personal data. two years since it was implemented implantación.
Likewise, Aena has also continued the ongoing review of personal data 4. Human Rights processing, updating the corresponding privacy policies, risk analysis and measures to implement.
5. Fight against corruption and fraud Moreover, the Company are reviewing the on-line training for all of our workers. Videoconferences take place every month with the data 6. Aena and its impact on the environment: protection coordinators of the airport groups, and plans are in place social issues to enhance training and raise awareness among this group through classroom training. No breaches of data security were detected in 7. Customer focus: quality and security 2019 and all the requirements of the Spanish Data The terms and conditions of the technical specifications for procure- Protection Agency were dealt with. There were no
8. Innovation ment have also been updated to adapt to Royal Decree-Act 14/2019, breaches of data protection regulations. for fostering opportunities
9. Technical record
10. Appendix Objectives and strategies: Strategic Plan of Aena Corporate Responsibility Report | 2019 Focused on the creation of value, Aena has prepared its Strategic Plan 2018-2021. 44
Objectives Cornerstones and courses of action Chairman’s letter Consolidating Aena's Aviation activity Commercial Real estate services Internationalisation strong growth services 1. Aena: business model
Promoting new lines of business 2. Environmental that generate value protection: environmental issues
Consolidating Optimisation and Use of available floor space to Boost to international 3. Social and leadership and diversification as a source create real estate offers in line expansion to benefit from staff issues compliance of future growth with new developments key opportunities
Base Business New Business Lines 4. Human Rights
Capacity 5. Fight against corruption and fraud Allocation of capital resources New real estate developments Quality Redesign and 6. Aena and its impact optimisation on the environment: Boost for international social issues Technology expansion People and talent 7. Customer focus: quality and security Environment
8. Innovation Regulated Business Unregulated Business for fostering opportunities
9. Technical record New projects that generate Maintaining leadership in efficiency and Integrated sustainable capacity and value competitiveness growth mode
10. Appendix Corporate Responsibility Report | 2019
45
Chairman’s letter
1. Aena: business model
2. Environmental protection: environmental issues
3. Social and staff issues
Aena Image at Fitur. 4. Human Rights
5. Fight against Aena is immersed in constant development, which is essential to adapt oversee compliance with the 2018-2021 Strategic Plan. A monitor- corruption and fraud to the demands of its environment and ensure ongoing value creation ing plan is being prepared for each of the strategic lines, detailing the for all of its stakeholders. This transformation process is adapted to the phases to be developed and their schedules. 6. Aena and its impact on the environment: main trends that reaffirm the Company’s strategic vision: to continue social issues being the world leader in the management of airport infrastructure. All of these objectives have been incorporated into the Company’s operational planning processes. The Strategic Planning unit, which re- 7. Customer focus: quality and security Aena’s 2018-2021 Strategic Plan seeks to consolidate its growth ports to the Financial Management division, is responsible for this Plan and foster new lines of business that generate value, in an integrated Monitoring and Management Office. The monitoring report is present-
8. Innovation model of sustainable growth based on nine lines of action. Aena has ed to the board of directors every six months, after approval by Aena’s for fostering opportunities created its Plan Monitoring and Management Office to monitor and Management Committee.
9. Technical record
10. Appendix Corporate Responsibility Report | 2019 Significant progress on the roll out of the Strategic Plan was achieved in 2019, with a number of initiatives designed to ensure that 46 its objectives are achieved.
Chairman’s letter
1. Aena: business model
2. Environmental protection: environmental issues Real estate Extension of the duty Photovoltaic New recruits for the Employer Aena was awarded development plan free contract plan workforce Branding plan the concession for 3. Social and staff issues the Northeast Brazil airport group
4. Human Rights Heading for Sustainable These lines of action are not only 5. Fight against corruption and fraud contributing integrally to the Development progress of the Company, but also 6. Aena and its impact to society as a whole, in line with on the environment: social issues the Agenda 2030 Sustainable Development Goals. 7. Customer focus: quality and security
8. Innovation for fostering opportunities
Company committed to the United Nations Sustainable Development Goals (SDGs). 9. Technical record
10. Appendix Corporate Responsibility As a result, in 2019 Aena’s commitment to sustainability has been valued and recognized by national and international Report | 2019 organisations and institutions.
47
CERTIFICATE OF MEMBERSHIP
Chairman’s This is to certify that Aena SME SA letter is a constituent company in the FTSE4Good Index Series
1. Aena: business model June 2019
2. Environmental protection: environmental issues Aena inclusion in the FTSE4Good Index has The international Carbon Disclosure Project The #Por el Clima (#For the climate) platform, been renewed, highlighting its excellence in (CDP) has recognised Aena for its commitment promoted by ECODES and the Ministry for the environmental and social management and to fighting climate change, following an Environmental Transition and Demographic 3. Social and governance. assessment of its climate change strategy Challenge, has recognised Aena’s photovoltaic staff issues and actions. In 2019, Aena obtained the project as one of the “101 examples of climate “Management A” rating. action by companies” most noteworthy for their commitment and contribution to the fight against 4. Human Rights the climate emergency.
5. Fight against corruption and fraud
6. Aena and its impact on the environment: social issues
7. Customer focus: quality and security
Aena won the ComputerWorld 2019 award Aena has been recognised in the Reporta AECA (the Spanish Association of 8. Innovation for the Innovation in the transport sector report prepared by the Company Deva for Accountancy and Business Administration) for fostering opportunities category. the excellent information it provides to its gave Aena an honorary mention at its 18th shareholders and stakeholders. This report Business Transparency Awards, recognising the assesses and classifies the companies in the Company’s improvement in the “Ibex 35 listed” 9. Technical record Madrid Stock Exchange’s General Index (IGBM) category. based on the quality of their annual reporting.
10. Appendix Corporate Responsibility Report | 2019
48
Chairman’s letter
1. Aena: business model
2. Environmental Aena received the Best Innovation Merco (the benchmark business monitor protection: environmental issues Award from DEC (the Development of corporate reputation in Spain and Ibero- of the Customer Experience America) again ranked Aena among the 100 Association), for the implementation of companies with the best reputations in 3. Social and facial recognition at Menorca Airport. Spain, putting it in 40th place in its Merco staff issues Companies and Leaders in Spain 2019 ranking. Aena was in first place in the Infrastructure and Services sector ranking. 4. Human Rights
5. Fight against corruption and fraud
6. Aena and its impact on the environment: social issues
7. Customer focus: quality and security
8. Innovation Aena is one of the favourite Aena’s head of Planning and Environment for fostering opportunities companies to work for among Spanish won an award at Madrid Woman’s Week 2019, university students, according to the Most in the “Women managers” category. Attractive Employers report by Universum. 9. Technical record
10. Appendix