Memoria de Responsabilidad Social Corporativa 2009
Corporate Social Responsibility report 2009
Corporate Social Responsibility Report
The data contained in this Corporate Social Responsibility Report corresponding to 2009
on the public company Aeropuertos Españoles y Navegación Aérea except their so-
Corporate Social Responsibility Report 2009
Corporate Social Responsibility Report
Anyone who is interested may download the Corporate Social Responsibility Report 2009 at the following website:
We welcome those who wish to send questions, contributions, suggestions or comments about the content of
the Corporate Social Responsibility Report to do so in any of the following ways:
Aeropuertos Españoles y Navegación Aérea (Aena)
Dirección de Comunicación, 1ª planta
c/ Arturo Soria, 109
By phone: By fax:
(+34) 91 321 26 19 (+34) 91 321 26 19
Corporate Social Responsibility Report 2009
Letter from the Chairman
Aena’s Board of Directors decided on the public
company’s Corporate Social Responsibility Policy and
Strategy in December 2009. This event marked a before
and after for our approach to environmental sustainabi-
lity, because not only is it broadly and strictly applied as
before, it now necessarily always determines each and
every one of the organization’s actions. Therefore, if an
action is unsustainable, it cannot be taken at Aena.
Conﬁdent in our work, since 2006 we have been pre-
senting the Corporate Social Responsibility Reports to
our employees and customers, and to the communities
with which we interact, as well as to the society in gene-
ral. We continue to do so with internationally recogni-
zed and standardized indicators, those of the Global Re-
porting Initiative (GRI), which has recognized our effort
to demonstrate reporting transparency in the Corporate Social Responsibility Report 2009 with a B+ level, for which
it was necessary that an external independent body, Aenor, verify the truthfulness of all its content.
We are very proud of these recognitions as they underscore the organization’s speciﬁc efforts to make aviation
operations and airport infrastructure development compatible with the environment. Many are the speciﬁc ac-
tions that have been taken, and this report accurately attests to this. I shall single out that which in my opinion is
of the greatest signiﬁcance: the General Environmental Action Plan. It involves the Ministry of Public Works and
Transport through Aena, the Ministry of Defence, and the airline associations, in an endeavour to reduce green-
house gas emissions and the impacts of noise on populations near airports, in addition to promoting energy efﬁ-
ciency (electric vehicles at airports) and the use of renewable energy sources.
This General Plan, which was set in motion in 2009 and will be completed in 2011, will entail saving 62 million euros
in fuel and 600,000 tonnes of CO2. Since December 17th 2009, the use of the Spanish airspace has become cleaner
and more efﬁcient after operational improvements were put in place to enable saving 11.5 million euros in fuel and
27,500 tonnes of CO2 a year through achieving a more ﬂexible use of the Spanish airspace by providing airlines the
opportunity to use more direct routes and affording them more options to employ optimum ﬂight levels.
Moreover, following the successful tests run in 2009, by the end of 2010 Aena will have implemented at all its
airports the night-time continuous descent approach procedures known as “green approaches”. These allow an
average reduction of 25% in CO2 emissions during each approach and a 25% savings in fuel consumption, in
addition to a substantial reduction of noise pollution in the areas near airports.
At Aena we wish to give back to society much of what it gives us. We do this through the responsibility beﬁtting
a public service, voluntarily, and with the commitment of all Aena employees, including senior management, that
good practices be implemented and stay implemented. Our mission is to economically, socially and environmen-
tally serve the communities wherein we are located.
Juan Ignacio Lema Devesa
Corporate Social Responsibility Report 2009 141
Corporate Social Responsibility Report 2009
KEY INDICATORS – AENA CSR 2009
100% of the airports
have ISO 14001
2,2 millones Net turnover:
de Operaciones Aeropuertos € 2,867,753,000
Aérea Direct employment
in Spain’s transport
industry: 140,000 jobs
passengers 15,300 homes insulated 13,143
(2000-2009 period) Aena employees
Airspace controlled by
Aena: 2,247,000 km²
More than 1 million Perceived quality
persons with reduced Perceived overall quality rating by passengers
mobility served rating by Air Nav. customers and companions
is 66.35 out of 100 is 3.74 out of 5
142 Corporate Social Responsibility Report 2009
Corporate Social Responsibility Report 2009
BARCELONA AIRPORT’S NEW T1
THE GREEN TERMINAL
POWER SUPPLY: EXTINGUISHERS: OFFICE LIGHTING:
• Two 220,000 volt lines capable of conveying 30 MW Automatic sprinkler Regulated by schedule and presence
• The concentration of cooling and heating equipment system
optimizes the system’s overall performance and im-
proves efﬁciency. LIGHTING IN BUILDING:
TAPS: Automatically regulated (DALI)
Fitted with aerators and to take maximum advantage
stop switches of sunlight
696 2.2 m²/unit collectors
COOLING: FLUORESCENT TUBES:
“Free Cooling” system Model T5 (consume 28%
less than T8)
EFFLUENT: WASTE: MOBILITY:
Installation of hydrocarbon separator Pneumatic collection system for 4 Automated transport systems automatically regula-
plants and detection systems fractions of waste te energy consumption to increase efﬁciency
ECONOMY: Barcelona Airport is a fundamental part of INTERMODALITY: The T1 was designed to foster inter-
the regional economy, especially for tourism business modality, a concept wherein infrastructures are built to
and industry. To modernize and prepare the airport for provide access to different means of transport, prefer-
future air trafﬁc demands, important infrastructure and ably collective public transport. This was a key feature
service projects have been undertaken, namely the ex- in the conception of the new airport, and it is projected
pansion of the airﬁeld, with a new runway, and the con- that public transport will be used by 40% of passengers.
struction of the new terminal area, the T1, in addition Anyone coming from or going to the Barcelona Airport’s
to other major facilities. These projects will make Barcelona an important European T1 can choose from among several alternatives to reach the new terminal, or travel
“hub” airport by increasing its domestic and international connections. between terminals, including buses, bicycle lanes and RENFE suburban trains.
EMPLOYMENT: Opening Barcelona’s new ter- ACCESS: The T1 is accessible for per-
minal entailed a 49% increase in job creation, sons with reduced mobility (PRM),
with more than 3,000 new workers, including as its entrances, mechanical ramps,
Aena workers, security forces and outsourced moving belts, and lifts facilitate pas-
contractors. This led to the 20% increase of di- senger transit. Personalized assis-
rect employments at present (15,000 workers) tance can be requested at any time
which will translate in the coming years into on Aena’s website, by phone or in
40,000 new direct and indirect jobs. It is noteworthy that a workforce consisting of person at the desks installed at the
4,000 people of 56 nationalities participated in the construction project. airport for this purpose.
ENVIRONMENT: One ENERGY EFFICIENCY: The T1 RENEWABLE ENERGY:
of the main natural re- is ﬁtted with an automatical- The new terminal has
sources projects was ly regulated lighting system two pairs of accumula-
the acquisition of 90 called DALI which is capable tors connected to solar
hectares to create a bi- of achieving energy savings collectors, so 100% of
ological corridor con- of 40% a year throughout the hot water used for
necting La Ricarda, el the terminal and all the ofﬁces showers in the dressing
Remolar and Can Sa- and air-bridges. Similarly, the rooms is heated with
badell nature areas. This results from the will to en- air conditioning in the T1 op- solar energy. This rep-
sure the conservation of the natural resources on the erates at full capacity without resents 70% of the hot
coast, which is considered the Delta del Llobregat wasting energy, since the “free water used in the T1.
ecological habitat included in the SPA (Special Protec- cooling” economizer system using outside air en- The taps in the toilets are ﬁtted with aerators and off
tion Areas for birds) and in Red Natura 2000. ables cooling with minimum energy consumption. switches that lead to water savings of up to 15%.
Corporate Social Responsibility Report 2009 143
Aena is committed to
sustainability in all its public
Corporate Social Responsibility Report 2009
The approval of Aena’s new CSR Policy by the Board of Di-
rectors in November of 2009 has facilitated:
• Producing one of the fundamental pillars of CSR: the
existence of a formal commitment on the part of senior
management in this matter.
• Uniting the organization’s forces to achieve sustainabil-
ity in all its dimensions –economic, environmental and
social (internal and external)– by providing the neces-
sary framework for the deployment of the CSR Strat-
Aena is a public company created in 1991, attached to to meet the demands of its customers –passengers and
the Ministry of Public Works and Transport of the Span- airport operators– and the society it serves.
ish Government, which manages, maintains and devel-
ops the civil airports that are in the general interest and In the realm of air navigation, Aena is in charge of the
fall within its authority, in addition to air trafﬁc services, Spanish airspace and a wide array of airport services.
facilities and air navigation assistance systems. Its aim is For air trafﬁc control it has ﬁve control centres using
to provide essential public services with safety, quality, state-of-the-art technologies.
effectiveness and respect for the environment.
As the following ﬁgure shows, Aena is attached to the
In Spain, Aena manages 47 airports and two heliports. Secretary of State of the Ministry of Public Works and
The main mission of the Directorate of Spanish Air- Transport, and it has its own legal status and ﬁnancial
ports is to offer the ﬁnest services and facilities in order autonomy.
Ministry of Public Works and Transport
Deputy Secretary Cabinet
Secretary of State Secretary of State
of Planning and Infrastructures of Transport
General Secretary of Infrastructures General Secretary of Transport
AENA: public company service provider, in charge of developing airport and
air navigation facilities.
DGAC: Aeronautical policy and strategy.
AESA: Organization, supervision and inspection of the safety of air transport.
Aena owns 100% of Aena Desarrollo Internacional S.A. management, operation and conservation of the air cargo
whereby it participates in the management of different centres or similar facilities at Spanish airports. The ﬁgure
airports abroad. It also has a 100% holding in CLASA, shows the percentages of Aena’s holdings in the different
a company dedicated to the promotion, construction, companies in which it has an interest.
146 Corporate Social Responsibility Report 2009
Aena’s subsidiaries and holdings
Subsidiaries and majority interests
and Fundación Aena Minority interests
INECO RAESA Group Galileo
Aena CRIDA Ingeniería y Industries y BARCELONA
CLASA Fundación Centro Referencia Economía del Restauración EAD Europe ESNIS GMBH
Internacional Centros Logísticos I+D+i en ATM Transporte, S.A. Aeropuertos Restauración
Aena Desarrollo Aeroportuarios, S.A. Aena Españoles, S.A. Aeropuertos 19,3% Agencia Metropolitana
Internacional, S.A. 66,66% 61,09% 48,99% Españoles, S.A. Desarrollo Urbanístico
100% 100% e Infraestructuras. S.A.
100% 36% 36%
Aena Desarrollo Internacional has holdings in the following
INECO, in turn, has holdings in the following companies:
Aeropuertos del Caribe, S.A. ACSA (40%)
Tecnología e Investigación Ferroviaria, S.A., TIFSA,
Sociedad Aeroportuaria de la Costa, S.A., SACSA
with a 49% share of the direct capital
Ineco do Brasil, S.L. (99%)
Aerocali, S.A. (33.3%)
Aeropuertos Mexicanos del Pacíﬁco, S.A., AMP
(33.3%), which in turn has a 17.3% interest in Grupo Tenemetro, S.L.
Aeroportuario del Pacíﬁco (GAP) Rapivia, S.A. (10%)
European Satelite Provider, ESSP SAS (16.7%) Euskomodal, S.A. (5%)
ESSP EEIG (16.7%)
ADL (10%), a través de la cual se participa en TBI
• MISSION: To provide management services that contribute to the development of domestic and international
air transport with safety, quality, economic efﬁciency and respect for the environment
• To facilitate intermodal mobility through the development of infrastructures and marketing of spaces and
services at airports
• To meet it customers’ needs and expectations
Corporate Social Responsibility Report 2009 147
WE STRIVE TO CONTRIBUTE TO THE DEVELOPMENT OF SOCIETY
Air transport has become increasingly popular in an • Spain is the second most popular destination
evermore interconnected world and the global econo- among tourists worldwide, after France and fol-
my has ultimately made airports essential for personal lowed by the United States and China. Of the 57.4
and business relations. It is more and more beneﬁcial million foreign tourists who visited Spain in 2008,
to be connected through a complex and broad net- 77.3% travelled by air3.
work of air routes, considering the easy access, the
savings in time and money, and the added guarantee • In 2009, Aena’s Spanish airports recorded a to-
of the highest levels of quality and safety which have tal of 187.6 million passengers.
been achieved in this means of transport.
• There is currently 2.5 times more air trafﬁc at the
As for Spain, air transport has an additional strategic entirety of Spanish airports since the creation of
relevance: Aena in 1991, for it went from 73.5 million in the
year 1990 (base year of calculation), to 187.6 mil-
• For territorial continuity, connection and cohesion lion in 2009, which means an accumulated growth
of 155.2% and a year-on-year average of 5%.
• Because of its peripheral situation in southern Eu-
rope, granting it an advantageous position as a AIR TRAFFIC 2009
bridge between Europe and Latin America and AIRPORTS
between Europe and Africa, which has been ac- • 187,6 million passengers
centuated since the eastern European countries
• 2,2 million aircraft
joined the EU.
• 565,000 tons of cargo
• Because of the industry’s impact on the regional AIR NAVIGATION
economies. At Aena network airports, on average • Peninsula (airspace): 1,766,879
950 direct jobs are created per million passengers1 • Canary Islands: 282,495
(it is estimated that as many as 140,000 direct jobs
• Total FIR Spain: 1,869,873
are created in Spain by Aena network airports),
which, in turn, leads to the creation of a signiﬁcant
number of indirect and induced jobs. This ﬁgure
AENA IS THE LEADING AIRPORT
may ﬂuctuate between 300 and 1,500 jobs de-
ORGANIZATION WORLDWIDE AS REGARDS
pending on the type of airport (low, medium, high
or very high density).
Spain contributes 14% of the total number of
Because of the importance of tourism to our economy passengers in Europe travelling by air.
and its great dependence on air transport: the tour- Spain ranks third in Europe (following the UK
ism industry makes for 10.5%2 of the Gross Do- and Germany) regarding the volume of air tra-
mestic Product (GDP). fﬁc managed.
1.- The social and economic impact of airports in Europe (ACI, Europe 2004). Plan
Sectorial del Transporte Aéreo (Avance 2009)
2.- Source: Annual Report 2009: Spanish Ministry of Industry, Tourism and Commerce 3.- Source: Institute of Tourism Studies (Frontur. Dec. 2008)
• It is estimated that as many as 140,000 direct jobs are created by Aena’s network airports, and that the in-
direct and induced jobs exceed 300,000, which means 440,000 overall jobs or 2% of the active population.
(PSTA Avance 2009)
148 Corporate Social Responsibility Report 2009
AENA, GLOBAL SERVICE PROVIDER
Aena’s international business activity is developed • And another 13 in which Aena Internacional has
through Aena Desarrollo Internacional S.A., using a holding through TBI (in a partnership with Aber-
Aena’s experience and aeronautical know-how around tis); Aena’s interest in 5 of these is through man-
the world, participating in airport management in agement contracts.
different countries and in important international air-
navigation projects. Although it is not within the scope of this report,
it is important to point out that Aena Desarrollo
PASSENGERS AND OPERATIONS Internacional has ISO 9001:2008 certification, and
WORLD–EUROPE–SPAIN YEAR 2009 employs Aena’s concept of excellence in manage-
Passengers Aircraft operations ment and service quality at the airports it operates
abroad, as well as the multi-national air navigation
Variation projects in which it participates, mainly in Europe.
Worldwide, it has a 4.3% market share of passen-
World 4,378.6 -2.7% 63.9 -5.5%
gers and 3.4% of operations
Europe 1,351.6 -5.5% 17.7 -7.1%
Spain 187.6 -8.0% 2.2 -10.4%
RELEVANT INFORMATION ABOUT AENA:
Abroad (Latin America, North America, the United • It has a 13.9% market share of passenger
Kingdom and Sweden), Aena has an interest in 29 air- throughput and 12.4% of operations
ports: • Madrid-Barajas Airport ranks 4th in Europe in
terms of passengers and aircraft operations
• 116 operated by Aena Internacional: 12 in Mexico, • Barcelona-El Prat ranks 9th in passenger
3 in Colombia and 1 in Cuba throughput and 8th in aircraft operations
Burbank UNITED STATES 2 heliports
Tijuana Mexicalia Atlanta
La Paz Hermosillo Macon
Los Cabos Los Mochis
Guadalajara Cayo Coco
Puerto Vallarta Morelia
La Paz Cochabamba
AENA’S CORPORATE GOVERNANCE:
THE KEY TO EFFICIENT AND COORDINATED MANAGEMENT
Governance structure budget, which are incorporated into the planning and
The organization’s governance structure is stipulat- budgets of the State and subjected to the mandatory
ed in its articles of association, approved by Royal formalities for their approval by Spain’s legislature.
Decree 905/1991, on June 14th, with its subse-
quent modifications (Royal Decree 1993/1996, of
September 6th, Royal Decree 1711/1997, of No- The powers of the Board of Directors
vember 14th, Royal Decree 2825/1998, of De- are those of governing and directing
cember 23rd) differentiating, in its article 15, two the management and administration of
governance bodies, on the one hand the Board of the public body in its entirety, especially
Directors, and on the other hand the Managing Di-
taking into account its economic,
rector, who is also the Chairman of the Board of
Directors as stated in article 17.2 of the aforemen-
environmental and social impacts, in
tioned articles of association. accordance with Aena’s CSR policy
The Board of Directors consists of the Chairman and
at least eight or at most ﬁfteen members, who are ap- Aena’s good governance
pointed and removed by the Ministry of Public Works
and Transport. Currently, there are ﬁfteen members on The Chairman and Board of Directors, as members of
Aena’s Board of Directors, though none of them per- a professional administrative body, are all subject to
forms executive functions in the organization, having the rules of forbearance and recusal established for
been designated among government ofﬁcials, most of all administrative bodies in Law 30/1992, of Novem-
them invested with the condition of Senior Ofﬁcials. ber 26th, in the legislation on Public Administrations
Only the Chairman of the Board, a post that falls to the and the Common Administrative Procedure. If those
organization’s Managing Director, performs the execu- members are not deemed Senior Ofﬁcials, they are
tive functions that it are attributed by article 26 of the subjected to the Law of Incompatibilities of Public Civ-
organization’s articles of association. il Servants (Law 53/1984, December 26th), whereas
those who are invested with this status are subject to
In order to secure a focused approach to the assess- Law 5/2006, of April 10th, which regulates the con-
ment of and decisions about speciﬁc issues, there are ﬂicts of interests of members of the Government and
several specialized committees, as shown in the graph: Senior Government Ofﬁcials.
Hiring Committee, Investment Committee, Special
CSR Commission, etc. In accordance with Aena’s articles of association, the
members of the Board are nominated and removed
The Board approves the organization’s long-term plan, by the Ministry of Public Works and Transport (Art.
the annual operating plan and the corresponding 17.2).
• The Board of Directors and the Corporate Management Committee are in charge of planning and
the achievement of Aena’s strategic objectives aligned with the Strategic Infrastructure and Trans-
port Plan (PEIT) of the Ministry of Public Works and Transport. The deployment and coordinated
accomplishment of these objectives is supported by the Spanish Airports and Air Navigation Mana-
150 Corporate Social Responsibility Report 2009
The designation of these board members normally falls to Therefore, the “Code of Conduct for Directors and
government civil servants who are either career ofﬁcials Managerial Staff” has been in place since November
or Senior Ofﬁcials, which entails their prior selection from 2008. It contains behaviour guidelines and recom-
among individuals who are qualiﬁed and experienced fulﬁll- mendations for employees regarding work, people, re-
ing posts of responsibility in public or private management. sources and the environment.
Aena believes that operational rules and procedures Aena’s articles of association establish the functions
should not be the sole frame of reference for profes- and obligations of its governing bodies and among
sional practice, but that it must also be inspired and other issues they specify that the Board of Directors is
guided by ethical and behavioural principles associat- in charge of directing the organization’s administration
ed with professional activity. and management.
ORDER APU/516/2005: GOOD GOVERNANCE CODE FOR SENIOR OFFICIALS
OF THE SPANISH GOVERNMENT
This applies to the board members and, as senior ofﬁcials, the Chairman and Managing Director of the organization
and the directors of the differentiated business units:
“…senior ofﬁcials of the national public administration temper their actions to the following ethical and behavioural
principles: objectivity, integrity, neutrality, responsibility, credibility, impartiality, conﬁdentiality, dedication to public
service, transparency, exemplariness, austerity, accessibility, efﬁcacy, honesty and promotion of the cultural and
environmental environment and equality between men and women…”
AENA’S PARTICIPATION IN PUBLIC POLICY
In accordance with its articles of association, the transport policy, notwithstanding the powers that,
mission of the public company Aeropuertos Espa- in activities related to the performance of sovereign
ñoles y Navegación Aérea, created by the provi- functions, may correspond to other ministerial de-
sions in article 82 of Law 4/1990, of June 29th (RCL partments.
1990/1336 and 1627), is to contribute, within its
power, to the development of air transport in Spain, The Spanish government’s general transport policy is
and to guarantee safe, smooth, effective and eco- described in the Strategic Infrastructure and Transport
nomical air transit, providing quality service in step Plan (PEIT 2005-2020) and Aena has collaborated on
with the demands of clients and users, within the this in the air transport industry, and contributed to
framework of the Spanish government’s general putting it into practice through its actions.
• Aena’s Code of Conduct for Directors and Managerial Staff represents a means of conveying our ethical
culture, and a policy tool that reinforces Aena’s corporate identity.
Corporate Social Responsibility Report 2009 151
Aena’s projects are planned following the standards set Aena’s collaboration with the public national, region-
by the national governmental institutions by drawing al and local administrations begins with ﬁnding ways
up a pertinent long-term plan, which is approved by to meet needs for airport facilities, continues during the
the Board of Directors and sent to the relevant depart- phase of gathering the data used for drawing up mas-
ment (Departamento de Adscripción) for its approval ter plans and more speciﬁc plans for the airports, carries
by the Spanish government and parliament within the on during the phase in which the formalities needed for
National Budgets. their approval are undertaken, and extends to the build-
ing phases of the different facilities, and lasts throughout
In accordance with regulations, its main planning instru- the time they are in operation. An effort is made to apply
ments, the Airport Master Plans, are informed by the af- socially responsible concepts throughout all the process-
fected administrations and all their projects are subjected es and to cooperate at all times with the governments of
to environmental impact studies with the corrective or the communities affected in order to develop an ethical
compensatory measures that each case may require. and socially responsible management culture.
MANAGEMENT SERVING SOCIETY
During 2009 Spain was affected, as were the other coun- In the medium term, and with the recovery of eco-
tries in its vicinity, by international economic turmoil. nomic activity and the ensuing growth in the air-trafﬁc
There was a clear decline in the chief indicators (growth, demand, efforts will focus on adjusting the capacity of
unemployment rate, CPI, etc.) that have an impact on airport facilities (and equipment), as well as air naviga-
air transport, thus provoking a downturn in trafﬁc, both tion systems, to that future growth.
worldwide and on the European and domestic scale.
The main factors that may inﬂuence the development
What is at hand then is a situation of economic crisis of the projected actions are:
associated with a considerable amount of uncer-
tainty that is affecting air-trafﬁc demand by signiﬁ- • The prolongation of the current situation of
cantly reducing it. domestic and international ﬁnancial crisis, which
would have negative repercussions on projected
growth in air-trafﬁc demand and therefore on an-
THE MAIN CHALLENGE: TO SATISFY
Aena’s main challenge is to fully satisfy the • The environmental aspects, which entail the need
expectations of its stakeholders, and the society at to make the provision of air-transport services com-
large, dealing with the evolution of the changes patible with environmental conservation in a frame-
in demand, ensuring economic viability, achieving work of safety, quality and efﬁciency.
environmental sustainability and at the same time
improving safety, quality and business efﬁciency. • The evolution of fuel prices: when these prices
rise, costs for airlines are increased, which may
• Aena, as an organization attached to the Ministry of Public Works and Transport, participates in public po-
licy design in fulﬁlment of its duty to collaborate with other public administrations, as is stated in article 4
of Law 30/1992 of the Legal System for Public Administrations and Common Administrative Procedure.
152 Corporate Social Responsibility Report 2009
ultimately inﬂuence the prices of tickets and, to • Business restructuring within the aviation industry
a greater or lesser extent, air-trafﬁc demand, and its repercussions in this industry’s new market
as well as possibly indirectly affecting growth structure (greater presence of low-cost airlines, ma-
rates. jor alliances, etc.).
• It is also very important to take into account
the repercussion of the entrance into service All told, the air routes between Madrid-
of the high-speed train (AVE), which covers Barajas and Malaga, and Madrid-Barajas
several important peninsular routes (Barcelona, and Barcelona-El Prat, have lost more
Malaga, Valencia, Galicia…). It is necessary to than 2.5 million passengers since the
seek to achieve intermodality and to comple-
new AVE lines began operating on
ment air transport with this growing means of
December 31st 2009
LOOKING TOWARD THE FUTURE
Aena approaches its future management with the • The management of airport facilities and public as-
challenge of dealing with the current economic cri- sets or property that belong to airport premises
sis. Maintaining the highest levels of safety and quality • The strategic, commercial and promotion planning
is its chief objective, and it intends to achieve this by • The proposal of the Master Plan, the Budgets and
reducing costs and becoming more efﬁcient, thus fa- Annual and Long-Term Investment Programmes and
vouring air transport in general as well as the country’s • The proposal of charges and public fees and the
foremost industry, tourism. approval of private prices.
Under this premise, and in accordance with the gov- In the case of airports with high volumes of trafﬁc and
ernment’s commitments, Aena will evolve toward a those that are especially complex to manage, and as
new corporate model in which it will maintain its con- long as their economic-ﬁnancial viability is guaranteed,
dition as public company, with the responsibilities of subsidiary companies will be created that enable indi-
a provider of air navigation services, and it will also vidualized management. Therefore, they will still be
create the state corporation Aena Aeropuertos, S.A., state corporations, yet they will be management com-
which will be in charge of the management and op- panies, that is, the airport assets and liabilities will lie
eration of all current airports, and in which a limited in the parent company “Aena Aeropuertos, S.A.” The
amount of private capital will be admitted. Board of Directors of these airports will consist in a gov-
ernmentally-appointed majority and it is projected that
This corporation will take on the following functions: it will represent the autonomous communities as well as
• The provision of all airport services the town halls and the chambers of commerce.
• Aena will evolve toward a new, more efﬁcient, corporate model in which the participation of some of its
public and private stakeholders is projected
Corporate Social Responsibility Report 2009 153
AENA, COMMITTED TO CSR
Over the past few years, and always upholding the Owing to the far-reaching nature of the programme
European EFQM model as benchmark for excellence and for the deployment on all levels of the new CSR
in management, thus far Aena has approved poli- business policy and strategy, a work team has been cre-
cies applicable on a corporate level and/or in the ated consisting of representatives from all Aena units
different business units that have culminated in the that are directly involved in the daily management of
approval in November 2009 of a Corporate Social corporate social responsibility.
Responsibility Policy and CSR Strategy. Similarly, it
aims to unify criteria, actions and, in general, the The following ﬁgure visually represents how CSR stands
organization’s different policies and activities, all un- as a referent integrated into all of the organization’s dif-
der the scope of CSR. ferent policies and planning and management tools:
AENA’S CSR POLICY AND STRATEGY
Planning rules and tools
Code of Conduct. Executives and Structure (2008)
company vehicles and petrol, travel and home)
POSSIBLE POLICIES TO ADOPT IN FUTURE
Executive policy (Entertainment expenses,
Workplace risk prevention policy (2001)
Aena articles of association
Internet access and content ﬁltering
Aena employee travel policy (2009)
EXCELLENCE MODEL (EFQM)
General standards for hiring, etc.
Collective agreements and
frameworks for action or approved
Aena austerity plan 2010-2013
(PEIT 2005-2020, P.A.P. 2010-2013)
DAE DNA UUCC
Environmental Quality policy (2009)
Quality policy policy Quality, environment and
safety policy (2009)
Services Offered Services Offered to Air Navigation Service Environmental policy
to Airlines (2008) Passengers (2008) Offer (2008) (2003)
• Among the most notable undertakings carried out by Aena in recent years is the Board of Director’s approval
in November 2009 of Aena’s CSR Policy and Strategy, an instrument integrating the different projects and
strategies in this regard that the various units of the organization have been developing for years.
154 Corporate Social Responsibility Report 2009
In accordance with the CSR Policy and Strategy, Strategic Planning aims to integrate the organization’s
efforts and resources through the deployment of strategies, plans, programmes, objectives and indicators,
aligning all the actions with CSR and reinforcing Aena’s commitment to society, with special
consideration for its stakeholders.
Aena’s Strategic Planning From planning… to the establishment
Aena’s strategic planning process arises from the spe- of priorities
ciﬁc needs of an airport and air navigation organization Aena’s strategic planning process continuously reacts to
within the context of air transport, an extraordinarily the monitoring and measurement mechanisms which,
complex and unusual industry owing to the fact that through administrative controls and the balanced score-
it hinges on all sorts of contingencies and changes in card (BSC), enable it to adapt the strategies to a changing
society, and the intervention of multiple and highly in- reality and to the evolution of the markets.
terdependent agents each with its own expectations
and priorities. Yearly, and following approval by the Board of Directors,
a set of maximum level objectives are established aimed
Risk assessment, improvement opportunities, etc. at improving traditional strategic planning, taking into
are a part of the organization’s planning process. account the national objectives and guidelines set by the
Similarly, and from the economic point of view, the Ministry of Public Works and Transport, as well as the re-
necessary risk assessments are periodically carried sults of the analysis carried out by the Board and the stra-
out for the organization’s management and viabil- tegic guidelines stemming from this.
Based on the socio-economic scenario existing at
The aim of the planning process is to direct and inte- the end of 2008 and taking into account the strate-
grate the organization’s efforts and resources through gic challenge of developing the New Airport Man-
the deployment of strategies, plans, programmes, ob- agement Model, Aena’s main strategic priorities for
jectives and indicators. 2009 were established as follows:
To maintain maximum To improve efﬁciency To achieve To develop
levels of safety and and productivity environmental infrastructures and
security sustainability services
Maintaining the highest levels of Progress will continue to be made Another one of Aena’s main priori- The development of infrastructures
safety will continue to be Aena’s to improve efﬁciency and producti- ties is making aviation operations and airport and air navigations ser-
foremost strategic priority under an vity through an Aena austerity plan and infrastructure development vices will continue through:
integral safety concept in its triple guided by: compatible with the environment,
perspective: especially by: Enhancement of the value of the
Structural reform of air naviga- new facilities and improvement
Aeronautical operational safety tion Reducing nuisance from noise in in the quality of the services pro-
Security of people and property Improved productivity of human airport vicinities vided to passengers and airlines
And workplace risk prevention resources Reducing greenhouse gas emis- And effectively and efﬁciently
Overall reduction in spending and sions adapting capacity to demand in
improved efﬁciency of processes And promoting the use of re- order to successfully meet the cu-
Rationalization of the investment newable energies rrent and future requirements of
plan air transport
Corporate Social Responsibility Report 2009 155
These strategic priorities have been translated into the the approval of the Corporate Social Responsibility policy,
company’s following Strategic Objectives: is the integration of this concept into strategic planning,
in keeping with the need to carry out proper monito-
• To observe the Operations Budget 2009 for Aena’s ring and measuring of its actions, not only from the pers-
operating expenses pective of the traditional strategic priorities, or scope of
• To improve Aena’s energy efﬁciency: the Strategic Infrastructure and Transport Plan (PEIT), but
- Reviewing electricity and gas contracts from the 4 dimensions of CSR: Economic, Environmental
- Taking measures to achieve energy-savings and and Internal and External Social Sustainability.
efﬁciency at facilities
- Other measures: alternative energy sources, etc.
• To improve the compatibility of airport operations In order to fully integrate the CSR
and the environment policy, all the organization’s planning
• To adapt the infrastructures and services on offer mechanisms and tools must be adapted
The results obtained indicate that the year 2009 ended As the following graph shows, Aena’s planning stra-
with the achievement of the company’s strategic ob- tegy is designed in a cascading style, placing the
jectives as planned. stakeholders’ satisfaction as the basic referential
element, balanced against the purely business-
One of the major challenges Aena faces in 2010, after oriented strategic objectives.
Aena’s stakeholders Identify what we do, how we do
it, and why we do it, to be able to
Mission/Vision/CSR Policy/Priorities (5) and General Strategic Objectives (14) determine why and how a project,
data… can be viewed from the CSR
>4 years Strategic Infrastructure and Transport Plan (PEIT) Master Plans perspective
Long-term Plan Economic
Air Navigation Business Plans: Investment Plans
Corporate Unit Plans Results Social Environmental
Results PEIT Unemployment Results GSO Results CSR
Scope Management dimensions
Operating Plan Objectives (1-2-3-4)
Operating Indicators Scorecard Seek and establish relationships:
Plans (BSC) CSR-objectives
1 Ref OEG - 3 Ref RSC - 2 Ref PEIT - 4 Ref SGD
Aena Business Units Workplaces: Teams / People
Corporate Units Airports, Organizational deployment
Regional Directorates of Air Navigation...
• In recent years Aena has developed and perfected its mechanisms of strategic planning and management
control as key instruments for decidedly improving environmental, economic and social quality standards,
essential elements for progressing in the sustainable development of such a socially signiﬁcant realm of
action: the management, planning, development, maintenance and evolution of airport and air navigation
services and infrastructures.
156 Corporate Social Responsibility Report 2009
Aena’s management control
The strategic planning circle is completed by an ex- traditional technical, operational or accounting and ﬁ-
haustive control and monitoring procedure that en- nancial measurements.
ables advancing in the process of continual managerial
improvement. Moreover, in an effort to improve and reinforce the
commitment and involvement of employees in the
All this is performed through the Strategic Manage- achievement of strategic objectives, this system is asso-
ment and Direction System, including both a Manage- ciated with a Performance Management System (PMS),
ment Scorecard for Senior Executives and a Balanced a tool through which workers’ contributions to the ac-
Scorecard, whereby Operating Plans are monitored, complishment of Aena’s goals are evaluated and rec-
and together, they provide an overview of the com- ognized by assessing outcomes, therefore fostering a
pany and its key priorities, which is not limited to common vision of the company’s strategic objectives.
COMPANY UNIT PEOPLE/
OBJECTIVES OPERATIONAL Management
Regional Directorates of AN… Teams/People
AENA’S STRATEGIC PLANNING
Management Control and Monitoring
and monitoring tools
Monitoring and analysis Decision-making
Periodically monitor and analyze programmes and Review achievement of objectives
indicators Decide on corrective actions
Propose corrective actions Based on executive committees
Based on the use of (BSC) software Carried out less frequently
Carried out frequently
SCORECARD GOVERNANCE STRUCTURE
59 Balanced Scorecards (BSC)
599 Users REPORTS
• The performance of Aena’s Management Committee, in its ﬁnancial, environmental and social manage-
ment of the organization, is evaluated by a Balanced Scorecard (BSC) and the Performance Management
System which affects all its components.
Corporate Social Responsibility Report 2009 157
PRINCIPAL DATA ON ACTIVITY IN THE YEAR 2009
Financial proﬁt / loss
The principal data on Aena’s ﬁnancial proﬁt/loss in the year 2009 are provided below:
Indicator (thousands €) 2007a 2008 2009
Economic value generated 3,002,363 3,016,738 2,899,735
Net turnover 2,956,215 2,986,477 2,867,753
Non-core and other operating incomeb 32,251 11,618 11,604
Interest income 13,897 18,643 20,378
Economic value distributed 2,436,070 2,567,175 2,450,532
Economic value retained 566,293 449,563 449,203
Indicator (thousands €) 2007a 2008 2009
Economic value distributed 2,436,070 2,567,175 2,450,532
Stock 69,028 74,726 63,295
Staff costs 1,147,245 1,201,387 1,206,692
Other operating costsc 864,530 879,538 950,452
Financial costsd 309,494 394,507 288,257
Taxes 43,654 14,835 -59,885
AENA Foundation 2,119 2,182 1,721
a.- The data from f inancial year 2007 differs from that published in Aena’s 2007 Report in order to make it compatible with the other years.
b.- The data on “Non-core and other current operating income” coincides with the concept of “other operating income”, excluding the operating subsidies added to the
year’s proﬁt and loss account.
c.- The data on “Other operating expenses” excludes values of “taxes”, “losses, depreciation and variation of provisions for commercial operations” and “Aena Foundation”.
d.- The data on “Financial expenses” coincides with the real cost of third-party ﬁnancing (costs of ﬁnancing through loans).
e.- This corresponds to the difference between the value of “income tax” and “other taxes or levies”
The signiﬁcant investment Aena has made in recent years has been translated into an unprecedented process of mod-
ernization and increased capacity of our country’s aeronautical infrastructures, which has encompassed each and every
one of the network’s 47 airports and 2 heliports, in addition to the air navigation system.
The following chart shows the investments made during the 2000-2009 period and those projected in the long-term
plan for 2010-2013 according to the Austerity Plan:
Investment made 2000-2009 Long-term plan for period
Period Total Annual average
Total Media anual
2000-2009 15,478.6 1,547.9 4,836.2 1,209.0
2000-2003 4,289.3 1,072.3
Note: ﬁgures according to Austerity Plan
2004-2008 9,426.7 1,885.3
Data in millions of euros
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
NOTE: The applicable criteria is that of payment, not that of technical certiﬁcation. The ﬁgure for the ﬁnancial year 2009 corresponds to that of closing.
158 Corporate Social Responsibility Report 2009
In the current situation, planning criteria must enable be assessed according to their overall positive balance
allocating ﬁnancial resources as effectively and efﬁ- of costs, investment costs as well as subsequent op-
ciently as possible in order to increase the competitive- erating costs, and their “beneﬁts”, measured by their
ness of air transport. contribution to the criteria of effectiveness (safety, ca-
pacity, quality, environmental sustainability) as well as
The criteria of effectiveness employed basically val- their socio-economic beneﬁts.
ue the contribution of the investment to:
The application of all these criteria should lead to very
• Overall safety, both the safety of aeronautical op- competitive fees for all air transport customers (basi-
erations and the security of people and property. cally aviation operators and passengers) when using
• Infrastructure capacity, both airside (airﬁeld) and the facilities (airports and air navigation).
landside (terminals and access), taking into account the
requirements of demand and its different users (hub Subsidies received
operations, low-cost airlines, corporate aviation, etc.) During 2009, the most signiﬁcant subsidies Aena re-
• Service quality to be provided through adequate ceived were the capital subsidies from ofﬁcial Europe-
infrastructures in terms of accessibility, conve- an agencies (FEDER in its totality). The gross amount
nience and punctuality accrued during this period was 32.5 million euros.
• Environmental sustainability in terms of inte-
grating the facilities into the landscape, reducing Indicator Aid 2007 -2013 2009
noise pollution, reducing greenhouse gas emis- Subsidies received
(millions of euros) 270.1 32.5 (*)
sions and improving energy efﬁciency
(*) The FEDER subsidies received during the ﬁnancial year 2009 amounted to
€22.8 million. This ﬁgure corresponds to the net amount of the subsidy, equiv-
As regards the criteria of efﬁciency, where the ﬁ-
alent to 70% of the gross value. Therefore, the gross amount yielded equals
nancial component is introduced, investments must €32.5 million.
MAIN AIRPORT MODERNIZATION PLANS
Airports are essential elements of territorial devel- Airport projects in progress:
opment and cohesion. Among the most notewor-
thy actions undertaken by Aena are those focused • The Malaga Plan is underway, with this air-
on increasing the capacity of our airports (expan- port’s New Terminal Area operating since March
sions of runways and terminal buildings) and en- 2010.
abling them to raise the number of operations that • Construction of new passenger terminals at Ali-
can take place in conditions of poor visibility (ILS sys- cante and Santiago de Compostela airports
tems), featuring: • Expansion of the terminal buildings of Ibiza and
Gran Canaria airports
• The expansion of Barcelona-El Prat Airport (ope- • Construction of a pier hub at Palma de Mallorca
rating since June 2009) has enabled doubling its Airport and the expansion of Valencia Airport
capacity, to reach 70 million passengers and 90 • Construction of the new Algeciras Heliport
operations/hour. • Expansion of the runway at Cordoba Airport
• Putting in place the Austerity Plan, which was drawn up during 2009 to be implemented in 2010, will permit
a 2,273 million reduction of the accumulated debt by the end of 2014, which will translate into 14.8% less
debt than that projected in the current long-term plan 2010-2013.
Corporate Social Responsibility Report 2009 159
• Expansion of the terminal building, runway and and competitiveness of the 50 most important airport
control tower at Pamplona Airport organizations or airports in the world.
• Operational improvements at Bilbao Airport
• Construction of a new terminal area at La Palma In its latest publication, in October 2009, the same
Airport tendency as in previous years was conﬁrmed:
• Expansion of passenger terminal buildings at Leon
and Badajoz airports Aena is the most efﬁcient airport organization in
Europe in terms of:
Main plans for - Passengers per employee: in a proportion 50%
modernizing air navigation higher than the European average
In the realm of air navigation the main modernization - Total costs per passenger: 44.3% lower
plans undertaken focus on convergence toward the - Costs per aircraft: 43.3% less
common technical solutions projected in the Single
European Sky Regulations and its associated SESAR4 The Spanish airport network is highly competitive.
programme, which will basically set the course for the - Aeronautical income per aircraft is 45.1% lower
evolution of the Spanish Automated Air Trafﬁc Control than the European average.
System (SACTA), in addition to the communications, - And the aeronautical income per passengers is
navigation and surveillance systems (CNS). 46.7% lower.
Indicator 2007 2008 2009
The basic objective is the safety of air trafﬁc and evolu-
tion toward more modern systems that enable improv- 2.50 2.42 2.2
ing efﬁciency and productivity rates in accordance with
the concept and parameters projected in the Single 210.50 203.86 187.6
European Sky (SES) initiative and SESAR programme. No. passengers /
17,534.26 16,358.53 27,958
Analysis of the efﬁciency of air navigation services
• The SACTA v 4 system and its subsystems, worldwide In the sphere of European air navigation, however, ac-
leaders, some of which, such as ﬂight plan process- cording to the information facilitated by EUROCON-
ing, are being evolved together with other European TROL, Aena is the third least efﬁcient in unitary costs per
service providers (German, English and Portuguese). hour of ﬂight (after the Dutch and Belgian providers6)
This joint project allows sharing development costs, and it is also the organization with the highest costs per
while also improving interoperability and compatibil- controller/hour7. Nevertheless, regarding non-controller
ity among the systems of different providers. personnel costs, Aena employees are in 18th position
• Implementation of the ADS CPDLC system in the out of 368 (exactly in the middle of the ranking).
South Atlantic corridor that connects Europe and
Total passengers travelling by air in 2009
America, thanks to which it will be possible to reported by the main airport organizations
monitor aeroplanes continuously and with more
Millions of passengers
precision as they are crossing the ocean beyond
conventional radar coverage
• Progressive implementation of solutions derived from
launching operations of the European satellite navi- 106.9 101.9
gation systems EGNOS5 and, eventually, Galileo. 73.7
Analysis of efﬁciency in airport services
The study “Airport Performance Indicators”, which is Aena BAA Port Atlanta ADP Fraport Hong Kong
carried out annually by the research and consulting Source: data published by each of the airport organizations listed
ﬁrm JACOBS, analyzes the parameters of efﬁciency
6.- Source: EUROCONTROL Performance Review Report 2009 (PRR)
4.- SESAR: Single European Sky ATM Research 7.- Source: EUROCONTROL Performance Review Report 2009 (PRR)
5.- EGNOS: Europ ean Geostationary Navigation Overlay Service 8.- Source: EUROCONTROL Performance Review Report 2009 (PRR)
160 Corporate Social Responsibility Report 2009
Ranking 2009 paises europeos por
volumen tráﬁco aéreo aeropuertos Financial cost efﬁciency: Indicator that measures
1 United Kingdom the total gate-to-gate ATM/CNS10 provision costs per
composite ﬂight hour, not including delay costs.
3 Spain Cost efﬁciency without delays (2008)
4 France 624
5 Italy 500
European average: 405
456 410 402
6 Netherlands 400
9 Ireland 0
AENA ENAV DFS DSNA NATS
10 Sweden Spain Italy Germany France United Kingdom
ATM / CNS provision cost
Source: Eurostal Financial efﬁciency =
Composite ﬂight hour
Cost of ATCO9 in OPS per composite ﬂight hour: ATM / CNS
ATM: Air Trafﬁc Management
The relation between total staff costs of operating CNS: Communications, Navigation and Surveillance
controllers and the number of composite ﬂight hours:
Non-ATCO employment costs: This indicator mea-
Cost hour by per ATCO in OPS (2008)
250 sures the support staff costs: staff costs excluding
191 controllers, capital costs, operating costs and excep-
138 European Average: 99 tional costs.
100 99 97 86
The data are from the ﬁnancial year 2007 and they
underscore the fact that Aena’s support staff costs
AENA DFS NATS ENAV DSNA
(1.7) are much lower than those of its main Euro-
Spain Germany United Kingdom Italy France
pean counterparts: DFS of Germany (3.1), ENAV
Staff costs ATCO in OPS
ATCO cost per composite ﬂight hour =
Composite ﬂight hours of Italy (3.7), DSNA of France (3.9) and NATS of
the United Kingdom (4.3).
ATCO in OPS: Air Trafﬁc Controllers in operations
Productivity ATCO/hour: The relation between composite Similarly, and as the following graph shows, they are
ﬂight hours and service hours of controllers in operations: lower than those of other neighbouring countries:
Productivity of controllers in operations (2008)
1,4 Support staff costs (non-ATCO):
1,2 1.18 12.9
1.02 European Average: 0,78 12.0
1 10.3 10.0
0.81 0.81 10.0 9.2
0,8 European average: 3,2
0,6 6.0 5.9 5.9
NATS DFS ENAV DSNA AENA
United Kingdom Germany Italy France Spain
Composite ﬂight hours
Productivity per hour of ATCO =
Hours of ATCO in OPS on duty
ATCO: Air Trafﬁc Controller
9.- ATCO: Air Trafﬁc Controller 10.- ATM/CNS: Air Trafﬁc Management/ Communications, Navigation & Surveillance
COMMITMENT TO LOWERING EN-ROUTE AIR NAVIGATION CHARGES IN SPAIN BY 15%
With the passage of Law 9/2010, on April 14th, regulating the provision of air trafﬁc services, designed to improve the
efﬁciency of these services, Aena has adjusted its budgets for the years 2010-2012 with the commitment to lowering
en-route air navigation charges in Spain by 15% of the current charges, with annual decreases of approximately 7%,
improving its ﬁnancial ratios to align them with the average of the ﬁve large European air navigation service providers.
Corporate Social Responsibility Report 2009 161
AENA IS INNOVATION
At Aena, research, development and innovation and also signiﬁcantly contributing to the reduction
(R&D&I) constitutes one of the top strategic priori- of the environmental impacts caused by aeronautical
ties for the continual improvement of airport and air operations and the functioning of the airports and
navigation services and it embodies one of the main air trafﬁc control units, seeking a positive impact of
ingredients for achieving sustainable growth of the or- its activity in the development of the socio-economic
ganization in the long term. environment.
STRATEGIC OBJECTIVES OF R&D&I ACTIVITIES
The innovation and implementation of new technolo-
gies and processes is fundamental for Aena’s present 1 Guarantee the SAFETY of aeronautical operations and
the SECURITY of people and property
and future. It is intended that these activities improve
2 Incorporate innovations and technology to improve
the quality and efﬁciency of services, increase safety 2
and security, optimizing the use of the airspace and 3 Improve EFFICIENCY by increasing productivity and
adapting Aena’s capacity to air transport demands, in competitiveness
addition to improving the consequences of the orga- 4
4 Adapt CAPACITY to air trafﬁc demand by introducing
nization’s actions in its natural and socio-economic en-
5 Increase ENVIRONMENTAL protection and SUSTAINABLE
6 Facilitate our taking part in initiatives associated
The R&D&I effort is the ideal strategy to achieve sus- 6 with programmes such as the creation of the SINGLE
tainable development in the long run, which rein-
7 Maximize the USEFULNESS of R&D&I activities and
forces Aena’s corporate social responsibility and 7
return on their costs
commitment to users, clients, suppliers and employ-
ees and, in short, to the society it ultimately serves
as a public company. Aena’s R&D&I activity (2009)
Aena’s belief in new technologies and its techno-
Aena is currently in the process of adopting values logical innovation activities for the coming years
associated with sustainability and social respon- translates into the generation of new strategic proj-
sibility, which is triggering important changes in ects and the continuation of others that have al-
the people who work there as well as innovations ready begun.
in its services, processes and the organization as a
whole. Aena currently carries out its R&D&I activities in the
Strategy for Managing Technology
and Innovation At airports, the key efforts basically focus on:
The management of technology and, in general, the
activities considered to be R&D or Aena’s Technologi- • Activities for improving information and processes
cal Innovation, follow the course of action laid out at Aena network Airport Management Centres
in the Strategy for Managing Technology and Inno- • Activities designed to improve the security of peo-
vation created on a corporate level, drawing on the ple and facilities
organization’s general strategy. This strategy is clas- • Activities for facilitating information and services
siﬁed under the Strategic Guidelines for “Infrastruc- to persons with reduced mobility (PRM)
tures and Services” of the current Long-term Action • Innovation projects focusing on energy savings
Plan 2010-2013 and speciﬁcally in the objective “To and efﬁciency
foster technological innovation and optimize the pro- • Developing systems to improve efﬁciency in planning,
cesses”. design and management tasks of airport infrastruc-
tures such as, for example, the Satellite Ortho–Imag-
Based on this strategy and in line with its objectives, ing Airport Information System (SAOS)
Aena develops and deploys its R&D&I activities, suc-
cessfully increasing capacity, safety and efﬁciency In Air Navigation the main priorities are:
162 Corporate Social Responsibility Report 2009
The continuance of satellite navigation projects as one Improved efﬁciency and higher levels of operational
of the pillars for improving efﬁciency in the provision safety through automation and greater interoperabil-
of air trafﬁc services, increasing safety and minimizing ity in air trafﬁc control are, along with satellite navi-
the environmental impact of its activities gation, Aena’s chief efforts in this enterprise.
EGNOS and GALILEO are Aena’s main projects in this Aena has achieved the allocation of almost 100%
area. of the projects for which it placed bids, entailing a
contribution “in kind” (contribution of staff and re-
The investment Aena made in EGNOS during the sources) of more than €72 million for Aena, as a
1999-2009 period amounted to 53 million, which European benchmark for all R&D&I-related activities
secured signiﬁcant leadership in EGNOS and facilitat- in aeronautical operations.
ed participation in Galileo. From a strategic point of
view, it is allowing us to participate very actively in Lastly, the SACTA, Spain’s Automated Air Trafﬁc
the operation of the new European navigation ser- Control System, is worthy of mention as it contin-
vices, in anticipation of the future progressive disap- ues to be among the leading Air Navigation projects
pearance of ground-based radio-aids. owing to its multi-national nature and the consider-
able efforts devoted to R&D&I. SACTA integrates all
As regards GALILEO the Ministry of Public Works the en-route, approach and tower systems and it is
and Transport designated Aena the organization in considered one of the world’s most advanced sys-
charge of upholding the political commitments taken tems because of its capacity to integrate and pro-
on, managing Spain’s interest and making the neces- cess all the information needed for safer and more
sary investments for this. There will be a Safety-of- efﬁcient provision of air trafﬁc control.
Life Centre in Spain focusing on the area of critical
applications and services for multi-modal transport, Aena’s ﬁnancial efforts in R&D&I activities
which will evolve into one of the three Galileo system In 2009 Aena devoted 2.2% of its turnover to ac-
control centres. tivities related to research, development and especially
The evolution of Aena’s innovative activity has in-
creased from one period to the next, always seek-
ing sustainability between the investment made and
the anticipated result. The organization’s R&D&I ef-
fort in the period 2005-2009 represented a total of
In the realm of the Single European Sky initiative, Ae- €343 million, which makes for an average annual
na participates in the SESAR Joint Undertaking, an en- investment of €68 million, as shown in the follow-
deavour of the entire aeronautical community (users, ing graphs which include itemized cost or investment
service providers, airports, industry, regulators, military breakdowns:
authorities, pilots, controllers, research centres, etc.) to
Indicator 2007 2008 2009
deﬁne the R&D programme for the modernization of
European Air Trafﬁc Management. R&D&I investments
51,853 53,049 57,696
(thousands of euros)
11,135 10,289 6,902
(thousands of euros)
Total R&D&I 62,988 63,338 64,598
Also noteworthy is Aena’s fulﬁlment of the R&D&I
investment ratio stipulated in the Strategic Infra-
This project addresses research and development of structure and Transport Plan (PEIT) which calls for
new technologies for innovative solutions that require devoting 1.5% of total projected investments to
operational services in the sphere of engineering. this type of activities.
Corporate Social Responsibility Report 2009 163
Aena exceeded this ratio by investing 3.27% on Indicator
Effort Annual average
R&D&I in the ﬁnancial year 2009, that is, more than
twice the amount stipulated in the PEIT. COST (thousands of euros) 45,046 9,010
In conclusion, and for the purpose of assessing this (thousands of euros)
trend, below we present the analysis of the past R&D&I effort (thousands
three years, which clearly demonstrate a long-last-
ing upward trend in investments in creativity and
innovation, as a solid base for planning the organi- For the period 2005-2009 Aena effort in
zation’s future strategic actions in terms of sustain- R&D&i activities accounted for 343 € million
AENA AND ITS STAKEHOLDERS
One of the fundamental ground rules for the develo- - Participation of Organizational Units
pment of the CSR Strategy and Aena’s growing com- - Recognition of relational tools
mitment to the ethical governance of its activity is
the analysis and integration of its stakeholders’ ex- For many years the organization’s different units, in their
pectations into the ogranization’s objectives in a way respective areas of activity, have identiﬁed and expressly
that is coherent with its purely business-oriented ob- taken into account the stakeholders with whom they have
jectives. traditionally interacted, considering their expectations
when establishing the objectives of each one of the units.
The Governance Structure consists of the Framework
of Internal Relations and the Framework of External Aena is aware of the importance of its commitments
Relations, and the Organization Units are the main link to the different stakeholders, and it upholds offering
between these two (internal/external). competitive, safe and effective management servic-
es as a basic premise. For this reason Aena’s strate-
The Framework of Internal Relations is geared to- gy, commitments and communication processes are
wards aligning the internal actions (within Aena): deﬁned based on the needs and expectations of its
- Identiﬁcation and formalization of committees stakeholders and the society in general.
- Description of control mechanisms
- Description of operating procedures (Reports) The following graph demonstrates this relationship be-
tween Aena and its stakeholders in a generic way. In
On the other hand, the Framework of External Re- table form, a more complete map of Aena’s stakehold-
lations is geared towards aligning Aena’s actions with ers is also shown, illustrating the relationships between
its stakeholders: the groups and subgroups, as well as the existing rela-
- Identiﬁcation of stakeholders tional mechanisms and channels, in greater detail than
- Deﬁning relations in previous reports published.
SATISFYING STAKEHOLDER’S EXPECTATIONS
Satisfying stakeholder’s expectations is a priority for Aena’s management. Therefore, in keeping with the
deployment proposed in the CSR Policy and Strategy, the organization continues to strive to identify with
greater detail, and in a more personalized way, the formal relational mechanisms and the tools used by each unit
to analyze, monitor and evaluate the level of fulﬁllment of the expectations of each of these stakeholders.
164 Corporate Social Responsibility Report 2009
Government/ communities /
Parliament local administrations
Union / trade
European Union /
located at the
of other means
Airlines and companions
MAP OF AENA’S STAKEHOLDERS
GROUPS SUB-GROUPS RELATIONAL MECHANISMS EXPECTATIONS
• Passengers • Meetings • Periodic internal surveys about the • Quality/Price
• Airlines • Committees quality of service provided • Service excellence
• General public • Surveys • WAP and PDA ﬂight information service • Safety/security
• Employees who work on • Suggestion boxes • Telephone and in-person information • Punctuality
Customers airport premises • Mailings and customer service • Usability
• Others… • Forms • Periodic surveys of the quality perceived • Accessibility
• Others… by passengers and companions • Capacity
• Handling service providers • Meetings • Aena publications (including its Annual • Prices
• Retail service providers • Committees Report) • Efﬁciency services
• Operators of other means • Mailings • Press releases / Press room • Practicable regulations
of transport • Forms • Processing and handling complaints • Safety/security
Partners providing • Customs, Security and • Others… • Business / industry associations • Operational facilities
services to Trafﬁc • Website www.aena.es with space • Others…
Aena customers • Others… for passengers, contracting, ﬂight
information, job offers…
• Programme of organized guided tours
• Construction • Meetings • Periodic surveys of quality perceived by • Information
• Information systems/ • Mailings operators • Transparency
technologies • Others… • Telephone information and customer • Equal treatment
Providers of • Supplies service • Expediting formalities
services to Aena • Consulting ﬁrms and • Case control
technical assistance • Payment
• Financial institutions • Others…
• Managerial staff • Comisiones • Meetings • Payment
• Professional staff • Correspondencia • Chain of command • Atmosphere
• Professional collectives • Formularios • Corporate intranet • Recognition
• Retirees • Encuestas • Employee website • Equality
• Others… • Otros… • Bulletin board • Balancing work/private
• Satisfaction and motivation surveys for life
airport employees • Social beneﬁts
Aena employees • Welcome handbook given to workers • Safety and health
when they join Aena • Stability
• Reports and memorandums • Professional development
• Magazine of internal communications • Others…
and Aena news
• Suggestions box human resources intranet
Corporate Social Responsibility Report 2009 165
MAP OF AENA’S STAKEHOLDERS
GROUPS SUB-GROUPS RELATIONAL MECHANISMS EXPECTATIONS
• Government, Parliament • Teams • Aena publications (including its Annual • Socio-economic concerns
and supervisory institutions • Mailing Report) • Citizen interests
• National public • Data • Press releases / Press room • Spheres of authority
Public authorities administration • Reports • Systems for receiving and handling • Local planning
• Autonomous communities • Others… complaints • Interoperability
• Local bodies • Business / industry associations • Others…
• Others… • Website www.aena.es with space
for passengers, contracting, ﬂight
• European Union • Teams information, job offers… • Safety/security
• ICAO • Meetings • Programme of organized guided tours • Charges
• ECAC • Mailings of airports • Standardization
International organizations • Eurocontrol • Others… • Innovation
• Groupings of agreements • Capacity
or programmes • Others…
• Airports • Teams • Aena publications (including its Annual • Adaptability
Air transport industry • Air Navigation • Meetings Report) • Prices
associations del Transporte • International air transport • Mailings • Press releases / Press room • Quality
Aéreo • Domestic airlines… • Others… • Systems for receiving and handling • Capacity
• Others... complaints • Others…
• Business / industry associations
• Trade unions • Meetings • Website www.aena.es with space • Adaptabilidad
• Construction companies • Mailings for passengers, contracting, ﬂight • Precios
• Consulting ﬁrms • Others… information, job offers… • Calidad
Union and trade
• Services • Programme of organized guided tours • Capacidad
• Equipment of airports • Otras…
• Media • Meetings • Information service for Air Navigation • Information
• Creators of opinion and • Mailings • Transparency
knowledge • Media analysis • Environmental
• NGOs • Suggestion boxes responsibility
• Neighbourhood • Others… • Creation of wealth
associations • Planning
• Entities interested in • Support
collaborating with Aena • Participation
• Private citizens • Others…
By interacting with our stakeholders we have been development of public policies in a way that is compat-
able to determine which aspects are most relevant for ible with the achievement of its strategic objectives
Aena from the point of view of sustainability. These are - Society in general: contribution to economic develop-
highlighed below according to each stakeholder: ment, creation of jobs and environmental protection;
minimization of noise pollution, ensuring air quality,
- Our employees: Diversity and professional devel- protection of biodiversity, improving airport efﬁciency
opment, health and safety, training, payment and
social beneﬁts Taking all this into consideration, the different chapters
- Passengers and companions: excellence of service, of this report have been arranged so as to embrace the
health and safety at airports indicators associated with the aforementioned stake-
- Suppliers and airlines: chain responsible for supply, holders in order to facilitate locating the information
efﬁciency of service and in an effort to address the issues identiﬁed that
- Public administrations: Aena’s collaboration in the are relevant to our stakeholders.
LAW 11/2007, OF JUNE 22ND, REGARDING CITIZENS’ ELECTRONIC ACCESS TO PUBLIC SERVICES
As an improvement in the relations with its stakeholders and in keeping with the application of Law 11/2007
regarding citizen’s electronic access to public services, in late 2009 Aena implemented some new mechanisms
on its website whereby citizens can obtain more information about the requisite steps for ﬁling complaints or
making suggestions online, downloading forms, checking progress of procedures, etc.
166 Corporate Social Responsibility Report 2009
AENA’S PARTICIPATION IN INSTITUTIONAL INITIATIVES
Aena actively participates in the chief international in- Additionally, Aena actively participates in national, Euro-
stitutions, organizations and associations in accord with pean and international industry sector associations, the
the stipulations of its articles of association, contributing most representatives examples of which are listed below:
its opinion and experience related to its activities and fa-
vouring exchange of knowledge. ORGANIZATIONS WITH WHICH AENA IS ASSOCIATED
• Spanish Transport Association
• Spanish Planning Association (AESPLAN)
CHIEF ORGANIZATIONS AND INSTITUTIONS
• Spanish Association for Standardization and Certiﬁcation (AENOR)
IN WHICH AENA PARTICIPATES OR WITH WHICH IT
• Excellence in Management Club
REGULARLY INTERACTS • Excellence in Sustainability Club
• Forética (Forum for the Evaluation of Ethical Management)
• General Directorate of Civil Aviation (DGAC). • Fundación Empresa y Sociedad
• Inter-ministerial Commission for Defence and Public Works (CIDEFO) • Spanish Quality Association (AEC)
• Inter-ministerial Commission for International Aviation Policy (CIPAI) • AUSAPE (Association of SAP Users in Spain)
• Air Trafﬁc Subcommittee (SCA)
• International Civil Aviation Organization (ICAO)
• European Commission (fundamentally DG TREN)
• European Civil Aviation Conference (CEAC)
• Joint Aviation Authorities (JAA) Aena is actively involved and
• European Organization for the Safety of Air Navigation
(EUROCONTROL) participates at the highest level with
• European Space Agency (ESA)
• Airports Council International (ACI) major national and international
• Air Navigation Service Providers Worldwide (CANSO/ CANSO Europe)
• International Air Transport Association (IATA)
• Spanish Association of Air Carriers (AECA)
• Spanish Airline Association (ALA)
• Spanish Association of Airline Operators (AOC)
• European Satellite Service Provider (ESSP SAS) The main activities and organizations with which Aena
• SESAR Joint Undertaking (SJU) regularly interacts or participates in speciﬁc areas of
• Global Reporting Initiative (GRI), through the team “GRI Airports environment and social action are conveniently high-
lighted throughout this report.
Corporate Social Responsibility Report 2009 167
The various prizes and awards Aena received through- As an overview, the following table lists some of the
out the year 2009 are mentioned in the different chap- most signiﬁcant ones:
ters of this report.
AWARDS AND DISTINCTIONS
• Aena: one of the best companies to work for, according to the study carried out by CRF consulting company
• Public website Aena, www.aena.es: One of the twenty best websites of the .es domain in the past 20 years.
Aena Award granted by the public body Red.es, attached to the Ministry of Industry, Commerce and Tourism, on the occasion of
SOCIALLY the twentieth anniversary of the “.es” domain.
RESPONSIBLE • Recognition of the performance of six airports for expediting 10,000 transplants in three decades from the
COMPANY Regional Health Ministry of Government of Andalusia.
• Aena received the Silver Medal from the University of Alcalá de Henares (UAH) in recognition of its collaboration
with the students of this institution.
• Barcelona Airport’s Terminal 1: Award for the best public initiative granted by Revista Actualidad Económica.
• El Prat named Best Cargo Airport 2009 by the newspaper Air Cargo News
• Reus Airport, Honorary Tourism Award for Entrepreneurial Notoriety
• Barcelona’s T1 ICIL for Excellence in Logistics granted by the ICIL Foundation
COMPANY • Barcelona’s T1 Best Meeting Point Project of the year
• The journalism trade association of Catalonia (CPC) recognized the press ofﬁce of Barcelona Airport as having the best
Management Plan for Crisis Situations, during the ﬁrst iteration of the Press Ofﬁce Awards.
• Ibiza Airport, Silver Badge from Baleares Excelente
GOOD PRACTICES OF SUBSIDIARIES AND HOLDING COMPANIES
Although Aena’s holding companies are not within companies for which Aena is responsible, and which
the scope of this sustainability report, enumerated be- make use of the know-how and synergies created be-
low are the different activities they have carried out, as tween companies.
AENA INTERNACIONAL: PACIFIC AIRPORT GROUP (MEXICO)
ENVIRONMENTAL PRACTICE ECONOMIC AND SOCIAL PRACTICE
• WATER SAVINGS: The Paciﬁc Airport Group implemented water-saving • Winner of the award for a socially responsible company granted by the
measures in washrooms, leading to an estimated savings of 151,000 litres/ CEMEFI (Mexican Centre for Philanthropy A.C.).
year • Creation of the Group’s Committee of Values, for the purpose of
• ENERGY SAVINGS: Energy-saving projects were carried out at the group’s safeguarding employee rights.
airports, which are aimed at efﬁcient use of energy and signiﬁcant savings • Making work hours ﬂexible to support staff members regarding personal
in consumption through the implementation of new technologies in matters.
lighting, sub-stations, and controlling and automating air conditioning • Certiﬁed among “Super companies 2009” by the magazine Expansión
equipment. which named places where everyone wants to work
• ISO 14001:2004 certiﬁcation of the Environmental Management System • Donation of 5 million pesos for institutions that work with children and
(EMS) of La Paz Airport, notably by cleaning land with environmental housing programmes.
liabilities, and expanding and equipping the wastewater treatment plant • Fundraising to provide food for victims of the earthquake in Haiti and for
• Volunteer maintenance work in the homes of people in need of social
168 Corporate Social Responsibility Report 2009
AENA DESARROLLO INTERNACIONAL: COLOMBIA / SACSA
ENVIRONMENTAL PRACTICE SOCIAL AND ECONOMIC PRACTICE
• SACSA holds ISO 14001 certiﬁcation • SACSA is certiﬁed as a Family-Responsible Company (SGS).
• Implementation of the Family-Responsible Company Management Model,
through the development of Work/Family Policies designed to achieve
OTHER RELEVANT ACTIONS balance between personal and professional life of human capital
• Community: Investment in vulnerable communities close to Cartagena
• During 2009, SACSA continued implementing the CSR process, stating its
Airport. Supporting diverse social programmes in the most vulnerable
CSR policy, reviewing its mission and vision to incorporate practices into
neighbouring communities (mainly geared toward educating children and
the culture of the organization and progress in the construction of a CSR
model, which integrates the realms of:
• Customers: Improvement of service standards for internal and external
• CORPORATE GOVERNANCE
• INTERNAL ORGANIZATION
• Suppliers: Evaluations of suppliers’ practice
AENA INTERNACIONAL: TBI
ENVIRONMENTAL PRACTICE SOCIAL AND ECONOMIC PRACTICE
• Environmental forum, a space for internal participation among TBI Group • London Luton Airport carried out an assessment of the airport’s economic
airports, created in 2009 for the purpose of analyzing the risks derived from impact on the local community and the region which concluded that the
the environmental impact of airports and minimizing this impact airport generates a total annual turnover of approximately £1.1 billion. The
• Sustainable construction, incorporation of sustainability criteria in the new companies’ direct annual spending in the local economy is roughly £425
construction projects carried out during 2009 and in renovations of existing million.
buildings. • Special actions for airport customers. Several actions were developed in
• Cardiff Airport –revamping heating and cooling systems, installation of order to satisfy the speciﬁc demands of airport customers.
lighting sensors, etc. • During 2009 a new policy was put in place at Cardiff Airport to foster
• Belfast International Airport –Local contractor, recycling 80% of waste the Welsh language. With this linguistic policy, the airport wishes to be
generated during construction, installation of low-consumption lamps and recognized by its stakeholders as a bilingual organization serving the Welsh
movement sensors and lifts and escalators equipped with low consumption people.
motor. • An aid programme was set up at Orlando Sanford International Airport to
• Wastewater management – Implementation in 2009 of a treatment system assist passengers experiencing ﬁnancial difﬁculties.
for the wastewater generated by activities on the runways at Cardiff Airport • At all the airports special attention is paid to passengers with reduced
mobility or who require special care.
OTHER RELEVANT ACTIONS
• London Luton Airport ﬁnalists in the “Business in the Community, East
of England Regional Awards” for 2010. These are the most inﬂuential
awards for social corporate responsibility in the United Kingdom.
• London Luton Airport’s Commitments to the Community strategy was
among the ﬁnalists for the award “Anglian Water Most Innovative New
CLASA: CENTROS LOGÍSTICOS AEROPORTUARIOS S.A.
CSR POLICY AND OTHER RELEVANT ACTIONS
• The General Services Buildings of the Cargo Centre at Madrid-Barajas Airport have been converted into cardio-safe facilities with the installation of ﬁve
deﬁbrillators and a fully implemented Emergency Plan.
• Since 2005 CLASA has had its own Corporate Social Responsibility Policy which reﬂects the organization’s commitments to economic, environmental and
• The State Agency for the Evaluation of Public Policy and Service Quality (AEVAL), attached to the Ministry of the Presidency, agreed to grant CLASA
Excellence Certiﬁcation, according to the EFQM Model.
Corporate Social Responsibility Report 2009 169
Aena’s human capital consists of
more than 13,000 professionals
Corporate Social Responsibility Report 2009
Aena’s basic objectives for the management of people are
• To improve the development of people
• To increase the motivation and satisfaction of people
• To improve administrative procedures and management
control in the area of Human Resources
• To automate Human Resource Management Systems
• To increase safety and Workplace Risk Prevention
Aena’s greatest asset is its human capital, which in 2009 In recent years, the Directorate of Organization and Hu-
consisted in more than 13,000 professionals distributed man Resources has fostered hiring policies, adopted
into two business units: the Directorate of Spanish Air- measures to favour work and family balance and tak-
ports and the Directorate of Air Navigation, in addition to en measures geared toward promoting gender equality,
the Corporate Units. among other steps intended to improve the manage-
ment of human resources.
The mission of the Directorate of Organization and Hu-
man Resources is to establish Aena’s strategies, policies Of particular note during 2009 was the approval of the
and procedures regarding organization and human re- new collective bargaining agreement which will be in
sources in order to achieve the professionalism and force until December 31st 2014. It stipulates the general
motivation of employees, as well as their adapta- framework of relations between Aena and nearly all con-
tion to Aena’s values, development and objectives. tracted personnel, except for air trafﬁc controllers (who
This directorate has consolidated the competency-based have their own agreement, the Professional Collective
management model and the performance management Bargaining Agreement of Air Trafﬁc Controllers). Thus,
system in an effort to progress toward more modern and 99.89% of the staff is covered by a collective employ-
ﬂexible management. ment agreement.
AENA’S NEW COLLECTIVE BARGAINING AGREEMENT APPROVED IN 2009
• The most noteworthy novel features of the new agreement include:
• Standardization of internal and external selection processes
• Inclusion of a clause applicable to entities that may be created in future, in anticipation of Aena’s new
• Inclusion of an Equality Plan and new measures for work and family balance, within the articles of the agreement
• Of particular relevance during 2009 was the approval of Aena’s 5th collective bargaining agreement, which
will be in force until December 31st 2014.
172 Corporate Social Responsibility Report 2009
EMPLOYABILITY, DIVERSITY AND EQUAL OPPORTUNITIES
and the preservation and creation of jobs
Between 2006 and 2009 Aena staff grew gradually
from 12,000 employees to more than 13,000 at the
end this period.
Aena provides quality stable employment which is
mostly permanent (87.4% of its employees have a 25 years old Between 26 and Between 36 and Between 46 and 56 years old
or less 35 years old 45 years old 55 years old or less
permanent contract.) Male
3,20 0,90 0,40 0,40 11,20 2,60
Female 2,60 0,40 0,30 0,10 8,70 1,30
Total 3,00 0,80 0,40 0,30 10,60 2,20
Empleados Aena turnover rate
14.000 (*) This indicator was calculated taking into account the no. of wor-
12.000 kers who left the organization in 2009, voluntarily or because they
were dismissed, they retired or they died while still serving.
8.000 A fact that bears witness to the stability and quality
6.000 of working conditions at Aena is the average age of
its workers, 43.9 years old. Its 2.2% average turnover
rate is another indication of this.
2007 2008 2009
BREAKDOWN OF STAFF BY GENDER - YEAR 2009
Total no. 12.005 12.462 13.143
TRAMO EDAD HOMBRES MUJERES TOTAL
No. of men 8.413 8.584 8.956
No. of women 3.592 3.878 4.187 25 years old or less 95 38 133
Between 26 and 35 years old 2.012 1.005 3.017
Between 66 and 45 years old 2.928 1.698 4.626
Distribución de la plantilla
9.000 Between 46 and 55 years old 2.183 942 3.125
8.000 56 years old or older 1.738 504 2.242
Total 8.956 4.187 13.143
6.000 NO. OF EMPLOYEES BY TYPE OF WORKDAY - YEAR 2009
5.000 FULL-TIME PART-TIME
4.000 12.337 806
3.000 BREAKDOWN OF STAFF BY CATEGORIES
2.000 2007 2008 2009
1.000 Levels A and B- Executives and college
1.559 1.791 1.936
Corporate Airport Air Navigation Controllers
Level C- Coordinators 1.233 1.273 1.636
Level D- Technicians 6.010 6.148 6.287
2007 637 7.303 1.747 2.318
Level E and F- Support 885 915 880
2008 679 7.606 1.842 2.335
Controllers 2.318 2.335 2.404
2009 644 8.134 1.961 2.404
Total 12.005 12.462 13.143
• 87.4% of Aena staff members have permanent contracts.
Corporate Social Responsibility Report 2009 173
Breakdown of jobs of disable employees*
Promoting diversity and equal opportunities TOTAL=128
among employees 6% 10%
The Joint Promotion and Selection Committee—con- 13%
sisting of ﬁve Aena representatives and an equal num- 13%
ber of representatives of the trade unions that are 2%
signatories of the bargaining agreement—assures
proper control of the selection processes and respect
for the principles of equality, merit, capacity and pub-
licity in job provision.
JOBS OFFERED AT AENA
Levels A y B Levels D
2007 2008 2009
Levels C Levels E
External selection processes 223 133 51
(*) Corresponds to the no. of people with certiﬁed degrees of disabil-
Internal selection processes 106 1.161 844 ity of more than 33%
It is important to highlight that in the 5th collective bar- The signatories of the 5th Collective
gaining agreement signed in 2009, measures for work
Bargaining Agreement endorsed
and family balance are also included, some of which were
already regulated in the previous agreement. In other
an Equality Plan to guarantee equal
words, the pre-existing measures have been expanded treatment and opportunities between
in an effort to adapt to the speciﬁcations in Organic Law men and women, which projects the
3/82007, of March 22nd, on effective equality between constitution of a committee to develop
men and women. Furthermore, as an annex, both par- the different measures adopted
ties endorsed an Equality Plan to guarantee equal treat-
ment and opportunities, which projects the constitution
of a joint committee for the development, monitoring TTaking into account the nature of the activity de-
and control of the different measures adopted. veloped by Aena and the geographic realm in which
it is conducted, and in compliance with the legis-
In 2009, the number of women increased to represent lation in force, there are no activities that endan-
31.86% of all employees, which means an 8% increase ger the right to freedom of association or to have
with respect to the previous year.
EQUAL PAY FOR MEN
EMPLOYEES BY AUTONOMOUS COMMUNITY
ANDALUSIA 1.617 EXTREMADURA 12
ARAGÓN 123 GALICIA 433
• At Aena the relation between the minimum
ASTURIAS 140 LA RIOJA 32
wage for men and that of women is com-
BALEARIC ISLANDS 1.419 MADRID 3.912
plete equality for all professional categories.
CANARY ISLANDS 1.859 MELILLA 60
Aena’s salary levels and remuneration poli-
CANTABRIA 105 MURCIA 88
cy are regulated by the new Collective Bar-
CASTILE-LA MANCHA 20 NAVARRA 91
gaining Agreement and they are irrespective
CASTILE-LEON 136 BASQUE COUNTRY 442
of an employee’s gender, since the payment
CATALONIA 1.887 VALENCIA 756
system is structured based on professional
category in the following way:
• Salary of professional level
Additionally, during the year 2010, Aena plans to make • Salary of profession
a public announcement of external selection for autho- • Job bonuses: (bonuses for executive or ma-
rized permanent staff positions in public job offers, re- nagerial positions, night shifts, seniority, on-
served for persons with disabilities, speciﬁcally 60 posts call availability…)
for persons with physical disabilities and 4 posts for per-
sons with mental disabilities.
174 Corporate Social Responsibility Report 2009
recourse to collective agreements. Nor have any in- of responsibility of a given post increases so does the
dication of child labour or episodes of forced labour percentage of variable payment and the weight of the
been detected. company objectives on this variable payment, which
reaches 50% in the case of top management. Thus,
Performance evaluation there is a direct link between performance and the or-
During the year 2009, the Performance Management ganization’s results and the earnings of its chief ex-
System was consolidated as a benchmark system for ecutives.
evaluating all the organization’s managers and middle
managers (14.9%1 of its employees) through objective
criteria related to the achievement of results and which
have direct consequences with regard to pay, profes- Women hold 24% of Aena’s managerial
sional development and training. This accountability
system entails not only a change in the management of
people, but also a cultural change and a way of working
based on results, which necessarily motivates people to Moreover, Aena seeks to foster the dissemination of,
be more committed to their organization’s objectives. knowledge about and compliance with Aena’s Co-
de of Conduct, approved by the Aena Management
The role and representation of women in positions of Committee in 2008 in order to establish principles of
authority is increasingly signiﬁcant. In 2009 women conduct which, in accordance with its main values, the
held 24% of managerial positions, which represents organization assures are observed in everyday practice
over a 2% increase since 2007. by its managers and middle managers.
Therefore, all Aena’s middle managers, managers and Aena: one of the best Spanish companies
top managers receive a part of their salary through to work for
variable payment, which is linked to the Performance During 2008, Aena participated in the study of the
Management System described in the previous para- consulting ﬁrm CRF, earning the distinction of being
graph. This system differentiates Company Objectives, rated among the 44 top Spanish companies as regards
Team Objectives and Personal Objectives. As the level working conditions. In 2009 the conclusions of a new
company assessment study, further attest to the re-
1.- The calculation of this indicator does not include air trafﬁc controllers. sults of the previous year.
Between 26 and 35 Between 36 and 45 Between 46 and 55 56 years old
years old years old years old and older
Male 10 74 85 87 256
Female 5 33 32 11 81
• Aena’s Performance Management System, whereby all managers and middle managers are evaluated,
constitutes a result-based management model motivating people to be committed to the company’s
Corporate Social Responsibility Report 2009 175
Speciﬁcally, Aena ranked 48th out of the 147 compa- In the sections on payment and compensation, and
nies participating in the study carried out annually by workplace environment, Aena is especially outstan-
the weekly “Actualidad Económica”, based on an ex- ding for its working conditions and social beneﬁts
haustive questionnaire consisting of more than eighty such as the pension plan, life and accident insurance,
questions that add up to 1,000 points in all. Aena ob- social and health assistance, and the Employee Ser-
tained a total score of 753 points. vices Programme (PAE). What is more, the collective
agreement contains different policies to facilitate work
In this iteration, the eleventh of this study in which Aena and family balance, such as ﬂexible hours, partial wor-
participated for the ﬁrst time, the questions and weight kdays, leaves, and others, in addition to the protection
of each section varied with respect to previous years in of women workers with regard to maternity.
order to adapt to the management of human resour-
ces in times of crisis. Therefore, the data and projects of Regarding talent management at Aena, the study exa-
the companies are scored based on the following crite- mined professional prospects, yield measurement and
ria: talent management (where Aena received 170 out undesired turnover, among other variables.
of 220 points), payment and compensation (185 out of
220 points), workplace environment (145 out of 215 With respect to corporate social responsibility, Aena’s
points), corporate social responsibility (40 out of 55 po- strategy embraces a ﬁrm commitment to contribute to
ints), training (155 out of 220 points) and employee im- sustainable development. Furthermore, the company
pressions (58 out of 70 points). has reached agreements with different NGOs for the
development of social programmes that favour em-
ployment insertion for people with disabilities, and
The collective bargaining agreement in which workers can participate voluntarily. Aena’s
contains different policies that facilitate participation in the abovementioned study was an op-
work and family balance such as ﬂexible portunity to compare it to other companies, assess the
hours, partial workdays and leaves policies and projects in which it is involved and contin-
ue improving those aspects that may be inadequate.
WHY PARTICIPATE IN COMPANY ASSESSMENT STUDIES?
Aena’s objectives, when participating in company assessment studies, are to be able to compare it with the
best Spanish companies, to detect its strong points as well as those in which there is room for improvement,
to bolster its workers’ pride in belonging, informing them of the results obtained and lastly, to strengthen
Aena’s image in society, so it will be a company the best professionals esteem and wish to work for, in order
to continue as a leader in the aeronautical industry.
INCREASING SAFETY THROUGH WORKPLACE RISK PREVENTION
A permanent priority objective of Aena is to improve Workplace Risk Prevention Management System
the health and safety conditions of its workers, re- whose guidelines and requirements are stated in
duce workplace accidents and foster a preventative the various documents the system contains: the
culture throughout the whole company, with the Management Handbook, the Procedures and In-
scope and commitments laid down in its Workplace structions, and Aena’s preventative activities and
Risk Prevention Policy. bodies.
To achieve the objectives in this policy and follow All the general health and safety issues of Aena work-
the principles of preventative action, Aena has a ers, such as workplace risk prevention procedures,
176 Corporate Social Responsibility Report 2009
management policy and system, workplace risk pre- committees) consist of representatives from Aena and
vention services, personal protection attire and gear the trade unions that are part of the collective bar-
(PPE), etc. are handled and approved with the consen- gaining agreement. This representation is established
sus of the corresponding national health and safety in the collective agreement so that all workers covered
committees. Moreover, any local affairs, such as risk by it (99.89%) are represented in the health and safe-
evaluations, studies, inspections, etc. are conducted ty committees.
with the knowledge and/or participation of the lo-
cal health and safety committee of the correspond- The numbers of accidents with and without leave were
ing workplace. In this respect, it is important to point reduced during the 2007-2009 period, as can be ob-
out that the organizations participating in workplace served in the graphs, falling even lower than the aver-
risk-related issues (national and local health and safety age rates of other companies in the industry.
Accidents with and without leave per 1,000 employees
2007 2008 2009
Accidents without leave/1,000 employees 12,54 10,99 11,49
Accidents with leave/1,000 employees 10,92 10,13 9,28
The data were calculated from the total number of Aena employees in Spain. In reports prior to 2008 the calculation of these indicators was based on the no. of employees
of the Directorate of Spanish Airports and the Corporate Units, not including the employees belonging to Air Navigation.
INTERNAL COMMUNICATIONS: A KEY TOOL
Aena aims to make internal communications a tool for For the purpose of improving dialogue with workers and
informing employees about the organization’s objec- making internal communications more efﬁcient, Aena
tives and strategies as well as a tool for employees to boasts an array of channels, such as the Human Resourc-
communicate upward to top management. es mailbox and the employee website located on Intra-
net, in addition to the directors of Human Resources at
each Aena centre, etc. Likewise, it is important to consid-
It is projected that in 2010 new internal er the collective negotiating processes as vital channels of
communications channels will be communication between the organization and the trade
created, such as “Breakfasts with the unions that represent the workers.
Chairman” and a weekly newsletter
In 2009 the groundwork was laid for the develop-
ment during 2010 of a set of actions designed to
• In 2009 Aena provided an average of 2.05 hours of training in workplace risk prevention per worker.
Corporate Social Responsibility Report 2009 177
improve the organization’s internal communications of a chat room with the Chairman and sending em-
channels, such as holding breakfast briefings with ployees the “News Letter”, a weekly email news
the Chairman and the employees, the development bulletin.
PUBLICATIONS AT GRAN CANARIA AIRPORT
Gran Canaria Airport publishes a fortnightly magazine called “Nuestro Aeropuerto” (Our Airport) which provides
information about all the activities carried out at Gran Canaria Airport, such as tours, meetings and statistics. There
is a speciﬁc section with environmental content, describing the initiatives carried out by the airport to improve the
environment and contributing ideas about what individuals can do to achieve more sustainable lifestyles.
PERSONAL / IN PERSON
-Group and individual meetings
QUESTIONNAIRES / OPINION STUDIES
-HR suggestion box on Intranet
-Periodic surveys about the quality of the service provided
-Learning and Development Institute
-Chain of command
TELEPHONE, FAX, INTERNET
-Welcome handbook handed out to workers when they join
-Reports and communiqués
-Aena’s internal communications news magazine
TRAINING: A STRATEGIC OBJECTIVE AT AENA
At Aena, training is geared toward improving job per- • Managerial staff (directors and heads of Aena di-
formance, developing adequate levels of specialization visions), managers (heads of departments of cor-
and employability, facilitating guidance toward profes- porate units and the Airports Directorate) and
sional promotion and adaptation to continual tech- ﬁrst-level department managers at airports
nological and operational evolution. Therefore, Aena • Other department managers and personnel of the
draws up training plans every year and it also has the Union of Corporate Units and the Airports Directorate
Training and Development Institute (IADA) which pro- • Other Air Navigation personnel
vides training designed to enhance professional devel-
INDICATORS ASSOCIATED WITH TRAINING AT AENA
2007 2008 2009
Total hours of training 257.230 322.225 326.883
Training activities have been coordinated by divid-
Total cost of training activities
ing the training programmes into the company’s 3,06 3,70 3,33
(millions of euros)
different categories, which are pointed out below. Nº medio de horas de formación
28,49 34,57 33,20
por plantilla media (*)
94% of personnel have received at least one train-
ing course: (*)This indicator is calculated by dividing the total no. of training hours a year by
the average staff, not including controllers (who take speciﬁc training courses)
or partial retirees.
178 Corporate Social Responsibility Report 2009
As in previous ﬁnancial years, Aena has beneﬁted • Coaching processes. It is important to highlight
from the aid of the Tripartite Foundation for Employ- that, in addition to the skills courses, coaching
ee Training (FTFE) for on-demand training plans in the processes have been carried out for managers and
year 2009. The General Directorate of the National middle managers.
Employment Institute (INEM) awarded Aena a grant of
€1,147,879 for 2009. This amount was deducted from • Workshops for retirement preparation: During
the Social Security payments contributed, and repre- 2009 there were 3 workshops. Participants includ-
sents approximately 34% of the cost incurred in train- ed 53 employees either approaching retirement
ing during the year. age or partially retired. The attendees thought
highly of these workshops that were aimed at en-
Skills management and on-the-job dowing people who are approaching retirement
training programmes with sufﬁcient resources to be able to adapt better
The objectives of the training programmes created to the context this new stage entails.
at Aena are to develop the competence and skills of
employees so as to maintain their employability and
to enable every one of them to play a key role in the
PRINCIPAL TRAINING DATA
company’s evolution while also facilitating their pos-
sible professional mobility. These objectives are de- The total number of training hours managed
scribed below. amounted to 326,000 hours, which means
an average of 33.2 hours of training per em-
• Skills courses: Some examples of courses are: lead- ployee.
ership qualities for coordinators, effective presenta- The cost directly associated with training activi-
tions, service for passengers and airport customers, ties amounted to 3.3 million euros.
telephone service skills, protocol for managers…etc.
Breakdown of training hours
Directors, managers and Department heads and Other Air Navigation
first-level heads union personnel (corporate personnel (not including Total
of departments at airports units and airports) controllers)
2008 40,554 207,640 74,031 322,225
2009 30,721 219,027 77,135 326,883
• In 2009 94% of employees received at least one training course, which means nearly the entire staff is involved
with the training units.
Corporate Social Responsibility Report 2009 179
SOCIAL BENEFITS AND WORK AND FAMILY BALANCE
Social action: one of the strategic elements that Management of social assistance
must shape corporate social responsibility This area includes the actions related to corporate ben-
Aena employees enjoy the numerous social beneﬁts de- eﬁts for employees and that in most cases are stated in
scribed in the current collective bargaining agreements Aena’s Collective Bargaining Agreement. Therefore, the
and others subsequently agreed upon with worker rep- objective is to promote positive measures for workers
resentatives. All the corporate beneﬁts are for personnel and their environment, which improve their well-being
belonging to Aena’s 5th Collective Bargaining Agree- and that of their families. These are: the annual plan of
ment, regardless of their type contract or workday.2 economic assistance, management of repayable salary
advances, and life and accident insurance. During the
At Aena, the Corporate Beneﬁts and Social Projects year 2009 more than 11,000 direct actions were carried
Area is in charge of developing a wide variety of ac- out and hundreds of inquiries were answered.
tivities, which are listed below:
• Annual economic assistance plan for workers. This
• Along with the Joint Social Action Committee programme provides economic assistance to work-
(consisting of ﬁve Aena members and ﬁve trade ers according to the grounds agreed upon by the na-
unions members) it develops the Internal Social Ac- tional joint committee for social assistance and under
tion Plan that encompasses the following main ar- the headings that are enumerated below. A total of
eas of internal activity (life and accident insurance €1,552,356 in assistance were granted as opposed
policy, repayable salary advances, social, sport and to €1,527,446 in 2008 and €1,326,483 in 2007.
cultural activities, ﬁnancial aid for healthcare, stud-
ies, etc.) and it monitors these activities. SOCIAL BENEFITS TO HIGHLIGHT
• It detects and analyzes the concerns and needs of the
personnel belonging to Aena’s general union (regard- All Aena employees beneﬁt from a pension plan
ing health, ﬁnance, family care…), developing and and social health assistance.
implementing the Employee Services Programme.
• It deﬁnes and develops the actions designed to pre- Regarding the Pension Plan, during 2009 Aena
vent addictive behaviour of Aena employees, providing contributed 6.21 million euros and 1.76 million
them the necessary tools and resources for treatment. euros in beneﬁts were paid out. All told, the cost
• It coordinates with managers and worker repre- of contributions due to labour commitments and
sentatives to determine necessary actions and pro- other social expenses amounted to 60 million
grammes related to employee services, assistance euros*.
and social action.
*Additional information can be obtained in notes 13 and 16 of AENA’s Con-
• It deﬁnes and implements the external social ac- solidated Financial Statements included in the Annual Report 2009.
tion strategy, coordinating and managing Aena’s
social programmes and projects.
• It fosters participation in external projects in favour of
underprivileged groups at risk of social exclusion.
During the year 2009, more than 11,000
direct actions related to corporate beneﬁts
2.- There are certain requisites in order for employees to qualify for some of these and social action were carried out and
beneﬁts: to receive the social assistance and Aena magazine, they must have 360-
day seniority, and for the health reimbursements they must have 90-day seniority hundreds of inquiries were answered.
and a continuous contract.
• Aena is especially outstanding for its working conditions and its social beneﬁts, such as the pension plan, the
life and accident insurance, social and healthcare assistance, and the Employee Services Programme (PAE).
180 Corporate Social Responsibility Report 2009
• Management of repayable salary advances. These • Life and accident insurance processing: As the
are designed to mitigate grave, urgent or pressing Collective Bargaining Agreement stipulates, Ae-
contingent ﬁnancial situations for employees, by giv- na continues guaranteeing its personnel the best
ing them advances, not accruing any interest, of du- possible conditions of payment and capital in the
ly justiﬁed amounts that may equal as much as four life and accident insurance policy contracted for
monthly pay-cheques or a maximum of €6,000. In all workers. Total insurance settlements paid in
this respect, in 2009, 362 repayable loans were ad- 2009 amounted to €1,729,780. The insurance
ministered, which means a 41% increase over the 256 payment conditions remained the same in 2009,
loans from the previous year. Thus, the total amount following an increase the previous year. The small-
of advances granted was €1,551,904 whereas the est beneﬁt payment was €90,000 and the largest
average advance granted was €4,287. was €198,000.
No. of Social Allowances 2009
A Studies for workers
G B Health of workers Total amount of social
F A allowances granted to workers:
Total amount of salary advances
B 2,983 D Childcare €1,551,904.10
No. of repayable loans
E Studies for children administered:
D F Camp
Percentages of basic services of employee services programme utilized
2% 1% B Personal well-being
B C Consumer consultancy
E 7% E Educational consultancy
O F F Educational consultancy
G Administrative consultancy
11% I Tax consultancy
L Tax consultancy
I O Leisure consultancy
P P Personal assistance
S Health consultancy
47% W Social consultancy
• The Social Action Plan continues with the criteria of perfecting and improving the corporate beneﬁts offered.
• The Programme for the Prevention of Addictive Behaviours and the information and advice campaigns for wor-
kers and families are maintained.
• The Employee Service Programme expands the services it offers fostering measures to promote work and family
Corporate Social Responsibility Report 2009 181
Treatment of Addictive Behaviour
and Emotional Support
• Treatment and prevention of dependence on In 2009 the services were used a total number of
drugs and tobacco. During 2009 the Addictive 2,751 times (1,858 basic services and 893 comple-
Behaviour Prevention and Treatment Programmes mentary services) as opposed to the 5,438 times they
were continued. Contacts were provided and part were used in the previous year, which entails a 48%
of the cost of treatment was covered in the case of decrease. This is mainly due to the dedicated effort in
drug dependence. All told, 18 cases were attend- 2009 to optimize resources and encourage conducting
ed to, 5 of which were treated at inpatient thera- services through low or no cost procedures: the postal
peutic communities and 13 of which were treated service, during off-duty hours, etc.
through outpatient care.
• Emotional support and health education. 22
Aena employees received personal counselling and Through the employee services
9 family counselling sessions were provided. Bro- programme Aena aims to increase work
ken down by gender, 65% of those using the ser- and family balance for its workers
vice were female whilst 35% were male.
Employee services programme (PAE) The current employee services programme is struc-
This integral assistance programme designed to meet tured into three service groups (Basic, Complementary
needs and solve everyday problems is intended to in- and Extra). All Aena employees may beneﬁt from them
crease work and family balance for Aena workers. and, depending on the type of service, so may some of
their family members.
Since 2008 all Aena workers, who on December
31st 2009 numbered 13,143, have been covered by It is estimated that there may be an economic return
this assistance programme. for AENA of approximately 275,000 for hours saved
for its employees, not including the fees already paid
to the company that manages the service.
182 Corporate Social Responsibility Report 2009
OTHER SOCIAL SERVICES FOR EMPLOYEES
Since 2009 Aena employees can access information on the Human Resources Intranet through a section
called “Beneﬁts for Organizations (working) with the Disabled” where they can ﬁnd the resources that social
organizations, which have entered into agreements with Aena and are working with people with disabilities, offer
employees and their families, featuring legal counsel and drafting second reports for soliciting the assistance
regulated by the Dependence Law, leisure services, day centres, occupational centres, special employment centres
and residences, etc.
Similarly, another information service is in the process of being created on Intranet so that all Aena employees
can access information about social projects and the humanitarian campaigns of social organizations, NGOs, etc.
that may foster participation and collaboration on the part of employees.
Lastly, there is another service available for employees on this Intranet wherein the information is classiﬁed into
categories of external offerings of different commercial organizations that offer a variety of health, automobile,
entertainment, ﬁnancial and other products with more special advantages.
AENA PUBLICATIONS AND COURSES ON SOCIAL ACTION
The most noteworthy publications produced and courses offered are the following:
“Basic information on addictions and their repercussions in the workplace” to raise awareness among Aena
“Information on what to do about alcohol and abuse of illegal drugs in the workplace”, about how to deal
with drug consumption
“Prevention and treatment of drug dependencies” for the managerial training module
Moreover, 4 iterations of the course on drug-dependency prevention were held at A Coruña and
Fuerteventura airports, and two at Gran Canaria, for managers, health personnel, prevention delegates
and trade union representatives, with a total of 63 attendees. It is intended to prevent addictive disorders
in the workplace and to inform about adequate intervention in case of alcohol and drug abuse.
Lastly, in 2009 the collaboration agreement signed with “Proyecto Hombre” (an NGO dedicated to the
treatment and prevention of drug addiction) was monitored.
Corporate Social Responsibility Report 2009 183
The estimation of Aena airport
management by passengers
and companions is 3.74 out of 5
Corporate Social Responsibility Report 2009
One of Aena’s major concerns is the service it provides its
customers, especially passengers.
Therefore, Aena undertakes the different quality measures
laid down in its strategic guidelines “Quality and Environ-
ment” with the following overall basic objectives:
• To improve the quality of services and infrastructures
• To improve the image perceived by society and custom-
Assuring the quality of products and services is cur- As of December 31st 2009 a total of 42 airports and
rently a key factor for the survival of any organization. a heliport had obtained ISO 9001 certiﬁcation, as
Aena has therefore implemented a standardized qual- had all Aena’s corporate units.
ity assurance system, based on the UNE-EN ISO 9000
standards, which certiﬁes the company’s processes.
Customer service is among Aena’s major concerns. QUALITY INDICATORS: PASSENGERS AND COMPANIONS. YEAR 2009
Service quality in the different realms of airport busi- Services Score 1-5
ness is measured by the AEqual Survey Programme Retail shops 3.54
initiated in 2002. Aena systematically measures the
Access roads and means of transport 3.73
quality levels perceived by passengers, companions
and airlines, and analyzes the results obtained as well
as their evolution, taking steps to improve the quality In 2009 the estimation of Aena airport manage-
of the services provided. The periodicity with which ment by passengers and companions is very sat-
these measurements are taken varies depending on isfactory, 3.74 out of 5, which is higher than in
the characteristics of the airports: they are carried out previous years. Perceived safety/security received a
at least once a year at all airports and quarterly at the score of 3.73, which has also increased with respect
major airports. to previous years.
QUALITY INDICATORS: PASSENGERS AND COMPANIONS. YEAR 2009
Trends in the general quality index (ICG) perceived by passengers and
Services Score 1-5 companions and by airlines, and the security quality index perceived by
passengers and companions (ICSP) on a scale of 1 to 5
Airport comfort 3.83
Check-in process 3.80 3.8
Boarding area 3.83
Disembarking process 3.83 3.6
Baggage claim 3.67
Flight connections 3.77
Information service 3.76
Safety/Security 3.70 ICG passengers ICSP passengers ICG airlines
and companions and companions
Food services 3.43 2007 2008 2009
• To date, Aenor has granted Aena a total of 105 certiﬁcates in the ﬁelds of Quality (ISO 9.001), Environment
(ISO 14.001) and EMAS regulations.
186 Corporate Social Responsibility Report 2009
QUALITY INDICATORS: AIRLINES. YEAR 2009
the current Service Offer with regard to its indicators.
Services Score 1-5 Therefore, a new improvement action has been initi-
Facilities 3,36 ated to adapt the deﬁnition of the Service Offer to the
Movement area 3,33 new management system requirements.
Environmental policy 3,34
Maintenance and computer services 3,45 Similarly, Aena measures the satisfaction with the ser-
Passenger service 3,49 vices provided by Air Navigation through the Study of
Luggage service 3,45 the Quality Perceived by Air Navigation Clients. This
Runway operations service 3,53 tool is a reliable means of identifying areas of improve-
Fuel 3,67 ment and implementing corresponding actions.
To the contrary, the rating for the overall quality perceived The clients surveyed include: airports, operators, commer-
by airlines slightly declined, from 3.46 to 3.40, over the cial pilots, general aviation pilots and internal customers.
past two years. The aspects evaluated and scores ob-
tained for each can be observed in the adjacent tables.1 Within the framework of the abovementioned study,
the Perceived Quality Level (PQL rating) of internal and
As regards airports, in 2008 Aena published a Service external Air Navigation clients is determined by the
Offer for passengers and another for airlines. These con- surveys conducted. In the past three years these rat-
tain descriptions of the services provided at the network ings have remained relatively stable between 65 and
airports, as well as statements of the commitments tak- 70 points out of 100. Clients’ perceived quality rating
en on by Aena, and its quality indicators. These service in the year 2009 is shown below broken down by as-
offers also contain details about how to participate by pects, with an overall rating of 66.35.
lodging complaints and making suggestions, which Ae-
na may use to improve the services it renders.
Aena has produced a Service Offer for
Aena periodically monitors the indicators this service passengers, airlines and Air Navigation clients
offer comprises, analyzing their evolution and applying
necessary improvements when deviations with respect
PERCEIVED QUALITY RATING BY AN CLIENTS DURING 2009
to the anticipated results are detected. BROKEN DOWN BY ASPECTS
No. / 1,000,000
In addition, Aena’s Directorate of Air Navigation aims
to improve the quality of the services it provides clients Overall perception of Air Navigation 65.62
and it has taken on the commitment to publish and Communication 65.26
distribute the Air Navigation Service Offer produced Systems, facilities and maintenance 65.64
and approved in the year 2005 and updated in 2008. Aeronautical information 71.25
Moreover, during the year 2009, most of the integrat-
Air trafﬁc 61.74
ed quality, safety and environmental management sys-
tem was implemented, which affects the deﬁnition of RATING OF OVERALL QUALITY PERCEIVED BY AN CLIENTS
(NO. / 1,000,000 PASSENGERS)
2007 2008 2009
1.- The overall quality ratings for passengers and companions and the overall quality
perceived by airlines are calculated as a weighted average according to the impor- Overall rating 67 67.09 66.35
tance of each of the different aspects evaluated and the airport in question.
Corporate Social Responsibility Report 2009 187
QUALITY, SAFETY AND ENVIRONMENT IN AIR NAVIGATION
Pioneering the integration of management systems
The Directorate of Quality, Safety and Certiﬁcation of Air Navigation has implemented an integrated system that
enables continued fulﬁlment the commitment to excellence in the provision of air navigation services and that
at the same time affords new advantages. To date, environmental management systems (in compliance with ISO
14.001 standards) and quality systems (in accord with ISO 9.001) have been implemented separately. Likewise, in
keeping with the common standards established by the Single European Sky (SES) and the Spanish aviation safety
law, safety systems following the current ESARR 3 rules and security systems have been implemented. The goal
is to continue striving to improve customer satisfaction, reduce environmental impact and guarantee maximum
safety in air navigation activities while also expediting the processes, reducing procedures, documentation and
records, lowering costs by simplifying the external auditing process, eliminating the duplication of systems and
taking advantage of synergies that will allow saving resources and time. In fact, to date, each of the directorates
of Air Navigation and Central Services has its own environmental certiﬁcate. With the implementation of the
integrated system the six certiﬁcations will be reduced to a single one and there will be procedural uniformity
throughout the Directorate of Air Navigation.
As mentioned above, customer service is among Aena’s Service Commitments that were developed by airlines,
top priorities, especially with respect to passengers, who airports, consumers and European users associations.
acquire rights from the moment they enter an airport un-
til they arrive at their destination. In order to guarantee These commitments establish criteria and general prin-
these rights, Spanish airlines and Aena, on behalf of its ciples that have since been individually developed by
network airports, have voluntarily signed the Passenger each airline and airport.
THE EU PUBLISHED A SET OF COMMON RULES FOR TRAVELLERS
The European Commission has published a statement of the main passenger rights and some recommendations
for air and rail passengers. The following are applicable at airports:
1. Travellers whose flights are cancelled without prior warning or delayed for more than five hours can
choose between having their tickets reimbursed and being rerouted to their final destination.
2. If there is a cancellation or delay, travellers will have the right to receive assistance and, in some cases,
compensation. Airlines must inform passengers about their rights.
3. If luggage is lost or damaged, passengers may be entitled to reimbursement of up to 1,223 euros.
4. When tickets are booked online, airlines must make the total prices of the flights visible. They must
clearly specify airport taxes.
5. Passengers may transport only a limited amount of liquid in hand luggage. They are allowed to carry a
maximum of 100 millilitres of liquid in each bottle, tube or container.
6. Before purchasing tickets for flights outside Europe, travellers must check to see whether the airline is
on the EU’s “blacklist”.
7. People with disabilities or reduced mobility must have barrier-free access to aeroplanes and trains.
Furthermore, they will receive special service before, during and after flights or journeys by train. When
travelling by plane, it is recommended that passengers with reduced mobility inform airlines at least
48 hours in advance.
8. Travellers who book holiday packages must make sure prices and all other information is clearly
9. One out of every four accidents is related to alcohol and drug consumption. Tourists must not travel
under the influence of these substances.
188 Corporate Social Responsibility Report 2009
The full text stating these commitments can be ob- is making signiﬁcant efforts to reinforce security con-
tained online at the General Directorate of Civil Avia- trols at Spanish airports so that our customers’ jour-
tion’s website: www.mfom.es/aviacioncivil and Aena’s neys may be as safe as possible, while also aiming to
website: www.aena.es. avoid or minimize delays and nuisances that this cir-
cumstance may cause.
At Aena we want our customers, especially passen- Additionally, as is described in detail below, all pas-
gers, to have as pleasant a stay at our airports as sengers acquire rights from the moment they en-
possible. To achieve this, we strive to make airport or- ter the airport until they arrive at their destination.
ganization expedient and accommodating, at check- To make sure that these rights are observed and
in, security checkpoints and customs controls, as well to provide passengers with all the information they
as in boarding areas. To this end, procedures are con- require, as well as to respond to their questions,
tinually studied with airlines, handling companies and comments, suggestions, etc. Aena has information
public security forces to determine how to optimize desks and staff available to assist passengers at its
them. In step with the major European airports, Aena airports.
INSTALLATION AND FINE TUNING OF WIRELESS COMMUNICATIONS SYSTEMS AT 24 AIRPORTS
Travellers who have PDAs or laptop computers equipped with WiFi technology can use
wireless Internet connections at 24 Aena airports, thanks to the turnkey project commissioned
during 2009, which consists in an advanced centralized WiFi network, with maximum levels
of stability, security, availability and performance in its more than 1,400 Access Points.
FLIGHT INFO: REAL-TIME FLIGHT INFORMATION
Aena offers an information service that enables checking real-time ﬂight times at its airports. The service
provides information on scheduled ﬂights up to two hours before and 24 hours after ﬂights.
Not only is this service available on Aena’s website: www.aena.es , but also by cell phone, through a WAP
browser, or from a PDA.
AENA’S WEBSITE, AMONG THE 20 BEST SITES OF THE .ES DOMAIN
Aena’s website was recognized as one of the twenty best sites in the “.es” domain by the public business entity
Red.es, attached to the Ministry of Industry, Tourism and Commerce, on the occasion of the anniversary of “.es”
Aena’s website is a macro-system of Internet content publishing that integrates all the information and online
services of the organization’s directorates, and it is currently a benchmark worldwide as regards the quality and
quantity of information available for all the agents involved in air transport.
With more than 16 million visitors in the past twelve months, Aena’s website is at the top of all the trafﬁc
ratings, ahead of the websites of the most important airports in the world and organizations similar to Aena. It
is a strategic communications tool allowing users to gain access to a wide range of content and services, such
as real-time information on ﬂights to and from Spain, statistics on passengers, operations and cargo trafﬁc, the
aeronautical information service (AIS), contracting building projects, supplies and services, commercial contracts,
public job opportunities and services for persons with reduced mobility (PRM).
Corporate Social Responsibility Report 2009 189
AENA’S ONLINE ADMINISTRATION
Online administration is the means by which citizens can relate to public administrations through the Internet. The-
refore, Aena, as a public company, and public body attached to the National Administration, speciﬁcally the Minis-
try of Public Works and Transport, falls within the jurisdiction of Law 11/2007, of June 22nd, concerning citizen’s
online access to public services, which guarantees citizens’ right to relate to public administrations through the In-
ternet and makes it necessary to project new ways of relating to citizens and public administrations.
Therefore, in November 2009 Aena made available to citizens an online service for carrying out administrative pro-
cedures regulated by public law. The information applications and systems guarantee the ordered processing of re-
cords and facilitate the simpliﬁcation and publicity of procedures, in such a way as to enable citizens to gain easy
access to information and the services for which it is responsible, to submit requests and appeals, to be granted in-
terviews when applicable, to make payments or gain access to notices and bulletins issued by Aena.
Thus, the website is conceived as a space to relate to all citizens, divided into the corresponding interest groups, for
processing administrative procedures regulated by public law:
Citizens: job opportunities, environmental information, sound-prooﬁng cases, publications on aeronautical informa-
Passengers and companions: information and services for passengers and companions who use airport facilities, in-
cluding requests for assistance for persons with reduced mobility (PRM)
Operators, airlines, business clients and others: security passes, apron access permits, aeronautical information, ma-
nagement of airport fees and slot requests
Businesses and suppliers: public tendering, environmental information, requests for security passes and manage-
ment of airport fees
On this same online service Aena provides a Claims, Complaints and Suggestions System whereby customers can su-
ggest improvements or report any perceived dissatisfaction regarding the activities and services conducted by Aena.
Increasingly, Spanish airports are arenas congregating pleasant atmospheres and identify the leaders of each
ever more economic activity wherein a large number of speciality to provide quality service.
businesses and people converge for a sole purpose: to
make passengers’ stays more pleasant. Aena’s contracting of these concessionaires is guided
by the sustainability criteria the organization applies
Therefore, retail options at the airport enrich the ex- in its practice, especially regarding compliance with
perience of passengers, who are not only offered a environmental legislation, and particularly as regards
transport option but also a chance to have a cup of the management of waste derived from commercial
coffee, go shopping, enjoy some free-time or, if they products and services provided (see the section Sup-
wish, keep working on airport premises. There are 47 pliers in this chapter).
airports in Spain receiving more than 180 million pas-
sengers a year, many of whom have time to explore Thus, in its relations with food services, for example,
the retail areas, and these spaces make for pleasant Aena requires by contractual agreement that its con-
shopping environments. cessionaires guarantee they will offer special foods
when users require them for health reasons, such as
In an ongoing effort to adapt supply to demand, the cri- menus for passengers with celiac disease and for ba-
teria of the Directorate of Commercial Spaces and Ser- bies. Another noteworthy aspect is the gradual intro-
vices are clear: to establish innovative and attractive duction by commercial operators of biodegradable
commercial concepts in each line of business, design bags made from potato starch, as is the case of the
the set of activities and their spatial arrangement, create Aldeasa shops.
190 Corporate Social Responsibility Report 2009
THE AIRPORT SHOPS ENCOURAGE READING THROUGH GIFTS AND DISCOUNTS DURING BOOK WEEK
On the occasion of Book Week from April 20th to 26th, Madrid-Barajas, Barcelona, Bilbao, Menorca, Palma de Mallorca,
Tenerife Sur and Saragossa airports worked in collaboration with “Las Tiendas del Aeropuerto” (The Airport Shops) and
concessionaires. Through different activities designed for users and customers, the airports joined forces for this annual
tribute to the world of the written word and they encouraged reading by giving special gifts and discounts. During
the seven-day event, the Airport Shops gave their customers bookmarks, with a total of 275,000 reading points.
Furthermore, on the 23rd, Book Day, the bookshops applied discounts on all purchases and gave away copies of “The
Blank Book”, a planner with blank pages titled “Write your story…” All told, the shops gave away 30,000 booklets.
Similarly, Jerez Airport joined the celebration by supporting the publishers association of Andalusia which has been
promoting reading for the past ten years, sponsored by the region’s Culture Council. Bookmarks, stickers and
diptych ﬂyers were handed out in addition to 2,000 copies of the compilation of the prize-winning stories of the
seventh Young Authors Narrative competition.
There are healthcare services at all Aena airports, ﬁrst aid to passengers, crews, Aena personnel, airli-
which vary depending on the volume of trafﬁc at ea- ne personnel and that of other companies located at
ch airport. In July 2007 Aena approved the Policy on the airports, in addition to any airport user in need of
Healthcare at Spanish Airports which stipulates that these services and, if needed, the coordination of their
the healthcare to be provided at its airports includes evacuation to a medical centre.
65 CARDIAC RESCUE POINTS MAKE BARAJAS A CARDIO-SAFE AIRPORT
Barajas Airport has 65 cardiac rescue points to help users and provide the best healthcare services in the facilities. It
has therefore become a cardio-safe airport within Aena’s national plan. The rescue points have been ﬁtted throughout
the four Madrilenian terminals and they are support systems for the deﬁbrillators while also representing the ﬁrst links
of the survival chain until the arrival of emergency medical services, which have available deﬁbrillator equipment at all
airports. The columns where these systems are installed are accessible by authorized non-healthcare personnel who
will have voluntarily taken a basic training course. In other words, more than 300 workers at Madrid-Barajas, including
Aena staff as well as personnel of concessionaires, airlines and national security forces. It is projected that 43 airports
will have deﬁbrillators in the public areas of the terminals.
These devices are equipped with analysis systems that examine patients’ heart rhythms and determine whether it is
necessary to apply shock. Moreover, every deﬁbrillator indicates the necessary steps to take, which makes it simple to
use so that non-medical personnel can handle it safety and effectively.
ACCESS FOR SPECIAL GROUPS
EPassengers with reduced mobility are people disability, their age, or any other cause making it
whose mobility is limited for the purpose of using a necessary for them to receive special attention, and
means of transport, owing to any mental or physical the adaptation to their needs of services that are
(sensorial or locomotory, permanent or temporary) available to all passengers.
Corporate Social Responsibility Report 2009 191
Putting in place the new Community • At the departure airport: fetching the per-
regulations on the rights of persons with sons at the meeting point and helping with their
reduced mobility in air transport hand luggage, escorting them to the check-in
In this respect, and in compliance with Regulation counter, assisting in the necessary check-in pro-
(EC) 1107/2006 of the European Parliament, as of cedures, escorting them to the boarding area,
July 26th 2008 an assistance service for persons going through required controls (security, cus-
with reduced mobility was put in place at all Euro- toms, etc.), boarding the plane and getting to
pean airports. their designated seats.
Among other features, the European regulations • At the arrival airport: help with hand lug-
state that it is the responsibility of airport operators gage, getting from seats to airplane doors and
to provide services for persons with reduced mobil- disembarking, getting to baggage claim, going
ity. This represents a substantial change with regard through necessary controls and then getting to
to the previous model, wherein the responsibility of a meeting point at the destination airport (if the
providing this service fell to airlines, through han- latter is in a European Union member State).
• In transit/connections: Assistance that is nec-
This community measure represents signiﬁcant social essary for successfully making connections will
progress for persons with disabilities and for this rea- be provided, including boarding, disembarking,
son considerable efforts have been made at Aena to terminal transfers and so on, whenever need-
enable the provision of a quality service in keeping ed.
with regulations, and all the necessary economic, ma-
terial and human resources have been made available Those who feel they have not received proper
in order to enable all Spanish airports to allow every- treatment during the assistance service provided by
one to enjoy air transport everywhere in the country, Aena at the airport, and wish to lodge a complaint
regardless of their disabilities. or make a suggestion by email, can write to: sinba-
email@example.com or make use of Aena’s complaint
Assistance and meeting points forms, which can be found at airport information
At Aena airports, there are duly indicated meeting desks.
points where persons with disabilities or reduced
mobility can easily announce their arrival at the air-
port and request assistance. There are duly indicated meeting points
at Aena airports where persons with
Essentially, the PRM assistance service at Aena net- disabilities or reduced mobility can easily
work airports, which can be requested online at announce their arrival at the airport and
www.aena.es or by phone through the Telephone
Information Service (902 404 704), basically con-
ASSISTING PERSONS WITH REDUCED MOBILITY: AN AENA PRIORITY
During its ﬁrst year of operation, Aena’s assistance service for persons with reduced mobility has served more
than a million passengers, nearly 80% of whom were at Madrid-Barajas, Barcelona, Palma de Mallorca, Malaga,
Gran Canaria, Alicante and Tenerife Sur airports. Moreover, 250,000 surveys were taken about this service, which
received an average rating of 9.4 points out of 10.
192 Corporate Social Responsibility Report 2009
CLAIMS, COMPLAINTS AND SUGGESTIONS
Aena appreciates its users’ claims, complaints and An assessment of the number of entries received
suggestions because they effectively enable identify- throughout the year shows that the largest num-
ing ways of improving the services provided. There are ber of incidents related to airport management was
Aena complaint forms and suggestion cards available recorded during the month of December, whereas
for all airport users at the information desks. Each air- those related to handling and commercial services
port is responsible for distributing the complaints and took plac e during the months of January and Au-
suggestions and customers are subsequently informed gust, respectively.
about the actions carried out in response to their com-
plaints or suggestions. In the same way, and within Airport management and commercial services:
21 days, Aena processes the complaints and sugges- For complaints and suggestions about these services,
tions that are received through other means (by letter, the channels used are:
telephone, fax or email). The overall response time to
these submissions at Aena has always been well under - Complaint forms that are available at Aena infor-
this ceiling timeframe and in the past triennium it has mation points
been reduced by almost half, going from 5.45 days in - “Passenger mailbox” at firstname.lastname@example.org
the year 2007 to 2.26 days in 2009. - Speciﬁc addresses indicated by each airport to this
Trends in claims and complaints about Aena
Units: No. of claims and complaints/1,000,000 passengers
120.00 The number of claims, complaints and suggestions re-
100.00 garding airport management and commercial services
80.00 decreased in absolute terms by 1.9%, yet taking into
60.00 account the relative indicator per million passengers
and the 8.1% decline in air trafﬁc during 2009, they
actually increased by 6.6%.
2007 2008 2009
In the speciﬁc area of airport management complaints
about the information system (telephone service and in-
formation on screens and panels) increased (6% over
2009 2008), as did those in the category of damages and
No. / 1,000,000 Response time theft, and the varied category (tow-truck removing ve-
hicles, cancellation claims and so on). In the latter, the
Handling 29.2 1.8 increase in complaints about airport management re-
Airport management 54.6 3.2 lated to parking was a consequence of the construction
work underway at some Aena airports, whereas the in-
Commercial services 12.9 2.4
crease in the number of complaints received in the year
2009 related to Aena’s Telephone Information Service
To ensure that claims, complaints and suggestions are ef- was mainly due to several unexpected incidents that
fective there is an appropriate channel for each service: took place over the course of the year affecting air traf-
ﬁc (snowstorms, suspension of operations of Air Comet
- Services provided by airport: airport management airlines, etc.), which led to considerable increases in the
and commercial services number of calls at certain times, and overloaded lines.
- Services provided by handling agents A tendering process is currently underway to secure
• By the end of 2009 as many as 1.12 million persons with reduced mobility had received assistance.
Corporate Social Responsibility Report 2009 193
required levels of quality, stricter penalizations and spe- agents’ ofﬁces at the airport and request complaint
ciﬁc contingency plans to ensure the quality and avail- forms.
ability of the service at all times.
Complaints about handling increased in 2009 (43.8%
As regards commercial services the slight increase in over 2008) especially in the categories “treatment from
the number of complaints received (9.3% over 2008) handling personnel” and “airport/documentation pro-
mainly pertains to the categories of vending machines cedures”, which increased as a result of the changes in
and vehicle damage. check-in and boarding procedures that were introduced
by airlines. Nonetheless, it is important to point out that
Complaints about handling: Aena has no authority to intervene in private agreements
To lodge a complaint about baggage check-in and between airlines and handling companies. For this rea-
delivery, and passenger boarding and disembarking son, the State Agency for Aviation Security is periodically
operations, customers must proceed to the handling informed about the complaints received in this respect.
As a civil provider of Air Navigation Services (ANSP) in as refuelling, movement of vehicles, people and air-
Spain, Aena is responsible for safe, orderly, smooth and craft, maintenance activities and other operations that
efﬁcient air transit. In keeping with this responsibility, are crucial to the safety of aircraft during subsequent
the Directorate of Air Navigation has taken on a maxi- ﬂights. Therefore, a method is employed worldwide
mum safety commitment, which is explicitly expressed by ACI (Airports Council International) to determine
through its Safety Policy. levels of on-apron safety by calculating the incident
rate. This rate is deﬁned as the number of on-apron
The accidents or incidents that take place at airports are incidents or accidents per 1,000 operations. Follow-
among the main causes contributing to loss of ﬂight ing the ACI recommendations, on-apron incidents are
regularity. classiﬁed into six categories: A and B (incidents that
cause damage to aircraft); C, D and E (incidents that
Airside of airports, on aircraft aprons, a considerable cause damage to vehicles or airport facilities); and F
number of complex activities are conducted, such (leaks and spills). As can be observed in the adjacent
No. of type A-E accidents-incidents /
No. of type F accidents-incidents /
0 0.05 0.10 0.15 0.20 0.25 0.30 0.35 0.40 0.45
No. of type A-E accidents-incidents /1,000 movements No. of type F accidents-incidents /1,000 movements
2009 0.17 0.39
2008 0.21 0.35
2007 0.26 0.36
194 Corporate Social Responsibility Report 2009
1ST AIRPORT SAFETY MEETINGS
“Airport Safety” was the main theme of the 1st aeronautical industry meetings organized in Madrid on September
23rd by Unidad Editorial. Chairman of Aena, Juan Ignacio Lema, gave a conference about the new safety measures
at Spanish airports. He asserted that Aena will invest 232 million euros until 2013 in order to adapt some airports to
the new safety requirements stipulated in Royal Decree 862/2009, of May 14th, which states the technical design
and operating rules for aerodromes for public use, and regulates the certiﬁcation of airports within State authority.
He pointed out that “Safety, in which we have invested 200 million euros since 2004, has always been Aena’s chief
concern. We have therefore presented a proposed action plan to the State Agency for Aviation Security (AESA) and
certiﬁcation should be completed in the year 2013”. He also explained that the certiﬁcation process would begin in
2009 with Ibiza Airport and continue in 2010 with Madrid-Barajas and Barcelona-El Prat.
graphs, the rate of type F accidents/incidents increased This task will be completed in 2010, and all the air-
in 2009, whereas that of type A-E accidents/incidents ports, the mid-sized as well as the large ones, will
signiﬁcantly decreased, going from 0.21 to 0.17. have deﬁned and implemented a safety management
system by the end of the year.
Through its General Safety Plan, Aena develops all the
aspects of safety in its facilities, activities and services In addition, signiﬁcant advances have been made in
by addressing improvement in the three facets of over- safety training as an online CBT (Computer Based
all safety: Training) course on operational safety was given to
1,212 trainees. Several handbooks are being pro-
• Operational safety and emergency planning duced or updated on this material including a draft
• Security of people and property of the document on “best practices” for publicizing
• Workplace risk prevention (See chapter Our Em- safety information; a revised edition of the “Manual
ployees) on Emergency Action”; and production of the draft of
the “AN Action Protocol in the event of serious Acci-
Regarding Operational Safety and Emergency dent or Incident”.
Planning, it is noteworthy that within the airport cer-
tiﬁcation process, the development and implementa- It is also of note that in order to improve the means
tion of an Operational Safety Management System at of spreading awareness about operational safety, a
each airport continued throughout 2009.These sys- new magazine is being published: “+Seguridad en
tems involve the activities that enable airport aero- Navigación Aérea” (More Safety in Air Navigation), of
nautical operations and there is a speciﬁc system for which two issues were produced in 2009. A website
each centre, which deﬁnes the structure, responsibili- devoted to operational safety is being developed on
ties and procedures to be applied in safety matters. Internav (the internal Air Navigation portal).
NEW COMMUNICATIONS SYSTEM TO IMPROVE SAFETY OF TRANSATLANTIC FLIGHTS
At the Canaries Control Centre Aena has launched a monitoring and data transmitting system for air traffic
flying over the South Atlantic. This system is called ADS-C / CPDLC (Automatic Dependent Surveillance
Contract - Controller-Pilot Data Link Communications). Spain, along with Brazil, is the first country in the
Europe-South America corridor to apply this new technology. The equipment onboard aircraft automatically
transmits essential flight parameters to the controller and when events such as changes in flight level or
detours from projected paths take place all the information is sent via a satellite data link to a ground-based
control station and shown visually on the controller’s screen, which increases operational safety, since the
real positions of aircraft are determined.
Corporate Social Responsibility Report 2009 195
With regard to investigation and management of implementation of the common basic standards on avia-
safety incidents, the total number of notiﬁcations in- tion security, deﬁne prohibited articles, separating them
creased, and they were mostly internal notiﬁcations. into those that passengers cannot take into restricted
The risk analysis and mitigation process is virtually security areas of airports or aircraft cabins and, on the
consolidated as appropriate documents/sheets to ex- other hand, articles that passengers cannot transport in
pedite it were generated and new coordination mech- luggage to be stowed in aircraft holds.
anisms were established.
What is more, during 2009, at Aena scheduled se-
As far as the Protection of People and Property (Se- curity veriﬁcations were carried out at 24 airports, in
curity) is concerned, it is worth pointing out that be- addition to partial non-scheduled veriﬁcations at oth-
cause of their importance and repercussion at airports, er airports where the presence of the Directorate of
security controls have been increased as a result of the Airport Security was required as a consequence of
different audits of the European Commission, the Gen- the need to improve performance, implement pro-
eral Directorate of Civil Aviation and Aena, all as a di- cedures, run tests, implement corrective actions or
rect consequence of the application of the European optimize resources employed for providing security
regulations and greater internal demands. The securi- services at airports.
ty forces (National Police, Civil Guard, regional police,
local police…) and private security guards all strive to It is also important to point out the progressive in-
preserve the security of passengers in Spanish airports. corporation, from the initial tests to the implemen-
Therefore, passengers who gain access to boarding ar- tation at some airports, of new equipment that
eas must pass security controls, go through metal de- enables improving the passenger screening proce-
tectors and put their hand luggage and the rest of their dure and expediting passage through checkpoints,
belongings through x-ray screening machines. in compliance with current regulations. An example
of this new equipment is the state-of-the-art equip-
Furthermore, and in compliance with the European ment installed to screen passengers, employees and
Union regulations, at Aena airports measures are taken hand luggage as well as hold luggage in Barcelona
to substantially reinforce the security of passengers and Airport’s new Terminal 1.
operations without affecting the quality of the services
the airports provide. These measures, which are man- Also noteworthy along these lines is the installa-
datory for all the EU member States, include screen- tion during 2009 of new equipment at passenger
ing 100% of the luggage stowed in holds and random and employee security checkpoints at Malaga Air-
manual inspections of passengers and hand luggage. port’s new Terminal T3, such as the Hold Baggage
Screening System (13 explosive detection machines
Thus, European Commission Regulations (EC) 820/2008 –EDS–, 2 tomographic imagery machines and 5 x-
of August 8th, laying down the measures for the ray machines).
5TH MEETINGS ON AIRPORT EMERGENCIES
The ﬁre-ﬁghting service of Rioja’s airport hosted the 5th Airport Emergencies Meetings, held at the Logroño-
Agoncillo facilities and attended by Aena ﬁre-ﬁghters, personnel from the military helicopter base adjacent
to the airport and members of the ﬁre-ﬁghting air base. Its mission is to coordinate the work of airport
personnel and emergency services. The courses given by Aena ﬁre-ﬁghters therefore deal with basic
rescue concepts. Moreover, action protocols to be enacted in the event of an accident are reviewed and
all emergency crews are informed of how and when to act on airport premises, especially in areas that are
closed off for security reasons.
These meetings, which are traditional among emergency personnel, are now also attended by doctors, nurses
and ambulance drivers from the Rioja healthcare service (Seris), in addition to ﬁre-ﬁghters from the autonomous
community La Rioja (CEIS).
196 Corporate Social Responsibility Report 2009
Apart from these acquisitions Aena has continued to installed in Madrid-Barajas and Barcelona airports, in
renovate equipment in different network airports, and addition to those already installed in Palma de Mallor-
meet new needs. Thus, persisting in the progressive in- ca Airport, and a tendering process is underway for the
corporation of new equipment, walk-though shoe met- rest of the network airports, which is leading to an im-
al detectors continue to be installed. In 2009 they were provement in the passenger screening procedure.
Contracting that involves cost is regulated at Aena by To this end, mechanisms are established in contract
Law 31/2007, which lays down the contracting proce- documents to ensure effective compliance, such as
dures and establishes the objective and subjective ﬁnan- speciﬁc mandatory requisites for interested contractors
cial limits in the areas of water, energy, transport and –companies that do not fulﬁl these requisites cannot
postal services. be awarded contracts– or setting up control systems
for the tendering process, including applicable sanc-
For projects outside the jurisdiction of the aforemen- tions that may even lead to contract annulments in the
tioned law Aena’s internal regulations are applied, most serious cases.
particularly its General Contracting Rules and devel-
opment regulations. It is noteworthy that only 1.55% of the amount award-
ed by Aena during 2009 was for foreign companies,
Even though most contracts awarded by Aena are so the great majority of these awards went to local
private, in every case the general administrative con- businesses.
tracting principles described in both regulations are
applied, that is, those of non-discrimination, mutual
recognition, proportionality, equal treatment, publicity TOTAL National
Amount awarded (M€)* 1,480 1,457 98.45%
The administrative requisites for private contracts are Concessions awarded 1,928 1,918 99.48%
drafted from the perspective of complying with each No. companies 809 798 98.64%
and every one of the abovementioned principles and, * Amount in millions of euros, not including taxes
furthermore, they include speciﬁcations that promote
and encourage aspects such as: women’s equality, in- Mandatory requisites for suppliers
tegrating disabled workers, and workplace health Contracts with suppliers also establish a set of rules
and safety, in accord with the legislation in force at and sanctions to apply if they are breached. It is con-
all times. sidered that breach of contract is a failure to honour
MEASURES FOR PROMOTING DIVERSITY AMONG THE COMPANY’S SUPPLIERS
This aspect is manifested in the contracting procedures employed at Aena, a high percentage of which are
open so that any contractor may submit a bid. For restricted or negotiated procedures, diversity is guaranteed
through publicity, for at the very least they are announced on Aena’s website. In practice, in nearly every case,
this allows all interested contractors to submit bids as well. In other cases, a minimum number of bids are also
required so that the cases in which mutual recognition is restricted or limited are very rare. In addition, it is not
permitted in any case to include in contracting requisites requirements that may exclude some bidders who
may be interested, thus establishing objective awards criteria that guarantee equality in this phase of
Corporate Social Responsibility Report 2009 197
Palma Mallorca Airport carries out environmental controls of the companies located on airport premises, on
a quarterly, half-yearly or annual basis, depending on the company’s activity and the aspects that generate
greater environmental impact, such as construction projects, fuel supply, handling, storehouses and food
services, among others. If non-compliance is detected, visits are made every two months.
153 companies were inspected during the year 2009 and a total of 321 monitoring visits were
It is signiﬁcant to point out that this year a new application was created for environmental control of companies,
which will enable improving the management of the monitoring conducted.
what is speciﬁed in the terms and conditions, and Suppliers are required to respect human rights and
regulations. labour rights. Contracts lay down a set of socially-re-
lated speciﬁcations such as requiring that 40% of work-
Integration of environmental or social criteria in ers employed to execute contracts be permanent staff
purchasing processes: The terms and conditions of members; that female personnel exceed 10% of the
contracts include socially and environmentally related national average in the industry; that the number of dis-
speciﬁcations. abled workers be no less than 2%, whenever availability
in the labour market permits this, in addition to exten-
Contracts lay down socially-related sive workplace health and safety controls. These high-
lighted aspects are also put to subcontractors, who are
speciﬁcations such as requiring that
controlled by the chief contractor. Aena monitors com-
at least 40% of workers employed to pliance with these obligations during the execution of
execute contracts must be permanent staff the contract and through a ﬁnal control procedure.
members; that female personnel exceed
10% of the national average in the industry Data on safety and hygiene of suppliers and contrac-
and that the number of disabled workers tors: Aside from the health and safety rules speciﬁed for
executing contracts, in the tendering process interested
not be less than 2%
bidders are asked to submit other documentation such
as: certiﬁcates from audits of their prevention services and
Thus, contractual clauses contain requisites such as those of the proposed subcontractors, organization of the
calling for contractors to submit environmental mon- prevention and safety procedures for the project, analyses
itoring plans. The actions that must be carried out of the possible emergency situations and proof of having
regarding waste and the stockpiling of goods and ve- reviewed the Project Health and Safety Study.
hicles, machinery or equipment of any kind used to
execute contracts are similarly described in precise Requirements/Incentives for suppliers to foster
terms. Proper practice pertaining to emissions, leaks, R&D&I of their products: Bidders are also required to
material, etc. is also deﬁned, and studies that certify include in their submissions details about the technolo-
the effectiveness of the measures adopted must be gies they intend to deploy in order to execute the con-
carried out. tracts, regarding equipment features, any advantages
• 98.45% of the amount awarded by Aena during 2009 went to domestic companies, and therefore fell to
198 Corporate Social Responsibility Report 2009
they may bring, and the degree of their compatibil- name a person as liaison with Aena for this aspect
ity with other previously-installed technologies. Only of the contract. Similarly, the terms and conditions
the technologies that directly apply to the given con- specify inclusion of ISO 14000 Environmental Qual-
tract will be considered to be within the framework of ity Certiﬁcates or similar. Additionally, bidders are
R&D&I projects that represent enhancements of qual- required to designate an organized and dedicated
ity and technical value. environmental control team for the contract, stating
the speciﬁc measures it is going to adopt, the envi-
ronmental control and supervision methodology it
Aena controls and evaluates suppliers’ will follow, its monitoring plan and so on.
practices regarding environmental and/
or social matters Contractual agreements with suppliers about
their responsibilities: The established speciﬁca-
tions contain sanctions for breach of contract, and
Requirements for suppliers with respect to the may lead to annulment of contracts in the most se-
environment: Successful bidders are required to rious cases.
Corporate Social Responsibility Report 2009 199
Aena has invested over 81 mi-
llion euros in environment in
Corporate Social Responsibility Report 2009
In order to make air transport services compatible with en-
vironmental conservation Aena carries out an extensive set
of environmental actions throughout the phases of plan-
ning, execution and operation of airport infrastructures and
Air Navigation facilities, in keeping with the commitments
and principles laid down in its Environmental Policy.
Environmental improvement as a strategic Environmental investments during 2009 mainly pertain
factor at Aena to the inclusion of ﬁxed assets of the Sound Insulation
For the present and future of the air transport indus- Plans1, whereas spending on the natural environment
try, and speciﬁcally for Aena, a key strategic factor is for the year 2009 can be broken down as follows:
the improvement of sustainability in aspects such as
making aviation operations and the development of • Repair and conservation: 9.806 million euros
airport infrastructures compatible with local commu- • Independent professional services: 1.597 million euros
nities (noise, impacts on the territory and natural envi- • Other external services: 3,771 million euros
ronment, etc.), reducing the gaseous emissions (CO2)
of aircraft, as well as the range of strategies and ac- Environmental management systems
tion plans that enable increasing energy efﬁciency and In keeping with its Environmental Management Policy,
the use of renewable energy technologies. For this rea- Aena integrates environmental management into its op-
son, an Environment Directorate has been created to erations and service provision by implementing environ-
lead and coordinate all the environmental actions, in- mental management services in compliance with the
cluding the promotion of activities related to energy UNE-EN-ISO 14001 standards at every one of its centres,
efﬁciency and renewable energy. In addition to these enabling the periodic deﬁnition of environmental objec-
endeavours, Aena will continue upholding as priori- tives and challenges, as well as the systematic control
ties the strategic challenges of maintaining maximum and evaluation of the compliance level in order to ensure
levels of safety, increasing service quality and capaci- continual improvement and pollution prevention.
tating infrastructures to meet current and future air
trafﬁc demands. Hence, since the year 1999, when Barcelona’s El Prat Air-
port attained certiﬁcation, Aena has proceeded with the
Environmental spending and investments successive implementation and certiﬁcation of the envi-
Aena’s environmental investments* in the period ronmental management systems of its facilities. In this
2007-2009 amounted to a total of 159.4 million eu- regard, during the year 2009 the certiﬁcation of Burgos
ros, whereas environmental spending reached the ﬁg- Airport was achieved, which means that at present all
ure of 42.7 million euros. the Aena network airports are certiﬁed by UNE-
EN ISO 14001 standards.
Indicator 2007 2008 2009
Environmental investments* With regard to Air Navigation, during 2009 the above-
94,758 64,577 81,424
(thousands of euros)
mentioned environmental certiﬁcate was obtained
(thousands of euros)
13,428 14,181 15,174 at the Balearic Regional Directorate encompassing
(*)The data on environmental investments pertain to the inclusion of ﬁxed en-
vironmental assets in Aena’s balance sheets.
1.- There is more information about the Sound Insulation Plans in the chapter
“Our communities and society”
• 100% of passenger transit and air operations take place at airports certiﬁed by the UNE-EN ISO 14001
202 Corporate Social Responsibility Report 2009
the control centre of Palma de Mallorca, the control to continually strive to improve both the quality of the
towers of Mallorca, Menorca and Ibiza and all the Air services provided and environmental practice. This is
Navigation facilities of the Balearic region. All the Air materialized in the indicators which enable controlling
Navigation centres are currently certiﬁed. and monitoring the processes, and compliance with
Aena’s strategic objectives.
The fact that the airports have passed the corre-
sponding audit processes guarantees that the Envi- Another case worthy of mention is that of Tenerife Sur
ronmental and Quality Management processes and Airport which, since the year 2003, has been adhering to
procedures are aligned with the international stand- the EU Eco-Management and Audit Scheme, EMAS, and
ards, and it demonstrates their ongoing commitment is a pioneer airport in attaining this type of certiﬁcation.
EVALUATION AND MANAGEMENT OF NOISE IMPACT
The “Balanced Approach” concept, promoted by on Noise, and developed through the Royal Decrees
the International Civil Aviation Organization (ICAO) 1513/2005 and 1367/2007.
is currently the most important international guide-
line for the implementation of measures to mitigate The measures implemented to mitigate the noise as-
the impact of noise in airport vicinities. It basically con- sociated with airport operations are described below:
sists in a method of identifying the problems related to
noise at an airport, and analyzing the means of abate- Operational Restrictions
ment available through four main elements, including To improve noise levels, there is a set of operational
the reduction of noise at the source, noise abatement restrictions for airports. These restrictions are stated in
operational procedures, land-use planning and man- the document “Airport Information Publication” (AIP)
agement, and operational restrictions on aircraft, in an and must be followed by all airlines, except for rea-
effort to deal with these problems globally and most sons of safety.
This type of restriction consists in noise-related meas-
All this is applied within the current nationwide regu- ures such as, for example, limiting or reducing an air-
latory framework constituted in 2009 by Law 37/2003 craft’s access to an airport.
• In 2009, Aena conducted a noise study for the removal of “marginally compliant” aircraft operating at Bar-
celona Airport, according to the procedure described in the Royal Decree 1257/2003.
• This study was submitted to the Ministry of Public Works and Transport, the authority in charge of establis-
hing the corresponding operational restrictions, for reasons of noise, on this type of aircraft.
Corporate Social Responsibility Report 2009 203
Among the operational restrictions under study is not and modiﬁcation of existing ones, fundamentally those
allowing marginally compliant aircraft2 to operate at of instrumental departures, which cause the most sig-
airports in order to limit the number of people affected niﬁcant noise problems in airport environments.
by aircraft noise. The airports to which this measure ap-
plies are airports in the European Union with more than Bearing in mind that operational safety will always be
50,000 movements (take-offs or landings) of civil sub- ﬁrst and foremost, in many cases procedures for mini-
sonic jet aeroplanes per calendar year, taking into ac- mizing noise impact can be designed as long as they
count the average of the 3 calendar years previous to follow ICAO design criteria at all times. To the extent
the application of Royal Decree 1257/2003. that it is possible optimum routes are sought to pre-
vent lengthening ﬂight times and therefore unneces-
As an additional operational restriction, since June 1st sarily increasing fuel consumption and emissions of
2000, at Madrid-Barajas Airport an aircraft Noise Quo- polluting gases.
ta, classiﬁcation system has been established in terms
of effective perceived noise in decibels (EPNdB) in ac- Different operational measures that are being carried
cordance with Annex 16 of the Agreement on Interna- out at airports are mentioned below:
tional Civil Aviation.
Use of preferential runways, depending on domi-
Consequently, airlines operating at a given airport nant wind direction and time (daytime or night-time),
have a total assigned value of noise, or a noise quota, a speciﬁc runway is chosen voluntarily and assigned
to which they must adjust by optimizing their opera- for take-off or landing procedures for a speciﬁc pur-
tions and the ﬂeet employed to undertake them, thus pose, safety being of vital importance in their use.
guaranteeing that noise will not increase although the
number of operations may do so. The preferential use of a runway, for reasons of noise,
is especially applied at night. The goal is to use the
Other types of operational restrictions carried out at the runway or route that will cause the least disturbance
different Aena airports are: from noise in areas surrounding the airport. In prac-
tice, efforts are made to ensure that arrivals and de-
• Restrictions on engine tests, prohibiting more
OPERATIONAL RESTRICTIONS FOR NOISE ABATEMENT
than idle running power off-hours and/or outside AT AENA AIRPORTS
designated areas. RESTRICTION RESTRICTION
AIRPORTS ENGINE REVERSE TRAINING
• Restrictions on the use of reverse thrust, pro- TESTS THRUST
hibiting the use of reverse thrust (engine breaking) Alicante •
in landings above idle running power, on certain Barcelona • •
runways and/or timeframes except for reasons of Fuerteventura •
safety. Girona •
• Restrictions in use of APUs, prohibiting the use Gran Canaria •
Ibiza • •
of Auxiliary Power Units (APU) of aircraft in certain Jerez •
stands and establishing, when needed, mandatory Madrid-Barajas • • • •
400Hz power supply through mobile or stationary Málaga • • •
Menorca • •
units on air-bridges. Palma de Mallorca • • • •
• Restrictions of training ﬂights, prohibiting train- San Sebastián •
ing operations. Sevilla •
Tenerife Norte •
Tenerife Sur • • •
Operational Procedures Valencia • •
Altering operational procedures can minimize the im- Vitoria •
pact of noise through the design of new movements
partures are carried out on runways where operations
2.- The Marginally Compliant Aircraft (MCA), are civil subsonic jet aeropla- have been proven to have less impact on noise-sensi-
nes that comply with certiﬁcation limits Vol. 1, part 2, Chapter 3 of Annex 16 of tive areas.
the Agreement on International Civil Aviation for cumulative margin not excee-
ding 5 EPNdB.
204 Corporate Social Responsibility Report 2009
COMPARISON OF MAXIMUM LEVELS 85 dB(A)
Additionally, some airports such as Madrid-Barajas, Bar- instrumental departures and arrivals, and the Continuous
celona and Palma de Mallorca, among others, have a Descent Approach (CDA) technique for approach proce-
preferential runway conﬁguration, designed for the pur- dures.
pose of minimizing noise impact in surrounding areas.
Noise abatement procedures, are operational
Use of preferential routes, in order to help aero- procedures for departure, approach and landing
planes avoid noise-sensitive areas during departures designed to minimize overall noise exposure, main-
or arrivals, including change in course to lead aircraft taining required levels of safety. The CDA proce-
away from these areas or areas contiguous to them. dure can benefit almost any airport or runway in
the world, whether to reduce the environmental
Avoiding ﬂying over population centres to reduce impact on neighbouring communities of airports
noise impact by employing routes that do not require with more traffic, or as a means for executing in-
ﬂying over towns. strumental approaches most efficiently.
Precision Air Navigation (P-RNAV), by implement- Displaced thresholds, entail measures based on the prin-
ing routes based on Precision Navigation, following ciple of bringing noise closer to airports and increasing the
the most demanding international regulatory stand- distance between the source and receiver of noise.
ards, in order to prevent aircraft straying from estab-
lished paths. Other actions
The Noise Fee, is meant to discourage the use of the
The development and application of new navigation con- noisiest aircraft. Penalization fees are applied to landing
cepts enables designing procedures in a ﬂexible man- charges for the aircraft that exceed established noise cer-
ner. This is the case, for example, of the P-RNAV, for tiﬁcation limits. As of 2009, Aena had introduced noise
• In 2009, the runway threshold at Fuerteventura Airport was displaced, which enabled reducing noise pollu-
tion by permitting aircraft that have to ﬂy over nearby populations to reach notably higher elevations over
these areas, which simultaneously increases operational safety.
Corporate Social Responsibility Report 2009 205
fees at the airports of Alicante, Barcelona, Madrid Bara- The terminals produce a sampling of sound levels several
jas, Malaga, Palma de Mallorca, Gran Canaria, Tenerife times a second, storing the data on levels that exceed es-
Sur and Valencia. tablished limits, and other information.
All the sound data recorded by the terminals is transmit-
ted real time to a central processor that collects and ana-
lyzes the information received together with the data on
ﬂight plans and radar paths provided by SACTA (Spanish
automated ATC system).
In this manner, the system enables recording noise levels,
identifying the aircraft causing the noise, its position, and
all the associated information (aeroplane identiﬁcation,
airline to which it belongs, destination, etc.).
This circumstance allows deﬁning, for each one of the lo-
cations described by its special surrounding conditions,
a speciﬁc record that identiﬁes the noise caused by an
aircraft, based on the determining factors of distance
through simultaneous radar data, as well as duration and
minimum level of the sound event recorded.
As the particular incidents and complaints are correlated
with the variables recorded, this constitutes a powerful
Noise Monitoring Systems are deployed for detecting, tool for assessment and evidence related to the detection
measuring and associating the noise aircraft make when of infractions that serves as a basis for initiating a penali-
ﬂying over the different microphones installed in strategic zation procedure.
areas of airport environments. Their main purpose is to
provide complete, reliable and continuous information on Also of note is the installation, over the course of 2009,
the level of compliance of the operating procedures car- of a Noise and Flight Path Monitoring System at Valencia
ried out at airports, as well as providing better knowledge Airport, which will enable obtaining information about
about the noise and routes of aircraft in order to adopt the operational procedures performed at that airport. The
measures geared toward minimizing the nuisance caused concept behind this system is similar to that of those al-
by excess noise levels in surrounding population centres. ready in use at the airports of Madrid-Barajas (SIRMA) Bar-
celona (SIRBCN) and Palma de Mallorca (SIRPMI).
These systems consist in NMT (Noise Monitoring Terminals)
or receivers of sound levels, basically comprising comput- In this regard Aena has announced its intention to carry
ers, microphones and modems. Some are complemented out a project aimed at implementing a Corporate Noise
with means for providing metrological information.. and Flight Path Monitoring System at its network airports,
• In 2009 Aena completed the installation of a system that enables conducting monitoring and control of
noise and ﬂight paths at Valencia Airport.
• The Integrated Noise System for Valencia Airport (SIRVAL) comprises ten stationary sound meters located in the
municipalities of Aldaia, Manises, Mislata, Quart de Poblet, Ribarroja de Turia, Valenca and Xirivella, as well as
the mobile sound meters installed on airport premises. The latter are deployed to detect the sound produced by
engine tests and by the use of reverse thrust in landings.
206 Corporate Social Responsibility Report 2009
The project has begun to be implemented at Madrid-Barajas
EXTERIOR INSTALLATION DATA
Airport and it will be gradually developed at other airports.
The penalization procedure is stipulated in Law
21/2003 of July 7th, on Air Safety, whose article 47
QNN DATA RADAR DATA FLIGHT PLANS 4 CON METEO, 2 PORTA) CLOCK ANTENNAE
1 RECEIVING ALARMS EMUs MODEM RADAR DATA
lays down the noise-related infractions in the air trafﬁc
4 DATA TRANSFER EMUs
3 DEDICATED LINES EMUs) CLOCK COMMUNICATIONS
PROCESSOR ﬁeld. In this regard, the Noise Monitoring Systems en-
RACK MOUNTED EQUIPMENT
able assessing and detecting any alleged infractions of
established procedures, for the purpose of informing the
BLACK AND WHITE COLOUR
REPORT PC Ministry of Public Works and Transport, which is the au-
thority in charge of penalizations.
which identiﬁes the sound events associated with aircraft This penalization procedure consists in a series of basic
landing and take-off procedures, enabling uniform data rules for applying air trafﬁc penalizations for noise-relat-
processing, as well as clear and transparent public access ed matters. These noise-related penalizations can only
through the Aena website in order to improve informa- be applied if the operational restrictions have previously
tion for all users. This tool is used at other airports around been implemented and published in the corresponding
the world, such as London/Heathrow, London/Gatwick, aeronautical bulletin, as well as the Aeronautical Infor-
Los Angeles and Sydney. mation Publication (AIP).
• Aena offers the public information on routes and sound levels at Madrid-Barajas Airport with the “Inte-
ractive Noise Map”.
• It enables viewing on Aena’s website (www.aena.es) the movements of aircraft in ﬂight and the sound levels
associated with the Noise Monitoring Terminals.
• The project anticipates progressive extension to other network airports.
Corporate Social Responsibility Report 2009 207
ENVIRONMENTAL ACTION PLAN OF THE MINISTRY OF PUBLIC WORKS AND TRANSPORT THROUGH AENA,
TO REDUCE CHEMICAL EMISSIONS AND NOISE PRODUCED BY AIRPORT OPERATIONS
• Through Aena, the Ministry of Public Works and Transport has put in place an Environmental Action Plan to redu-
ce the noise pollution and CO2 produced by airport operations. It will promote agreed measures which will entail a
savings of 25,000 tonnes of fuel consumption and a reduction of 75,000 tonnes of CO2 a year, and include:
• An implementation plan for continuous descent approach (CDA) deﬁned by Aena for the coming years,
which has been divided into three phases, in consonance with airport capacities.
• This CDA implementation plan anticipates a reduction of between 4 and 6 decibels in population centres located
at distances of more than 18 kilometres from the runway, in addition to saving between 100 and 160 kilograms
of fuel per ﬂight and reducing CO2 emissions by between 300 and 480 kg per operation.
• Precision procedures. Mechanisms will be established to reduce deviation from established routes, by studying
the implementation of precision take-off procedures (P-RNAV) at the busiest airports. The commitment taken on
will allow ﬂying more precisely, reducing the number of people affected by aircraft ﬂying over population centres.
• Prohibition of noisy aircraft. Operating the so-called marginally compliant noisy aircraft will be prohibited at di-
fferent Spanish airports, such as, for example, at those of Barcelona, Palma de Mallorca, Malaga, Gran Canaria,
Tenerife Sur, Valencia and Alicante. This measure will prevent aircraft that produce signiﬁcant amounts of noise
from ﬂying over population centres, which will reduce nuisance in airport vicinities.
• A Global Noise and Flight Path Monitoring System will be implemented, allowing citizens to monitor routes
of aircraft and the noise they produce, and to obtain other environmental information.
• Progressive acquisition of “eco-clean” vehicles at Aena airports: Actions are being carried out to reduce air
pollution, including the progressive acquisition of “eco-clean” vehicles. Initially, several electric vehicles have been
acquired at Madrid-Barajas airport, as a pilot experiment. This initiative, which is also going to be explored at Lan-
zarote airport, could be extended in future to other airports if the use of this type of vehicles proves to be feasible.
The mission of the Technical Noise Working Groups, operational conﬁgurations currently being used at Va-
ewhose participants include governmental representa- lencia. The proposals were evaluated from the environ-
tives of the towns affected by the noise caused by airport mental standpoint for the purpose of determining the
activity, is to make proposals and take initiatives related to sound impact of each of the alternatives, and they were
possible studies, measures or other endeavours to abate ultimately approved by the above-mentioned Technical
noise impacts in airport vicinities. Aena has formed tech- Noise Working Group. Their implementation has allowed
nical noise working groups at the airports of Alicante, delaying aircraft turning points and thus preventing them
Barcelona, Madrid-Barajas and Valencia. ﬂying over various population centres.
Over the course of 2009, one of the main decisions taken Sound Insulation Plans
by the Valencia Airport Technical Noise Working Group The Sound Insulation Plans which Aena is currently carry-
was the deﬁnition of a set of rules for managing op- ing out arose from the Environmental Impact Assessment
erations and the determination of a preferential op- procedure to which the airport infrastructure projects are
erational conﬁguration. subjected by the Ministry of the Natural, Rural and Marine
Environment. This process concludes with the formula-
In this sphere, in 2009 a proposal was submitted for tion of the corresponding Environmental Impact State-
the modiﬁcation of instrumental departures for the two ments, which contain a set of preventative, corrective and
• Aena informed the town halls affected by the sound footprint of Valencia Airport about the technical viability
of the proposed new departure routes approved in 2009. These new routes make it possible to avoid ﬂying
over various population centres.
208 Corporate Social Responsibility Report 2009
compensatory measures, including the soundprooﬁng of A more detailed description of these measures
homes and buildings with uses for which noise can be and the investments associated with them can be
more harmful (healthcare, schools, etc.) located within found in the chapter “Our Communities and So-
the sound footprint associated with airport activity. ciety”.
For years Aena has been taking actions that are coherent Worldwide, aviation accounts for approximately 2%
with the worldwide policies seeking to reduce emissions of total greenhouse gas emissions. Nevertheless, the
that cause global warming. These actions include, for ex- United Nations Intergovernmental Panel on Climate
ample, applying energy-savings and energy-efﬁciency Change (IPCC) projects that this percentage will in-
technologies in buildings and installations, and develop- crease by a factor of between 2 and 6 by 20503.
ing renewable energy systems (solar and wind power).
In Spain, the Ministry of the Natural, Rural and Marine Envi-
ronment has estimated that CO2 emissions from domestic
Aena contributes to the reduction of
ﬂights, within Spain, amount to 7.3 million tonnes a year
emissions that cause climate change by in 2008, that is, 1.8% of total emissions nationwide.4.
using energy resources efﬁciently
CO2 emissions and Aena activity
In 2008, domestic ﬂights originating in and destined
Other actions underway such as, for example, changes to Aena airports produced 7.3 million5 tonnes of CO2.
in air trafﬁc management, are not primarily geared to- This includes the emissions produced by aircraft in
ward reducing consumption and emissions, but have a take-off and landing operations, as well as on-apron
positive impact on climate nonetheless. movements. The operations of a mid-sized to large air-
port, with some 58,000 movements a year, produces
Aena’s overall importance and responsibility in the in- roughly 64,000 tonnes of CO2 annually, between air-
dustry, as operator of the entire Spanish airport net- craft, passengers and employees getting to and from
work in the general interest, and as air trafﬁc manager the airport, and induced activities related to the infra-
in Spain, requires it to take speciﬁc measures, and structure.
draw up an action plan with speciﬁc objectives (see
note “Environmental Action Plan”), instruments and CO2 emissions associated with airport activity
control indicators. These actions and plans are prop- Following international recommendations and stand-
erly coordinated with the Ministry of Public Works and ards6, we classify CO2 emissions and the way of man-
Transport and the Spanish Climate Change Ofﬁce. aging them depending on whether, as airport operator,
we have the capacity to “inﬂuence”, “guide” or “con-
CO2 emissions from aviation trol” their reduction, through the source that produces
Despite the fact that the contribution of aviation to them. In this regard, Aena’s capabilities for reducing
greenhouse gas emissions is small with respect to world- CO2 emissions consist in:
wide emissions, the high growth rate in air trafﬁc leads
to a net increase in emissions. Therefore, although the
3.- Climate Change: Mitigation. “Contribution of Working Group III to the Fourth
industry has made signiﬁcant improvements to reduce Assessment Report of the IPPC”, 2007.
emissions, these have been counteracted by the increase 4.- Inventory of greenhouse gases in the framework of the UNFCCC. Spain, 2008
5 .-Inventory of GHG in the framework of the UNFCCC. Spain, 2008.
in operations that has taken place in recent years. 6 .-Inventory of GHG in the framework of the UNFCCC. Spain, 2008.
GREENHOUSE GASES (GHG):
Greenhouse gases are carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), sulphur hexaﬂuoride (SF6), the
hydroﬂuorocarbons (HFC) and the perﬂuorocarbons (PFC). Of these, carbon dioxide is the most signiﬁcant.
Corporate Social Responsibility Report 2009 209
THE KYOTO PROTOCOL: CURRENT STATE OF NEGOTIATIONS (COP 15, COPENHAGEN)
In 1997, the Chiefs of State of more than 160 countries pledged to reduce emissions known as “Greenhouse Gases”
(GHG), formalizing this agreement through the Kyoto Protocol. Its aim was an average reduction of 5.2% of emissions by
2012, with respect to 1990 levels. Since then, 187 countries have ratiﬁed this agreement, but the absence of the Unites
States and China, the two main emitters of GHG worldwide, has prevented substantially improving the situation.
Based on the most recent scientiﬁc evidence obtained with regard to climate change, the delegates of 192
countries gathered in Copenhagen (Denmark), from December 7th to 19th 2009, to reach an agreement on the
“road map” to follow during the post-Kyoto period from 2012 onward.
Speciﬁcally, the negotiating parties agreed:
• To keep the worldwide temperature increase below 2ºC
• To apply the quantiﬁed targets of emissions reductions (developed countries) and mitigation measures (de-
veloping countries) agreed on for the year 2020
• The ensure a fund of 30 billion U.S. dollars for the period 2010-2012 and 100 billion U.S. dollars per an-
num by 2020, for measures to mitigate climate change
• To establish a mechanism for accelerating technological development and transference
These agreements need to be translated into a legally binding agreement, this being the target set for the 16th
meeting of the Conference of Parties (COP 16) scheduled in Mexico in November 2010.
• “Inﬂuence”, promoting joint initiatives with our facilities and infrastructures, mainly through ef-
stakeholders, geared toward minimizing this type ﬁcient use of energy resources, which is compat-
of emissions. ible with operational demands.
• “Guidance”, developing policies and operating pro-
cedures that are mandatory for airlines operating at Scope of action
airport networks. Aena reduces the CO2 emissions generated by
• “Control”, reducing the emissions produced ex- its activity by taking direct actions geared toward
clusively as a result of the functioning of airport optimizing its facilities, buildings and equipment,
AENA INFLUENCES, GUIDES AND CONTROLS CO2 EMISSIONS ASSOCIATED WITH ITS ACTIVITY
SOURCE INFLUENCE GUIDANCE CONTROL
Operational measures to reduce fuel
Optimization of trafﬁc on apron, engine
Aircraft consumption during take-off, landing, –
tests, use of reverse thrust, etc.
approach, climb-out and cruise cycles.
Substitution of boilers, generator sets,
Substitution of boilers, generator sets, Substitution of boilers, generator sets,
Stationary co-generation plants, ﬁre-ﬁghting
co-generation plants, ﬁre-ﬁghting drills, co-generation plants, ﬁre-ﬁghting drills,
sources drills, etc. operated by contractors or
etc. operated by third parties. etc. that are airport property.
Ground support equipment (GSE) and
Mobile Surface access to airport, private vehicles ground power units (GU) operated by Power supply on air-bridges (400 Hz),
sources of passengers and employees. third parties. Transport of personnel on GPU. Business trips by staff employees.
Electrical energy from grid and fuel
Energy Electrical energy from grid and fuel Electrical energy from grid and fuel
consumed by companies operating at
consumption consumed by third parties. consumed by the airport.
On-site waste management. Leaks of:
Management of waste carried out by a
Processes – refrigerants, carbon dioxide for ﬁre-
third party at the airport.
ﬁghting drills, fuel tanks, etc.
• Aviation accounts for approximately 2% of worldwide greenhouse gas emissions.
210 Corporate Social Responsibility Report 2009
CO2 emissions associated with airport activity CO2 emissions: inﬂuence, guidance and control
Car parks Car parks
Surface access GSE and APU
GSE and APU
NOTE 1: Emissions from use of car parks are insigniﬁcant (around 0.4%).
NOTE 2: GSE (Ground Support Equipment) consists in the vehicles used at airports to provide assistance to passengers and aircraft during the periods prior to and after ﬂights:
service vehicles used for loading and unloading baggage, providing supplies, cleaning cabins and toilets, refuelling and towing aircraft.
NOTE 3: APU (Auxiliary Power Units) provide electricity to aircraft when their engines are shut off. They are usually small turbines with characteristics similar to those of other
and indirect actions, geared toward encourag- operators, to follow suit. The scope of action in-
ing its stakeholders, mainly airlines and handling cludes:
1. TECHNOLOGICAL IMPROVEMENTS OF AIRCRAFT AND ALTERNATIVE FUELS
• Possible technological improvements to • The increase in fuel prices, problems of • Aena supports and endorses the
reduce GHG focus on increasing energy energy dependency and environmental recommendations from international
efﬁciency. The International Civil Aviation concerns have led to research into the organizations meant to mitigate polluting
Organization (ICAO) has established standards development of alternative fuels (biofuels emissions from aviation motors.
that limit emissions of nitrogen oxides (NOx) and and hydrogen). The economic and
help minimize detrimental impacts on climate. environmental beneﬁts of these fuels will be
The passenger aeroplanes manufactured signiﬁcant, yet they are still under study.
today are 70% more fuel efﬁcient than their
equivalents of 40 years ago*.
2. AIR TRAFFIC CONTROL
• The operational improvements in air trafﬁc • In this context, the SESAR project (Single • Aena has implemented important
management (ATM), during the taxiing cycle European Sky ATM Research) (see Chapter improvements in this regard, such as RVSM
of aircraft as well as during the different ﬂight 1, section “Aena is innovation”) has become (Reduced Vertical Separation Minimum),
cycles, entail an increase in energy efﬁciency especially relevant. Among its objectives is a deployment of precision P-RNAV procedures
and a reduction in emissions. 10% reduction of the environmental impact in take-offs at different airports and
associated with each operation— basically by implementation of CDA (Continuous Descent
reducing the fuel consumed by aircraft—which Approach) in landings.
equals a 10% reduction in CO2 emissions. Aena
actively participates in several SESAR programme
projects exclusively devoted to the environment.
3. MARKET-BASED INSTRUMENTS
• Fees. The White Paper on European Transport • Taxes. Diverse studies carried out by • Voluntary agreements. Aena has shown
Policy proposes to introduce the “polluter- the European Commission, independent that it is favourable to voluntary agreements
pays” principle in airport charges, so that the organizations and industrial associations have and willing to collaborate with other
prices paid by users will to some extent reﬂect demonstrated that the burden of environmental interested parties to negotiate terms and
the environmental costs of air transport. taxation of aviation would not translate into conditions.
signiﬁcant reductions in CO2 emissions.
4. AIRPORT OPERATIONS
• Optimizing the management of on-apron • 400 Hz power supply to aircraft from a • Taking measures to achieve energy-
taxiing and parking of aircraft has positive centralized system incorporated into the savings in ﬂeets, including vehicles and
environmental consequences by reducing air-bridge has the advantage of making it GSE (aircraft ground support equipment),
consumption and emissions. Evidently, some unnecessary to use APUs (auxiliary power units), can lead to signiﬁcant monetary savings
of these measures are difﬁcult to adopt in which, in addition to consuming fuel, are sources and environmental beneﬁts. In 2009, a
situations of insufﬁcient capacity, but others are of emissions and noise. Although widespread programme was designed for progressive GSE
feasible and merely require changes in airport use of this type of service is not always possible vehicle substitution at Palma de Mallorca
procedures. or cost-effective, techno-economic possibilities of Airport.
its application are under study by Aena.
* ICAO Environmental Report 2007
Corporate Social Responsibility Report 2009 211
THE EUROPEAN UNION EMISSIONS TRADING SCHEME (ETS)
The ETS consists in a “cap and trade” system, that is, it establishes a maximum amount of emissions and, within that
limit, participants are allowed to buy and sell the carbon allowances they need. The EU ETS began in the year 2005
including a number of activities that are major emitters of CO2 (iron and steel producers, paper manufacturers,
power plants, etc.). Following this ﬁrst trial period in which some of the system’s shortcomings were demonstrated,
such as the allocation of an excessive number of allowances, a second period was initiated (from January 2008 to
the end of 2012) in which new emissions caps have been established in order to comply with the objectives the
Union European pledged in the Kyoto Protocol and which must be veriﬁed in 2012. The airlines will participate in
the ETS as of 2012, as is laid down in Regulations 2008/101/CE. (Source: Aena Mes a Mes magazine).
Key aspects of the inclusion of aviation in the EU ETS::
• It directly affects aircraft operators, that is, airlines.
• As of 2012, all ﬂights originating in or destined to EU airports will be included.
• The maximum emissions limit, with which airlines will be able to buy and sell emission allowances, will equal
95% of the 2005 level, and 15% of the allowances will be purchasable through the auction process.
• On the European carbon market, which is open to other industries, airlines must purchase any emissions genera-
ted above the maximum emissions limit.
PROGRAMMES FOR PROGRESSIVE GSE VEHICLE SUBSTITUTION (BY AIRPORTS)
Burgos León I Melilla Valencia
Fuerteventura León II Menorca Barcelona
La Palma Málaga Palma de Mallorca Madrid-Barajas
• In 2009 the consumption of electrical energy • These savings can increase if the concept • There is also potential in the use of
at Aena’s airports and air navigation facilities of energy design is incorporated into all the renewable energy technologies: wind,
rose to more than 735 GWh. By improving the new building projects, fundamentally the solar thermal and photovoltaic power.
energy efﬁciency of buildings through efﬁcient projects for terminal buildings.
use of lighting, heating and cooling, between
10 and 20% savings can be achieved.
BUILDING PERCENTAGE OF SAVINGS POSSIBLE
Ofﬁce Building Arturo Soria-109 9%
Logroño Terminal Building 19%
Valladolid TB 7%
Salamanca TB 14%
Madrid/Barajas TB3 5%
The principle of rationalizing the consumption of natural The electrical energy consumed by Aena is basically em-
resources, included in Aena’s Environmental Policy, is ap- ployed for running the heating, cooling and lighting sys-
plied via procedures for controlling and monitoring their tems in buildings, the mobile elements (belts, escalators
consumption. and mechanical walkways, etc.), beaconing, and sup-
plying air navigation support equipment, and passenger
Energy is one of the most highly demanded natural re- and airline services.
sources, along with water. Among all Aena infrastruc-
tures airports consume the most energy because of the Other sources of energy used at Aena centres are die-
large number of users (workers and customers), as well sel fuel (employed in heating boilers, vehicles and emer-
as the considerable size of the facilities. gency generator sets for producing electricity), and petrol
212 Corporate Social Responsibility Report 2009
for vehicles and natural gas for heating boilers, dining • Optimization of lighting systems: Alicante, Barce-
services, generator sets, etc. In 2009 there was a slight lona, Granada-Jaen, Ibiza, Lanzarote, La Gomera, La
increase in the consumption of natural gas, mainly due Palma, Logroño, Murcia-San Javier, Pamplona, Sala-
to the expansion and opening of new facilities (such as manca, Seville, Valladolid, Valencia, Vigo, Vitoria
Barcelona’s T1). • Programmes for raising awareness among work-
ers, customers and users about responsible energy
Nevertheless, energy consumption decreased with re- consumption: La Palma, Santander, Tenerife Sur, Vigo.
spect to previous years, owing to initiatives implemented • Thermal solar heating and cooling of build-
at various airports designed to reduce consumption of ings: Menorca, Pamplona.
this resource. These initiatives are described below.
Other noteworthy actions include monitoring con-
DIRECT ENERGY CONSUMPTION AT AENA BROKEN DOWN
BY PRIMARY SOURCES (GJ) sumption on apron at Malaga Airport, separating lines
INDICATOR 2007 2008 2009* to differentiate consumption at Santander Airport and
Petrol 7,081 6,968 6,479 changes made in programming of wastewater treat-
Diesel fuel** 161,415 138,219 153,069 ment plant at Vitoria Airport.
Gas*** 201 195 192
*The data from 2009 take into account 70% of airports for petrol, 91% of
the airports for diesel and 21% of airports for natural gas. The three ﬁgures The electrical energy consumed
take in account 100% of air navigation facilities.
** The data on diesel for 2009 pertain to heating boilers, generator sets and decreased with respect to previous years
vehicles. The data from 2007 and 2008 were calculated with the same para-
meters as 2009, so they differ from data published in reports from previous owing to initiatives implemented at
*** The data on gas for 2008 and 2009 pertain to heating boilers, generator various airports intended to reduce the
sets, propane, and company and Aena vehicles at Barajas. The data from 2007
were calculated with the same parameters, and therefore differ from data pu-
consumption of this resource.
blished in reports from previous years.
ELECTRICITY CONSUMPTION (GJ)*
Of note among the building solutions carried out to
INDICATOR 2007* 2008* 2009**
achieve energy-savings in facilities is the physical sepa-
2,817,792 3,046,270 2,646,792
electricity from grid ration of the METRO entrance at the Valencia Airport
* The data from 2007 and 2008 take into account 92% of airports and 100%
of air navigation facilities. The data from 2007 were recalculated, and therefore
do not coincide with those published in the reports of previous years. Additionally, in 2009 Aena carried out energy-efﬁciency
**The data from 2009 take into account 96% of airports and 100% of air na-
vigation facilities. studies at Logroño, Salamanca and Valladolid airports.
Noteworthy energy-efﬁciency initiatives • Canary Islands Regional Directorate of Air Nav-
igation (RDAN): Programme for raising aware-
AIRPORTS ness among employees about how to save energy
The actions carried out at Aena airports in 2009 to re- in different parts of the ACC and in the control
duce energy consumption can be summarized as fol- towers. A 46% reduction in energy consumption,
lows: with respect to 2008, was achieved.
INDIRECT ENERGY-CONSUMPTION BROKEN DOWN BY PRIMARY SOURCES (GJ)
INDIRECT ENERGY-CONSUMPTION*** 8,557,657
COAL NATURAL GAS PETROLEUM PRODUCTS PETROLEUM BIOMASS SOLAR WIND GEOTHERMAL HYDROELECTRIC NUCLEAR
3,651,766 129,857 768,236 0 65,097 0 53,570 0 428,945 3,460,185
INDIRECT ENERGY-CONSUMPTION 9,251,546
COAL NATURAL GAS PETROLEUM PRODUCTS PETROLEUM BIOMASS SOLAR WIND GEOTHERMAL HYDROELECTRIC NUCLEAR
3,947,866 140,387 830,528 0 70,375 0 57,914 0 463,726 3,740,750
INDIRECT ENERGY-CONSUMPTION 8,038,329
COAL NATURAL GAS PETROLEUM PRODUCTS PETROLEUM BIOMASS SOLAR WIND GEOTHERMAL HYDROELECTRIC NUCLEAR
3,430,156 121,977 721,615 0 61,146 0 50,320 0 402,914 3,250,201
Data calculated from electricity consumption from the grid according to Energy Balance Sheet, Energy Protocol
*The data from 2007 and 2008 take into account 92% of airports and 100% of air navigation facilities.
**The data from 2009 take into account 96% of airports and 100% of air navigation facilities.
***The data from 2007 were recalculated, and therefore do not coincide with those published in reports of previous years.
Corporate Social Responsibility Report 2009 213
• Central-Northern RDAN: The energy consumption technologies at its facilities, and leading to a decrease in
of the ACC Madrid was reduced by 6.5% with re- greenhouse gas emissions.
spect to 2008, mainly owing to the preparation and
implementation of an energy-savings plan and a Along these lines, it is of note that there are already two
campaign to raise awareness about consumption. wind turbines functioning at La Palma Airport, a world-
• Eastern RDAN: Consumption of electrical energy at wide pioneer in international civil aviation as regards the
the ACC Barcelona was reduced by 10% with respect use of wind power as a primary energy source. There is
to the average of the years 2007-2008. To reach this also a wind turbine installed at the Control Centre of
objective, during the year 2009 procedures were es- the Regional Directorate of Air Navigation on Gran Ca-
tablished to rationalize the use of the air conditioning naria Island, and there are thermal solar panels installed
system and minimize loss of heat and cold. on the terrace of Palma de Mallorca Airport. The ener-
• Southern RDAN: By reducing unnecessary light- gy from these panels supplies hot water to this build-
ing in corridors and common areas and changing ing during summer, whereas in winter it is added to the
the settings and operating hours of the heating heating ring that provides the terminal with warmth.
and cooling system, a 9.5% reduction in consump-
tion with respect to 2008 was achieved in 2009. It is also signiﬁcant that, during 2009, the wind tur-
bine at the Canary Islands Air Control Centre produced
Initiatives intended to reduce fuel consumption 1,702,000 kWh of clean energy, which amounted to
63% of the total electrical energy consumption in the
In vehicles: Canary Island Air Navigation Region that year.
• Instruction for Aena personnel about efﬁcient driv-
ing, at the airports of Asturias, Lanzarote, Melil- Other facilities targeted for reduced fuel consumption at
la and Almeria; extended to companies working Aena are the existing cogeneration plants at Bilbao and
on Lanzarote Airport premises Madrid-Barajas airports. Also notable is the installation
• Consolidation of journeys at the airports of Astu- of systems for warm sanitary water by means of ther-
rias and Santiago mal solar energy at different facilities of the airports of
• Replacement of old models in ﬂeet of vehicles at La Gomera, Leon and Salamanca, as well as studies for
Tenerife Norte Airport and the ﬁre-ﬁghting service using renewable energy sources at the airports of: Gran
vehicles at Murcia-San Javier Canaria, Malaga, Santander and ACC Canary Islands.
In generator sets: As a result of the different initiatives described above,
• Improved control of fuel consumption in the gen- involving the implementation of renewable energy
erator sets at the power plant through the installa- technologies, the CO2 emitted into the atmosphere
tion of meters, at Albacete Airport. was reduced as is detailed below:
SAVINGS OF CO2 EQUIVALENT OWING TO AENA INITIATIVES
In boilers: KWH T CO2 EQ.
• Minimización del consumo de gasoil de calefacción AVOIDED*
Co-generation plant at Madrid-
mediante regulación de las temperaturas a míni- Barajas Airport*
mos de confort en todos los aeropuertos. Gestión Co-generation plant at Bilbao
de compra de gasoil con aditivos para elevar la po- Airport**
tencia caloríﬁca en Pamplona. Wind turbines at La Palma Airport 2,163,220 824,19
Wind turbine at Canaries ACC 1,702,000 648,46
Noteworthy initiatives regarding renewable energy Solar panels at Palma de
The progressive use of renewable energy technologies
is among the principles stated in Aena’s Environmental
The calculation for quantities of CO2 is based on the relation
Policy. Thus, in order to reduce emissions from fossil fuel established between the electrical energy generated by the
combustion, Aena is taking actions geared toward the indicated facilities and the CO2 emissions factor posted on the
UNESA website (0,381 kg CO2/Kwh).
progressive use of renewable energy sources, as well as * Data calculated by taking into account the heating and cooling
power provided by the co-generation plant.
energy-saving and energy-efﬁciency techniques in its in-
** Data calculated by taking into account the power provided by
frastructure, promoting the use of less polluting energy the co-generation plant.
214 Corporate Social Responsibility Report 2009
Aena prevents air pollution, minimizing regulations, establishing the limit values of atmos-
chemical emissions and establishing proper pheric concentrations of sulphur dioxide, nitrogen
monitoring and control mechanisms. dioxide, nitrogen oxides, particles, lead, benzene, car-
Aena carries out the description, control, monitoring bon monoxide and ozone. These limits cannot be ex-
and correction of atmospheric emissions generated as ceeded within certain time periods. Moreover, there
a result of its operations. The Environmental Impact are speciﬁed values at which the population should be
Statements (EIS) that the Ministry of the Natural, Ru- warned, and if these limits are exceeded the situation
ral and Marine Environment formulates in the process must be reported to the appropriate authorities. Direc-
of undertaking the Environmental Impact Assessments tive 2008/50/EC updates these margins of tolerance
of the infrastructure projects promoted by Aena, es- and limit values of air quality to bring them in line with
tablish the need to conduct Air Quality Control and the new European Union standards.
Monitoring Programmes, to be executed during the
operating phase. Nonetheless, Aena’s commitment to the environment
and the community has led it beyond strict compliance
Royal Decrees 1073/2002 and 1796/2003 transposed with regulations to undertaking diverse actions aimed
Directives 96/62/EC and 2002/3/EC to our national at minimizing polluting emissions on a local level.
N2+O2 Real combustion:
Pollutants produced by operating aircraft
Main pollutants originating at airports • Nitrogen oxides (NOx), including NO and NO2,
The main atmospheric pollutants originating at air- originate in combustion processes at high tem-
ports, which affect air quality, are nitrogen oxides peratures produced in vehicle motors, aircraft tur-
(NOx) and particles (PM10 and PM2.5). bines, boilers, etc.
MAIN POLLUTANTS ORIGINATING AT AIRPORTS:
National and international organizations recognize the following to be the main pollutants associated with air-
• Carbon monoxide (CO)
• Hydrocarbons (HC)
• Nitrogen oxides (NOx)
• Sulphur dioxide (SO2)
• Particles under 10 µm in diameter (PM10)
Given their contribution to climate change, carbon dioxide (CO2) emissions are discussed in previous sections of the
Corporate Social Responsibility Report 2009 215
• Particles are generally classiﬁed by their aerody- common practice at several Aena airports. The ﬁrst
namic diameter. For example, PM10 are particles step generally consists in determining the pollut-
with diameters of less than 10 µm and PM2,5 are ing sources including all elements intervening in or-
those of less than 2.5 µm. Their origins are mul- dinary airport operations: aircraft, ground support
tiple: vehicles, aircraft, construction work, etc. equipment (GSE), auxiliary power units (APU), pri-
They also exist in nature. vate passenger-vehicles, public and private transport
travelling to airports, and stationary sources (cogen-
Air quality monitoring and control eration plants, diesel fuel boilers and ﬁre-ﬁghting
Aena has implemented air quality monitoring net- aprons, etc.)
works at Madrid-Barajas, Barcelona, Palma de Mal-
lorca7 and Malaga airports. In certain cases, Aena’s This provides an emissions inventory representing
measuring stations are integrated with and belong a speciﬁc time, normally a year, which demonstrates
to municipal or regional air quality monitoring net- the contribution of each source to the total emissions
Description of air pollution Due to wind and other meteorological factors, it is
Controlling and monitoring air pollution is a necessary to evaluate the level of concentration of
these pollutants in the atmosphere. The considera-
tion of three factors—times of the day during which
7.- Due to a failure in the air quality system, during the year 2009 it was not
possible to obtain data for this airport.. there tends to be greater atmospheric stability,
MADRID-BARAJAS AIRPORT AIR QUALITY MONITORING NETWORK: REDAIR
Number of stations Pollutants analyzed Sampling and testing methods
Annex XI of Royal Decree 1073/2002
Madrid-Barajas 3 stationary +1 portable SO2, NO2, CO, O3, PM10 and HCT
and Annex IX of Royal Decree 1796/2003.
30 SO2 μg/m3
YEAR 2007 YEAR 2008 YEAR 2009
• Since the year 2002, Aena has had a collaborative agreement with the Community of Madrid with
regard to air quality assessment and control.
• Through this agreement, Aena and the Community of Madrid pledge to collaborate to control and improve
environmental air quality in the Community territory, to facilitate the exchange of information and to esta-
blish common criteria of quality control and assurance in their respective monitoring networks.
216 Corporate Social Responsibility Report 2009
BARCELONA AIRPORT AIR QUALITY MONITORING NETWORK: REDAIR
Number of stations Pollutants analyzed Sampling and testing methods
CO, NO, NO2, O3, SO2, PM2,5, Annex XI of Royal Decree 1073/2002
PM10, Pb and C6H6 and Annex IX of Royal Decree 1796/2003.
40 NO2 μg/m3
30 SO2 μg/m3
2007 2008 YEAR 2009
MALAGA AIRPORT AIR QUALITY MONITORING NETWORK: REDAIR
Number of stations Pollutants analyzed Sampling and testing methods
CH4, CO, NMCH, NO, NO2, O3, Annex XI of Royal Decree 1073/2002
PM10 and SO2 and Annex IX of Royal Decree 1796/2003.
30 SO2 μg/m3
YEAR 2007 YEAR 2008 YEAR 2009
predominance of winds in directions that carry pol- Based on the results obtained, and the situation of
lution originating at the airport toward surrounding the air quality control network in the region under
populations, and airport activity itself—enable deter- study, Aena analyzes the need to install or expand the
mining the areas in the airport vicinity where there existing network with new air quality measuring sta-
is greater probability that regulatory limits may be tions. In 2009 Aena prepared the Air Quality Control
exceeded. Based on this analysis, iso-concentra- and Monitoring programmes at Gran Canaria and
tion curves are obtained that enable appreciating Reus airports.
the density of each pollutant in different areas and
evaluating compliance with the applicable limit val- Scope of action:
ues for protecting human health and ecosystems. Reducing ground emissions
In addition, these curves provide information about The emissions associated with ground activities are
hazardous thresholds in certain areas and population chieﬂy generated by vehicles operated by Aena and
centres. other on-apron service providers (handling operators),
Corporate Social Responsibility Report 2009 217
Source: In-house production, based on “ICAO Environmental Report 2007”
Iso-concentration curves of nitrogen oxides (NOx)
Source: Air Quality Control and Monitoring Programme – Gran Canaria Airport (2009)
as well as auxiliary power units (APU) or ground pow- vehicles with others that function with alternative
er units (GPU) that supply electricity to aircraft before or cleaner technologies. In 2009, Aena designed a
takeoff and after landing. programme of this nature for Palma de Mallorca
• Supplying 400 Hz power through a system ﬁtted
into air-bridges has the advantage of rendering it • Surface access to airports represents another key
unnecessary to use APUs which make noise, in ad- area for reducing emissions. Public and private
dition to generating emissions, owing to fuel con- vehicles driven on access roads and in parking
sumption. Although providing this type of service is areas at airports are sources of emissions that
not always technically possible, we work with air- can be mitigated through sustainable mobility
lines to increase and extend the use of these sys- plans. The use of public transport, such as bus-
tems throughout the airport network. es, trains or underground rail, reduces emissions
as well as trafﬁc congestion on access roads to
• To minimize emissions from vehicles operating at airport terminals.
the airport, Aena implements ground support
equipment (GSE) substitution programmes In the chapter “Our Communities and Society” of this re-
which involve negotiating with handling agents port, there are details on the agreements Aena entered
the voluntary replacement of the most polluting into in 2009 to foster intermodality.
218 Corporate Social Responsibility Report 2009
Managing aircraft taxi and on-apron parking times these measures are difficult to adopt in situations
is beneficial to airlines and to Aena, and it also has of deficient capacity, but others are easy to imple-
positive environmental consequences by reduc- ment and merely require changes in operating pro-
ing consumption and emissions. Clearly, some of cedures.
With regard to the environmental impact of airport in- conditions set out in every one of the EIS obtained, Ae-
frastructure and Air Navigation facilities projects, Aena na carries out Environmental Monitoring Programmes
plans, coordinates and drafts the documentation neces- designed for the construction as well as the operation
sary for subjecting to environmental assessment those phases of every project. These Environmental Monitoring
projects that require it due to their characteristics. Plans include controlling and monitoring the effective-
ness of the protective and corrective measures estab-
The environmental impact assessment procedure culmi- lished in both the Environmental Impact Studies and the
nates with the formulation, on the part of the Ministry of corresponding EIS.
the Natural, Rural and Marine Environment, of the cor-
responding Environmental Impact Statement (EIS), which In the realm of strategic environmental assessment
stipulates the measures that must be established to pro- of planning instruments, Aena concluded the environ-
tect the environment during the construction and oper- mental procedure of reviewing nine airport Master Plans
ating phases of the project assessed. by writing up, in collaboration with the Ministry of the
Natural, Rural and Marine Environment, the correspond-
For the purpose of ensuring compliance with all the ing Environmental Report.
BIO-DIVERSITY, THE NATURAL ENVIRONMENT AND AENA
In order to make conservation of the land’s natural re- On most occasions, these habitats are located in high-
sources compatible with airport operations, the func- ly anthropized areas, often surrounded by industrial
tioning of the facilities, and safe air trafﬁc conditions, complexes and roadways; hence their location on air-
Aena carries out diverse measures to protect and con- port premises may entail a certain extent of preser-
serve the natural spaces existing on airport premises, vation in the face of the urban development taking
as well as initiatives to conserve and promote natural place around natural spaces.
spaces where Aena facilities are located.
EXISTING PROTECTED AREAS INSIDE THE GENERAL AIRPORT SYSTEM*** SURFACE (HA)
ENP - Natural spaces protected by national or regional designations 77.79
ZEPA* - Special Protection Areas for birds according to Directive 79/409 EC, April 2nd 263.18
SCI* - Site of Community Importance according to Directive 92/43/EC of May 21st 1992 118.67
HIC** - Habitats of Community Importance according to Directive 92/43/EC of May 21st 1992 358.31
IBA - Important Bird Area declared by Birdlife/Seo 1,436.75
(*)Data related to the SPAs and HICs proposed in July 2004 were collected except for the Canary Island airports which were considered for the SPAs and HICs of September 2001.
(**) The surface area of Priority Habitats of Community Interest is 5.92 ha.
(***) Madrid-Torrejon de Ardoz Airport is not included.
Corporate Social Responsibility Report 2009 219
AENA CELEBRATES ENVIRONMENT DAY
Palma de Mallorca Airport was the location of the 7th Environmental Management Systems meetings, to
which all the environment managers of Spanish airports were invited. These meetings, which Aena organizes
every year around Environment Day, and which were held in Mallorca on this occasion, are another example
of the importance that our organization places on environmental protection and its contribution to the
sustainability of air transport. The programme included a series of conferences and forums for sharing
experiences and ideas that enable improving responses to the different situations that airports encounter
in environmental management. Companies also participated in the meetings, contributing their views and
presenting the latest products and services in the ﬁelds of noise control, environmental management and
certiﬁcation, among others. Moreover, to celebrate World Environment Day, the nearly 50 attendees at the
meetings planted one pine tree in Can Reviu for each Aena network airport.
Jerez Airport took part in the events of World Environment Day by organizing an exhibition of birds of prey
that was very interesting to spectators, most of whom were children. Falcons, royal eagles and owls crossed
the sky demonstrating skill and power. In addition, the airport environment manager displayed a series of 30
photographs titled “Visions of Africa”, taken on the African continent.
The director of Lanzarote Airport presided the 3rd Environmental Meetings on the occasion of Environment
Day. During the event it was stressed how important the future Environmental Classroom will be, as it will
EXHIBITION ABOUT BIRDS, TRAVELLERS WITHOUT BORDERS
Through Fundación Aena, Albacete Airport held the exhibition “Birds, Travellers without Borders”, a show with an
educational focus mainly aimed at introducing young children to ornithology. Visitors learned about bird migrations,
nesting systems and the collection of natural nests classiﬁed by birds, as well as the materials used for building them.
MAIN ACTIONS IN 2009 TO PROTECT AND CONSERVE BIODIVERSITY AND NATURAL
RESOURCES IN THE FACE OF PROJECTS TO EXPAND AIRPORTS AND AIR NAVIGATION FACILITIES
CORUNNA • Movement of traditional granary
• Report on presence of the species Theba subdentata helicella (Wood 1828) in the vicinity of development of airport
ALMERÍA services area, safeguarding the specimens of the species existing in the plots affected by the airport expansion construction
during clearing tasks, and relocation in similar habitats near the area developed.
• Cordoba Airport donated to the city a total of 45 specimens of palm trees that were planted in the lands occupied by the
airport expansion. These specimens are currently in the municipal nursery, where they are being cared for and recovered.
• 8 specimens of Washingtonia ﬁlifera palms were transplanted owing to the construction of the terminal area expansion
• Construction of vegetation barriers: 85,000 m², opposite the town of El Matorral, and another measuring 14,813 m2 in the
northern area of the airport, with species native to Fuerteventura, to integrate the airport into the environment and to reduce sound
• Wildlife search prior to beginning construction work in order to locate nests of species of interest for conservation and for
deﬁning preventative measures to protect wildlife in the areas under study during the construction phase and throughout their
• Reforesting woodland D.G.A. HU-1. 128 in the municipality of Eyerbe (Huesca) as a compensatory measure.
• Landscaping in the developed area around the new power plant with tree species from other areas of the airport affected by
the construction of the airport expansion
• Landscaping around the terminal building entrance opposite the former cargo terminal, taking advantage of some specimens
of “Ullastre” (wild olive tree) that were affected by other construction on the premises. This garden embodies the idea at
the airport of converting the landscaped areas into natural environments to the extent that this is possible, using native species
and reducing lawns to a minimum, thus achieving signiﬁcant savings in water and maintenance costs.
• Cleaning protected mill
• Conservation and maintenance of tree species to be conserved for aesthetic, scenic, and/or natural value (olive trees, lime trees
and fruit trees) in order to execute diverse construction projects at the airport
220 Corporate Social Responsibility Report 2009
AENA COLLABORATES WITH OTHER ORGANIZATIONS FOR ENVIRONMENTAL PROTECTION
During the year 2009 Aena upheld the following agreements:
• Collaborative agreement with the agency “Menorca Biosphere Reserve” involving Aena’s concession of spaces for
the promotion and dissemination at the airport of the projects Life+Boscos and Life+Reneix to be developed by the
agency on Menorca Island.
• Collaborative agreement with the government of Barcelona to execute, develop and monitor two projects to pre-
serve the Bonelli’s Eagle at Garraf Nature Park
• Collaborative agreement with San Fernando Town Hall for Aena to acquire 400 hectares for environmental restora-
tion through reforestation and, after a two-year maintenance period, during the ﬁrst quarter of 2013, its conces-
sion to the Community of Madrid
• In Santander, continuance of the collaborative agreement with Fundación Naturaleza y Hombre with regard to the
management of Charca de Raos.
• La Gomera, continuance of the collaborative agreement with the recovery centre devoted to the La Gomera Giant
Lizard (Gallotia bravoana).
MEETINGS ON SUSTAINABILITY AT PALMA DE MALLORCA AIRPORT
7TH MEETINGS ON AIRPORT EMS
In June 2009 at Palma the 7th Airport EMS Meetings were held, an event that brought together the different Spanish
airports to discuss environmental management, as well as a platform for demonstrating ideas and new projects.
2ND ENVIRONMENT MEETINGS AND 1ST MEETINGS ON OCCUPATIONAL RISK PREVENTION
During the month of December 2009 the second Environment Meetings and the ﬁrst Occupational Risk Prevention
Meetings concluded with the Award for the best Environmental Management being given to Iberia Airport Services and
the Award for the Best Occupational Risk Prevention going to Spanair. These meetings stem from Palma de Mallorca
Airport’s policy on the environment and occupational risk prevention, as this is one its foremost management concerns.
The purpose of these awards is to recognize the endeavours of the companies that have implemented measures to improve
environmental management and prevention of occupational hazards over the year. The jury consisted in members of the
Environment Council, the CAEB (Confederation of Business Associations of the Balearic Islands), AENOR, Palma Work and
Social Security Inspection, the association of mutual work insurance companies, and Aena.
At Palma de Mallorca Airport, caring for nature and respecting neighbouring communities are two fundamental objectives.
Its environmental management system has been certiﬁed by AENOR according to ISO 14001 standards since 2002 and it
is working to achieve EMAS certiﬁcation besides.
After the airport director was sworn in, there were diverse informative sessions on the different environmental management
systems, EMAS, ISO 14001 and EEE, and how adopting them is useful for companies, work inspection criteria with regard
to coordinating business activities and the results of the environmental monitoring of companies at the airport.
Among the airport’s goals is the application of sustainability criteria in its facilities so that it will become a sustainable
airport. The environmental variable is incorporated at all levels of its activity, planning, designing, construction and service
provision, enabling deﬁnition of protective, compensatory and corrective measures that minimize the impacts that may
be associated with airport operations.
• Aena is producing a guidebook on the remarkable trees at its airports to raise awareness about conservation.
Corporate Social Responsibility Report 2009 221
MADRID-BARAJAS EXPANDS ITS ‘GREEN BELT’
Madrid-Barajas Airport has carried out a reforestation programme on airport premises, mainly in its public areas, where
more than 2,700 trees have been planted, expanding the landscaped areas to more than 110 hectares. This reforestation,
initiated in November 2009, involved planting 2,740 new Stone Pines and the transplantation of another 26 specimens,
within the framework of the measures stipulated in the Law on Protecting and Fostering Urban Trees in the Community
of Madrid. With this action, the airport expands its ‘green belt’, which mainly consists in the woods existing next to the
airﬁeld—a pinewoods area extending over approximately 90 ha covered with species such as the Stone Pine, Aleppo Pine
and Arizona Cypress—and another 20 ha of landscaped areas that surround the terminals and other developed areas,
with species such as the Ahuehuete, Cedar, Olive, Poplar and Juniper, among others.
These woodlands play an important role to offset carbon by ﬁxing CO2 through photosynthesis, compensating for more
than 476 tonnes of CO2 a year, of which 54 tonnes will be ﬁxed by the new reforested areas.
Furthermore, as a ‘green area’ the airport also has a green roof located on top of the Terminal T4 car park. This green roof,
Spain’s largest with a continuous surface, is a surface measuring 56,000 m2 on which 900,000 plants of native species
were planted. These plants are capable of adapting to the local climate and do not require any irrigation even in summer.
In addition to increasing the surface covered with vegetation at the airport, and therefore further offsetting CO2, it
considerably improves the thermal insulation of the P4 car park, and it collects rainwater, which results in water savings.
AENA AND HISTORICAL HERITAGE:
THE AIRPORT REVEALS HIDDEN RUINS
Culture is often considered the fourth pillar of develop- geological substratum and dating from prehistoric times,
ment, a fundamental complement of sustainable growth were detected. These structures are related to domestic
based on the creation of wealth, its distribution and re- uses (storage, basins…), as well as two burials. Follow-
sponsible environmental stewardship, reinforcing and in- ing the guidelines established by the Tarragona Territori-
creasing the resources it provides human beings to learn al Services of the Culture Department of the Catalonian
about their history and cultural identity. In this respect, the government, these ﬁndings are being inventoried, exca-
airport is built upon a territory by using its resources, in- vated, studied and analyzed to determine how these re-
cluding its own historical heritage, so archaeology plays a mains must ultimately be handled.
relevant role in airport infrastructure construction projects.
Cordoba Airport: Mechanical probes were under-
Therefore, the location of Aena network airports and taken to prevent damaging possible ﬁndings before
the cultural wealth of the Iberian Peninsula have made construction was started. During construction the
it necessary to undertake archaeological oversight at the non-existence of archaeological ruins was conﬁrmed
airports of Cordoba, Santander, Gerona, Granada, La in the prospected area, leaving 33 soil pits to complete
Gomera, Ibiza, Madrid-Barajas, Melilla, Malaga, Menor- the information on the entire General Airport System.
ca, Reus, Sabadell, Valencia, Murcia and Alicante, due to Meanwhile, visual archaeological supervision contin-
the presence of ruins on these sites. In some cases, ar- ues at construction cuts.
chaeological charts have been completed. In other cases
surface prospecting has been carried out and in others Malaga Airport: The third archaeological project was
archaeological digs have been conducted. awarded for the construction of the expansion of Mala-
ga Airport, during which the excavation of the “Cortijo
During 2009 the most relevant actions in this respect were Zapata” and “La Rebanadilla” ﬁndings were conclud-
those taken at Reus, Malaga and Cordoba, which consist- ed and the Phoenician necropolis of “San Isidro” was
ed in the continuation of endeavours initiated in 2008. located and partially excavated, as was the chalcolithic
ﬁnding “Vía Férrea”. Parts of the funerary structures lo-
Reus Airport: Archaeological oversight of soil move- cated in the latter are being moved to be shown in the
ments, during which diverse structures, excavated in the airport’s own museum.
222 Corporate Social Responsibility Report 2009
Reducing water consumption and ensuring water airports, there was not a signiﬁcant increase in water
quality, environmental objectives of Aena consumption.
The principle of rationalization of the consumption of
natural resources, included in Aena’s Environmental Pol- However, mention should be made of the increase in well-
icy, is applied by means of water consumption control water extracted with respect to 2008, due, on the one hand,
and monitoring procedures. Among all Aena infrastruc- to the fact that data was included from some airports that
tures the airports are the largest consumers because had not been previously counted (El Hierro, Granada, Bara-
of the sheer numbers of people who use the facilities jas, Menorca, Santiago and Saragossa), and, on the other
(workers and customers) and also because of their size. hand, to the expansion of the facilities of other airports.
Water is used at airports for human consumption, irri-
gating landscaped areas, cleaning activities, ﬁre-ﬁght-
AGREEMENT WITH VILLANUBLA TOWN HALL
ing service and construction work.
Aena signed a collaborative agreement wi-
Water consumption by source th the Town Hall of Villanubla, Valladolid for
Despite the expansions developed in Aena infrastruc- the construction, funding, maintenance and
tures during the year 2009, thanks to the energy-sav- use of a wastewater treatment plant.
ings and efﬁciency measures applied at the different
WASTEWATER, RAINWATER AND RUNOFF WATER CONTROL SYSTEMS
Authorized control agencies run periodic water tests at the airports to make sure water quality is monitored
throughout the entire airport.
Furthermore, since the year 2004, Aena has been studying the sewage and drainage systems, treatment faci-
lities and water runoff networks at airports, analyzing the possible alternatives for wastewater and rainwater
management for the purpose of ensuring compliance with the applicable legislation, as well as improving the
yield and the operating costs of the puriﬁcation systems.
To prevent accidental spills of hydrocarbons such as oil, grease, petrol and aviation kerosene on aprons, during
aircraft refuelling or in hangars where there are quarters with tanks for washing parts and other components,
airports are ﬁtted with hydrocarbon separators.
Water contaminated with waste is channelled throughout the entire maintenance area used for the aircraft
and support vehicles that operate at the airport. Water with hydrocarbons is channelled along with rainwater
to the hydrocarbon separator system which guarantees that the treated water is of sufﬁcient quality to be dis-
charged into the rainwater network, streambeds and/or gutters, depending on the case.
Water consumption 2009 by sources Water consumption at airports and Air Navigation
Total = 5,545.63
25% Water from municipal system
2007* 2008* 2009*
4,404.78 4,140.78 4,056.52
(*) The data provided for 2007-2008 include 92% of airports and 100% of Air Well-water 1,227.30 888.52 1,361.46
Navigation (AN) facilities. Desalinated water 104.48 125,75 127,66
(*) The data on water consumption for 2009 includes 96% of airports and 100%
Total 5,736.56 5,155.16 5,545.63
of AN centres
Corporate Social Responsibility Report 2009 223
Iniciativa de mejora en el consumo de agua
1. REDUCE CONSUMPTION
WELL WATER POTABLE WATER
• Construction and launch of a seawater • Installation of a recovery system for water used for • Installation of urinals that do not employ
desalination plant at Fuerteventura Airport ﬁre-ﬁghting drills at Leon and Santander airports water as renovations are undertaken, at
• Renovation of the water storage and • Extension of drip irrigation system at Leon Airport Malaga and San Sebastian airports
distribution systems at the airport and ﬂight • Adjust water ﬂow in taps and ﬂush valves in terminal • The taps of the T1 in Barcelona are ﬁtted
school in Huesca at Malaga Airport with aerators and voluntary stops that enable
saving 15% of this resource.
• Building a tank to harvest rainwater from the roof of the terminal building in Ibiza. • Reduce consumption of irrigation
Application of sustainable gardening concept at Barcelona Airport water from desalination plant through
• Installing a recovery system for the water used in ﬁre-ﬁghting drills at Menorca Airport management of vegetation at Lanzarote
• Viability study for connection to public
potable water supply in Salamanca
2. IMPROVE CONSUMPTION
• Installation of meters for improving the segregation • Study of current consumption on premises of • Monitoring and control of water consumption
of Aena/non-Aena consumption in Alicante, Murcia, Almeria Airport, by the following uses: human in construction work executed by external
Santander and Vigo at supply wells consumption, irrigation and ﬁre-ﬁghting companies in El Hierro
3. LEAKAGE CONTROL
• Controlling possible leaks in potable water • Sectorization of the potable water • Installation of cut-off valves to reduce
system at El Hierro Airport distribution system at Santander Airport the impact of possible leaks atVigo Airport
4. RAISING AWARENESS AND CARRYING OUT STUDIES
• Awareness-raising campaigns for personnel and/or users of airport • The Regional Directorate of the Canary Islands set out to reduce water
terminals is a measure aimed at improving water consumption carried consumption during the year 2009. To achieve this, signs were posted
out at El Hierro and Santander airports (for Aena personnel) and at about how to save water in different parts of the ACC Airport Control
Malaga Airport (for personnel and users of the terminal) Centre and the control towers. A 20% reduction in water consumption
In the year 2009, the Regional Directorate of Air Navigation set out to optimize water consumption by 2011. To
achieve this goal, it was established that the following actions would be taken: installation of water consumption
meters, creation of a water consumption database, assessment of data gathered to identify possible ways of reducing
water consumption and creation of a water consumption reduction programme. All these steps are underway within
the time-frames established.
Waste management has always been a concern at Ae- treatment plant sludge as garden fertilizer, in addi-
na as is reﬂected in its Environmental Policy. Therefore, tion to other measures adopted by the airports for
at its airports diverse actions are taken to select, reduce, recycling and reusing waste.
reuse and recycle all sorts of waste in order to minimize
its production. In this regard, valuated waste is considered that which
is selectively collected for the purpose of recycling (pa-
The main efforts are geared toward recycling or per, glass, scrap metal, wood, plastic, etc.), composting
valuation of non-hazardous waste or agricultural/gardening use (treatment plant sludge and
There are urban waste transfer plants at the air- plant refuse).
ports that generate greater volumes of waste, such
as Madrid-Barajas, Barcelona, Tenerife Sur and Ma- Thus, noteworthy among other measures adopted by
laga, whose plant won an Ecoembes award in Feb- the airports in the sphere of waste recycling and reuse is
ruary 2004. It is also important to point out that the employment of plant refuse to produce compost and
plant refuse is employed for producing compost and treatment plant sludge as fertilizer for garden areas.
224 Corporate Social Responsibility Report 2009
All hazardous waste is properly managed URBAN AND NON-HAZARDOUS WASTE (TONNES)(*)
Most hazardous waste generated at the airports consists
TYPE 2007(1) 2008(2) 2009(3)
of water and watery mixtures with hydrocarbons, result-
Organic waste and other
38,048 35,038 32,749
ing from maintaining the hydrocarbon separators located non-segregated urban waste
on parking aprons. The rest of hazardous waste mainly Paper and cardboard 2,603 3,572 3,757
comes from maintaining airport lighting systems (lamps Sludge from the treatment plant 1,615 1,630 894
Containers (tins, plastic,
and beacons) and mechanical maintenance of airport ve- tetra-brik, etc.
946 869 678
hicles and equipment (oil, ﬁlters, batteries, etc.). Plant refuse 747 790 1.959
Wood and pallets 291 411 344
The initiatives Aena develops in the ﬁeld of hazardous Scrap metal 303 311 486
Glass 291 311 360
waste are aimed at prioritizing valuation and the elimi-
Plastic 172 158 63
nating or minimizing risks from handling and temporarily
Tyres 22 16 19
storing this waste. Therefore, storage areas are built for Toner and ink cartridges 4 3 3
hazardous waste at the airports. These areas have ade- TOTAL 45,042(a) 43,109(b) 41,311(c)
quate safety conditions to guarantee the containment of (*)The data differ from those presented in the 2007 and 2008 reports due to
the fact that there were subsequently recalculated
hazardous waste in case of accidental spills. (1) The data include 85.1% of the airports
(2) The data include 93.4% of the airports
(3) The data include 93.4% of the airports
The total amount of hazardous waste generated in
2009 appears to have been signiﬁcantly reduced due HAZARDOUS WASTE (TONNES)(*)
to the fact that the hydrocarbon separator plants8 TYPE 2007(4) 2008(5) 2009(6)
were cleaned more than once a year, which may cause Sludge from hydrocarbon
660 533 42(7)
deviations in a year to year analysis, since these clean-
Fluorescent and mercury
ings were not carried out on an annual basis. 21 20 18
Used lead batteries 33 37 79
8.- See breakdown by type of waste in the chart on the next page. Used oil 37 25 33
Used ﬁlters 3 2 6
INDICATOR (*) 2007 2008 2009 Material impregnated with
37 25 31
Total non-hazardous Empty containers contaminated
waste generated at airports 45,042(1) 43,109(2) 41,312(3) 13 27 8
with hazardous substances
Waste from electrical and
Total hazardous waste 73 104 148
(4) (5) (6)
generated at airports 877 773 365
TOTAL 877 773 365
(*)The data differs from that presented in the 2007 and 2008 reports due to the (*) The data differ from those presented in the 2007 and 2008 reports due to the
fact that they were subsequently recalculated fact that there were subsequently recalculated
(1) The data include 85.1% of airports (4) The data include 83% of the airports
(2) The data include 93.4% of airports (5) The data include 83% of the airports
(3) The data include 93.4% of airports (6) The data include 89.4% of the airports
(4) The data include 83% of airports (7) The decrease in this type of waste is due to that fact that the hydrocarbon se-
(5) The data include 83% of airports parators were cleaned more than once a year, which may lead to deviations in
(6) The data include 89.4% of airports a year to year analysis, since this cleaning is not done at regular intervals.
In addition to other initiatives, through signage, stickers and training classes, awareness-raising messages are
transmitted to all Aena personnel and airlines in order to promote recycling and proper management of waste.
• Aena makes progress in waste disposal by implementing a pneumatic waste collection system at
Corporate Social Responsibility Report 2009 225
Initiatives aimed at reducing the production of waste and achieving its valuation
1. WASTE REDUCTION
• Elimination of waste from quartz-iodine lamps, replacing them • Fostering the use of recycled computer • Putting in place a system for reducing sludge
with other lamps without metal halides at Alicante Airport supplies at La Palma Airport from hydrocarbon separators when they are
• Delivery of 250 reusable (cloth) bags to airport workers, to • Use of energy-saving lamps, a requirement extracted at Valencia Airport
raise awareness about reducing the use of plastic bags, at La that has been included in forthcoming • Reuse of absorbent products used on
Palma Airport remodelling projects for Malaga Airport hazardous substance spills at Vitoria Airport
2. INCREASE IN WASTE SEGREGATION
• More bins for selective collection at different points • Implementation of selective collection of paper and • Fitting the glass collection bins accessible for
at Fuerteventura, Palma de Mallorca, Salamanca cardboard on business premises and ofﬁces and snack bars and restaurants with the VACRI
and Valencia airports implementation of selective collection of plastic, Tetra Brik system, which makes unloading easier for users,
• Installation of wooden containers for segregating and tins in Madrid-Barajas facilities at Fuerteventura Airport
paper in Aena ofﬁces in La Palma • Collection of containers in pre-ﬁlters at Madrid-Barajas • Improvement of selective collection by
Airport establishing new routes at the terminals for
collecting waste from Aena and other companies
at Madrid-Barajas Airport
3. RAISING ENVIRONMENTAL AWARENESS
• Awareness-raising meetings about the impacts • Awareness campaign for aircraft cleaning companies • Activities to raise awareness about good practices
produced by the waste generated at workstations about recovering paper at Tenerife Norte Airport regarding the use of plastic bags for personnel of
of Aena Operational Section personnel at Asturias • Good practices guidebook for Aena personnel about the La Palma Airport
Airport need to segregate waste at Salamanca Airport
DECREASING PAPER CONSUMPTION
Gran Canaria Airport’s Paperless Ofﬁce was created in the year 2007 as a tool for integrating and managing services
in a manner that reduces paper consumption and improves the quality of the services provided to customers by sim-
plifying administrative tasks.
In 2009, new services were incorporated into the Paperless Ofﬁce such as: the Green Jackets report (EU and islands),
cleaning Quality Control, VIP lounges Report, PRM Report, Internet/intranet /extranet Services and Service Executive
Report, which entails the deﬁnitive elimination of paper reports. The Paperless Ofﬁce received a total of 23,686 re-
quests. For 2010 it is projected that new services will be incorporated, such as management of business premises, han-
dling complaints, management of local orders or framework agreement and personal identiﬁcation cards.
AN INNOVATIVE WASTE COLLECTION SYSTEM IN BARCELONA’S T1
Barcelona Airport’s new T1 also boasts a waste collection system that is unique in Spain, as it is one of the world’s
most advanced aerodromes regarding environmental measures. It is a Pneumatic Collection System (PCS) for four
fractions of waste--rubbish, organic matter, paper-cardboard and containers--which enables removing waste at any
time of day without the need to abide by set schedules as with the conventional method.
Hence, the considerable advantage of this procedure is the possibility of collecting waste whenever it is necessary,
regardless of time or frequency.
Refuse is deposited into the drop boxes distributed throughout the terminal building. Authorized personnel collect the
waste and takes it to any of the 16 rooms in which the storage tanks for each fraction are located. The tank for each
fraction is ﬁlled to a speciﬁc volume, which sets off the suction system, emptying the tank at once.
At the ﬁnal collection point there are 5 containers, one for each fraction and another in which waste is compacted
by a press in the interim before being removed by the corresponding authorized agent.
For the waste that cannot be treated with the pneumatic system (glass, bulky and special waste), there are storage
areas properly ﬁtted out for their conservation until they are removed by an authorized agent.
The PCS is also ﬁtted with a system that optimizes energy consumption owing to a variable speed control that allows
starting slowly, and applying only the speed that is necessary in each case, or even consolidating collection without
completely stopping the ventilators.
226 Corporate Social Responsibility Report 2009
Held an exhibition in the terminal in the year 2009 and early 2010 about recycling plastic, containers, paper and
glass, in collaboration with Fundación TRINIJOVE. This foundation helps people with difﬁculties in socio-professional
insertion and with disabilities.
Adhered to the agreement signed by Aena and the company ERP (European Recycling Platform) in September 2009
for managing electrical and electronic equipment waste.
Signed an agreement with the Fundación Trinijove for waste segregation tasks.
SOIL CHARACTERIZATION AND MANAGEMENT
In 2009 Aena completed a characterization of the sub- airport. This contamination is from old landﬁlls from the
soil of all the network airports. This endeavour, aimed shipyard that used to be located near the airport. The re-
at protecting soil quality, was begun in 2004 in an ef- moval is scheduled to take place during the year 2010.
fort to determine the real state of the soil on airport
premises so as to be able to take actions to recover air- To date, small plots of land have been decontaminat-
port land wherever the analyses were to demonstrate ed at 13 airports. Nevertheless, Aena continues carrying
that this was necessary. out decontamination tasks at the airports where neces-
sary. In this regard, in 2009, removal and maintenance
Guaranteeing soil quality procedures were carried out on the passive interception
In most cases, the soil contamination detected at air- barrier installed at Palma de Mallorca Airport, where vir-
ports is from hydrocarbons. Therefore, soil recovery tually all the hydrocarbons were removed.
measures are geared toward eliminating these organ-
ic compounds on-site, employing different decontam- Monitoring and control at all airports
ination techniques such as: bioremediation through With the completion of the soil characterization stud-
the use of biopiles, landfarming, bioventing, etc. ies, Aena currently has a piezometer network at every
one of its airports, which will enable performing peri-
When it is not possible to use an economically viable odic controls and monitoring at its facilities in order to
treatment to reduce exposure to contamination, on- be able to prevent contamination in future.
site containment measures are taken. In extreme cas-
es, and when it has not been possible to recover soil SOIL INDICATORS. YEAR 2009
through any type of treatment, the soil is sent to an Total number of airports at which the soil has
authorized dump. been characterized
No. of airports without contamination 34
The latter is the case of Santander Airport where the pre- No. of airports with contaminated soil 13
liminary tasks were carried out in preparation for the re- No. of decontaminated airports 11
No. of airports undergoing decontamination process 2
moval of previously contaminated soil detected at the
• 100% of Aena airports have been subjected to a Soil Characterization Study
Corporate Social Responsibility Report 2009 227
Protect the quality of life
in the towns in its vicinities is a
priority for Aena
Corporate Social Responsibility Report 2009
• At Aena we are committed to values such as coexisten-
ce, integration, culture, knowledge and the environ-
ment, and we support projects that promote and disse-
minate these values.
• Moreover, as partner of the Fundación Empresa y Socie-
dad, whose mission is to encourage social action as an
integral part of corporate strategy, Aena has taken on
the following commitments:
• To improve its social strategy and practice.
• To properly communicate its social action and to su-
pport the Foundation’s institutional activities advoca-
ting social action in business.
Our communities and society
Aena collaborates with other institutions and deve- attached to the Directorate of Organization and Human
lops socially-related initiatives geared toward fostering Resources, Aena leads a series of social action projects
culture, international cooperation and environmental that are described in detail further on in this chapter.
awareness. Hence, Aena strives to contribute to social,
cultural and educational development by carrying out Moreover, as was mentioned in the chapter on the envi-
social development projects in collaboration with diver- ronment, reducing existing noise levels around airports
se institutions, covering the basic needs of the most un- and protecting the quality of life in the towns in its vici-
derprivileged collectives. nities are priorities for Aena. It is therefore important to
highlight the measures Aena is putting in place in this
Through the Corporate Beneﬁts and Social Projects Area, respect to soundproof homes and other buildings.
PLANS FOR ACOUSTIC INSULATION AROUND AIRPORTS
The environmental impact statements formulated by ACOUSTIC INSULATION PLANS
the Ministry of the Natural, Rural and Marine Environ- INDICATOR* 2007 2008 2009
ment, pertaining to the expansion projects of Aena Approved acoustic
insulation plans 10 10 16
network airports, contain a set of preventative, correc-
tive and compensatory measures. Thus, in compliance Census of homes that
qualify to apply for acoustic 18,142 18,614 21,850
with these measures, Aena carries out Acoustic Insu- insulation
lation Plans (PAA), aimed at minimizing the nuisance Homes in which acoustic
caused around airports, the noise produced by aircraft insulation projects have 13,353 14,599 15,300
in take-off, landing, taxiing, engine tests and any oth-
(*) The annual data include previous years
er operations. To achieve this goal, Aena soundproofs
homes and buildings that are used for sensitive pur-
poses (educational, healthcare and cultural centres • Inclusion of the homes within the scope of the
which require special protection from noise pollution) Acoustic Insulation Plans.
and that are located inside the noise footprint of the • In situ acoustic measurements of existing insulation
airports (isophones). in these homes that enable determining whether
supplementary insulation is needed.
Depending on the noise levels to which these build- • Drafting and approving the corresponding acoustic
ings are subjected, the soundprooﬁng projects charac- insulation project.
teristically entail: installing double windows, insulating • Execution and veriﬁcation of project and payment
façades and soundprooﬁng roofs. for work done with prior approval of the execution
of the insulation project undertaken.
Through its Acoustic Insulation Plan Ofﬁce, Aena pro-
vides anyone who may be interested with all the advice One noteworthy characteristic of this procedure is its
they need about the execution of Acoustic Insulation transparency, due to the participation of the interested
Plans, which are conducted according to the follow- parties in addition to the local administrations of the
ing procedure: towns near the airport. The execution of the Acoustic
230 Corporate Social Responsibility Report 2009
Our communities and society
Insulation Plans cost Aena more than 207 million eu- municipalities affected by the noise footprint, and
ros over the course of the 2000-2009 period. Aena.
The execution of the different Acoustic Insulation Therefore, as at December 31st 2009, Aena had conduct-
Plans is managed and supervised by the correspond- ed activities for executing acoustic insulation projects in
ing commissions constituted by representatives of the the environs of the airports of Alicante, Barcelona, Bilbao,
Ministry of Public Works and Transport, the Ministry Las Palmas de Gran Canaria, La Palma, Ibiza, Madrid-Ba-
of the Natural, Rural and Marine Environment, the rajas, Malaga, Menorca, Palma, Pamplona, Sabadell, San-
Autonomous Communities, the Town Halls of the tiago de Compostela, Tenerife Norte, Valencia and Vigo.
Homes in which acoustic insulation projects have been executed Airports at which acoustic insulation projects have been carried out
15,000 Santiago de Compostela Bilbao
77 5 0
Madrid 40 1 723 1,009
1,563 Ibiza Mallorca
Aena airports with PAA: 16
La Palma Home census total: 21,850
Insulated homes total: 15,300
2007 2008 2009 Tenerife
AENA SOUNDPROOFS AN AFANÍAS CENTRE
In 2009 Aena soundproofed the Plegart-3 occupational centre run by the association for persons with intellectual
disabilities (Afanías) in Paracuellos del Jarama. This project, at a total cost of 610,604 euros, falls within Aena’s envi-
ronmental policy through Madrid-Barajas Airport’s Acoustic Insulation Plan, and therefore incurs no cost whatsoever
• To date, Aena has carried out acoustic insulation in more than 15,300 homes and invested more than 207
million euros in executing the Acoustic Insulation Plans.
Corporate Social Responsibility Report 2009 231
Our communities and society
THE SCOPE OF THE ACOUSTIC INSULATION PLANS IS EXTENDED
During the year 2009, the revision of Law 37/2003 on Noise and the latest decisions formulated by the Ministry
of the Natural, Rural and Marine Environment, have caused the scope of the Acoustic Insulation Plans to be deﬁ-
ned by the noise footprint Ld 60dB(A) (7:00-19:00h), Le 60dB(A) (19:00-23:00h) and Ln 50dB(A) (19:00-23:00h),
instead of being delimited by the noise footprint deﬁned by Leq (7:00-23:00h) 65 dB(A) and/or Leq (23:00-7:00h)
55 dB(A) as hitherto established.
This criterion has also been applied at the airports where the noise footprints were revised during the year
Speciﬁcally, this new scope for the Acoustic Insulation Plans was applied at Bilbao, Gran Canaria, Ibiza,
Menorca, Sabadell and Vigo airports, for which the Ministry of the Natural, Rural and Marine Environment drew
up new environmental impact statements during 2009, and at Alicante, Burgos, Fuerteventura, La Palma and
Madrid-Cuatro Vientos airports, where the noise footprints were revised in 2009.
AENA, DGAC, AESA, AND AIRLINE AND PILOT ASSOCIATIONS JOIN FORCES AND CONSTITUTE A WORK
GROUP TO MAKE AIRPORT OPERATIONS COMPATIBLE WITH THE ENVIRONMENT
During the year 2009, the revision of Law 37/2003 on Noise and the latest decisions formulated by the Ministry
of the Natural, Rural and Marine Environment, have caused the scope of the Acoustic Insulation Plans to be deﬁ-
ned by the noise footprint Ld 60dB(A) (7:00-19:00h), Le 60dB(A) (19:00-23:00h) and Ln 50dB(A) (19:00-23:00h),
instead of being delimited by the noise footprint deﬁned by Leq (7:00-23:00h) 65 dB(A) and/or Leq (23:00-7:00h)
55 dB(A) as hitherto established.
This criterion has also been applied at the airports where the noise footprints were revised during the year
Speciﬁcally, this new scope for the Acoustic Insulation Plans was applied at Bilbao, Gran Canaria, Ibiza,
Menorca, Sabadell and Vigo airports, for which the Ministry of the Natural, Rural and Marine Environment drew
up new environmental impact statements during 2009, and at Alicante, Burgos, Fuerteventura, La Palma and
Madrid-Cuatro Vientos airports, where the noise footprints were revised in 2009.
DIALOGUE MANAGEMENT: the Importance Management Ofﬁce, which carries out the studies
of the interested parties in the execution of and procedures necessary for their appropriate de-
acoustic insulation plans velopment.
In order to execute and monitor the Acoustic Insula-
tion Plans, Aena cooperates closely and transparently Within this realm of dialogue management with the
with the administrations, institutions and communi- interested parties, it is of note that throughout 2009
ties around the airports. For this reason, the Com- Aena and the National Association of those Affected
missions for the Acoustic Insulation Plans have been by the Impact of Air Trafﬁc (ANAITA) have constituted
constituted, and require the participation of nation- a discussion table to seek measures to reduce the im-
al, regional and local governmental organizations pact on citizens of air transport.
that are in charge of managing and supervising these
plans. These meetings are a sample of Aena’s willingness
to engage in open and unconditional dialogue with
In this context, the Environment Directorate leads citizens about the options to minimize the impacts
the planning and execution of the projects carried associated with its activity, as long as the possible
out by Aena within the framework of the Acoustic actions proposed do not alter airport operability or
Insulation Plans. This process is coordinated by the safety.
232 Corporate Social Responsibility Report 2009
Our communities and society
By constituting commissions for MINISTRY OF PUBLIC
WORKS AND TRANSPORT
the Acoustic Insulation Plans, Aena AND ENVIRONMENT
cooperates transparently with the
COMMISSIONS OF THE
local governments, institutions and ACOUSTIC INSULATION PLANS:
communities around the airports, INSULATION PROJECTS
closely participating in the management
and supervision of these plans ADMINISTRATIONS
To strengthen the integration of the company in the authorization to use Corunna Airport premises for
social, environmental and institutional fabric of the construction works to improve the safety of highway
places that house its facilities, Aena enters into col- CP-3109 as it crosses town.
laborative agreements with other institutions to carry
out different actions and projects that improve the in- Barcelona Airport
frastructures and public services of the communities in Collaboration with the local and regional adminis-
which its airports are located. trations, as well as with the Ministry of Public Works
and Transport, to coordinate the train links to Barcelo-
We foster intermodality and public transport na Airport, by metro (lines 2 and 9), suburban trains,
Aena is undertaking a set of actions to foster intermo- which are currently working, and the Madrid-Barcelo-
dality and therefore improve connectivity through public na and Valencia-Barcelona high-speed trains.
transport between airports and their surrounding areas.
Given the fact that the different public administrations Collaboration with the government of Biscay for the
are currently implementing policies to strengthen pub- direct connection of the “Euskotren” train to Bilbao
lic transport, Aena collaborates with all the organiza- Airport, in addition to the connection with the “Eu-
tions and administrations involved to coordinate the skotran” Sestao-Zamudio tram line.
projects underway that are related to airport access.
Alicante Airport Collaboration for train access to Girona Airport through the
Collaboration with the General Directorate of Rail- “Barcelona-Figueras Transversal-Axis Branch Line Project”
ways of the Ministry of Public Works and Transport
to coordinate the high-speed and commuter rail link Gran Canaria Airport
to Alicante Airport: “Project to Remodel Alicante Collaboration with the government of Gran Canaria
Railway Network. Alicante-Airport-Torrellano Branch for the coordination of the train access “Special Terri-
Line”, including intermodal integration of the train torial Plan for the Public Transport Corridor with Spe-
station with the passenger terminal building. ciﬁc Infrastructure and Guided System between Las
Palmas and Maspalomas (PTE-21)”.
Collaboration with the government of Valencia to coor-
dinate the “Informative Study of the Reserved Platform Collaboration with the Canary Island government for
Alicante-Airport-Torrevieja Public Transport System”, in the coordination of the “Special Territorial Plan for
addition to the expansion of the TRAM (Train-Tram) of the the Coastal Corridor, Link Road GC-1 Airport Park By-
Alicante Metropolitan Area, with access to the airport. pass-Airport Access Roads (PTE-13)”.
Corunna Airport Jerez Airport
Collaboration with the provincial government of Co- Collaboration with the General Railway Directorate
runna and the Town Hall of Culleredo for temporary for the rail link to Jerez Airport via the Seville-Cadiz
Corporate Social Responsibility Report 2009 233
Our communities and society
high-speed train line; projects to double tracks and arranging ﬂows according to activity and destination,
new station with an airport connection. which will prevent trafﬁc congestion in the entire ar-
ea and transform a poorly structured area into a new
entrance into the city, while also reinforcing the en-
Aena collaborates with all the
vironmental connectivity of the area outside the city
organizations and administrations by uniting the protected spaces deﬁned in Barcelona’s
involved so as to coordinate the projects metropolitan territorial plan.
related to airport access and thus foster
intermodality. Seville Airport
Collaboration with the railway department of the gov-
ernment of Andalusia to harmonize actions in the con-
Leon Airport struction of Andalusia’s transversal railway axis, branch
Collaboration with the San Andrés del Rabanedo line: Seville Santa Justa – San Pablo Airport, thus boost-
Town Hall to improve the access roads to Leon Airport, ing the use of public transport to improve accessibility
while also restructuring the connections to surround- between the airport and the city of Seville by favouring
ing towns. intermodality between the train station and the pas-
senger terminal building.
Collaboration with several administrations for optimiz- Tenerife-Norte Airport
ing accessibility to Madrid-Barajas Airport by public Collaboration with the government of Tenerife to co-
transport, and improvement of transfers among the ordinate the rail links to Tenerife-Norte Airport through
different means of transport. the “Project for the Santa Cruz-La Laguna-Tenerife
Norte Airport Tram Halt” and the “Special Territorial
Collaboration with the General Railways Directorate of Plan for the North Train Infrastructure”.
the Ministry of Public Works and Transport to coordinate
the “Madrid Suburban Trains Project - Rail access to Ma- Collaboration with the government of the Canary Is-
drid-Barajas Airport”, adding the suburban train connec- lands to coordinate the “Santa Cruz Metropolitan Ar-
tion to the existing line 8 “Campo de las Naciones-Madrid ea Bypass, TF-5”.
Barjas” metro connection, coordinated with the Regional
Department of Transport of the Community of Madrid; Palma de Mallorca Airport
the Chamartín-Madrid Barajas airport high-speed train Collaboration to coordinate the project for the future
connection is currently being projected. underground rail line to Palma de Mallorca Airport.
Collaboration with the Regional Department of Trans- Reus Airport
port of the Community of Madrid in the “Preliminary Collaboration with the General Railway Directorate of
Design of the Transport Infrastructure for a Reserved the Ministry of Public Works and Transport to coordi-
Platform for Public Transport Torrejón-Barajas”. nate the rail link to Reus Airport, “Mediterranean Cor-
ridor Madrid-Barcelona High-Speed Train Link”, and
Malaga Airport construction of station at the airport.
Creation of an underground station in the newly re-
modelled Malaga Airport for the integration of the Coordination with the government of Catalonia on
currently operating suburban rail links and the future the project “Camp de Tarragona light-rail/tram”.
high-speed train branch line; in the new passenger
terminal building the city and intercity bus station for Tenerife-Sur Airport
public transport has been built, thus improving the air- Collaboration with the government of Tenerife to co-
port’s intermodality. ordinate the rail link to Tenerife Sur Airport, through
the “South Train Building Project”.
Collaboration with Sabadell Town Hall to improve Collaboration with the government of the Canary Islands
access roads to the city of Sabadell and its airport, to coordinate the “Third Lane TF-1” airport access roads.
234 Corporate Social Responsibility Report 2009
Our communities and society
Solidarity Spaces realities of groups at risk of exclusion (the disabled and
During 2009 the project “solidarity spaces” initiated the homeless), to support their integration through joint ac-
previous year was established at Madrid-Barajas, Valen- tivities with Aena workers and/or their family-members
cia, Malaga and Palma de Mallorca airports. This project and friends and to generate innovative spaces for parti-
consists in the concession of stands in airport terminals cipation and shared experiences. The activities develo-
to social organizations, enabling them to raise aware- ped during the aforementioned social month were:
ness about activities or carry out speciﬁc campaigns.
• Exhibition in Terminal 2 of Madrid-Barajas Airport
USE OF SOLIDARITY SPACES
presenting the reality of persons with intellectual di-
DAYS USED sabilities, and an art show: painting, sculpture, etc.
• Sport activity: football and basketball at the APIMIB-
Madrid- Barajas 11 121
Colmenar Viejo facilities (Madrid)
Valencia 4 46
• Ping-pong tournament; participants included Aena
Málaga 3 34
volunteers and residents of the Juan Luis Vives shel-
Palma de Mallorca 2 11
ter in Vicalvaro (Madrid)
Totals: 20 212
• Outing for workers and their families to the moun-
tains north of Madrid and a visit to APAFAM, Lozo-
The use of these solidarity spaces has virtually doubled, yuela (Madrid)
going from 110 days in 2008 to 212 in 2009 and from • Ballet performance by the association “DANZA
14 to 20 different social organizations using them. DOWN”
• Cultural tour “Discover the architecture of Madrid”
Solidarity Days • Musical performance at CosmoCaixa with the per-
Celebrating Solidarity Days in June and December has cussion group “Tambores de Pozuelo” from the
now become customary. The purpose behind them is to AFANIAS association, the musical group “Madera de
afford the possibility for shoppers to purchase solidari- Cayuco” from the RAIS Foundation and projection
ty-related gifts, and to sensitize people about the reality of a short ﬁlm with actors having intellectual disa-
of groups at risk of social exclusion. Proceeds from sales bilities from the APAFAM association. The Solidarity
are used to help social organizations to fund cooperation Spaces were assigned to the collaborating social or-
and social integration projects (special employment cen- ganizations during the event.
tres, fair-trade NGOs and labour insertion enterprises).
Lastly, mention should be made of the collaboration
This activity was simultaneously conducted at all Ae- with the “J. Luis Vives” shelter for the homeless,
na headquarters in the Community of Madrid on both with which diverse actions were taken, including:
occasions: June and December. Total sales amounted
to €12,000. The 15 organizations that participated in • Reader’s corner workshop, which continued the
these Solidarity Days were: work of facilitating the social-labour insertion of
Aena continues to participate in the campaign “Put • Basic sewing workshop, with volunteer instructors from
your cell phone where it’s needed most”, in collabo- Aena and participation of shelter residents and Aena
ration with the NGOs Entreculturas and the Red Cross. workers. The objective was to provide basic sewing
This endeavour has a double mission: to promote re- skills in order to increase personal autonomy.
cycling surplus cell phones and to employ the revenue • Ongoing drive to collect books and clothing. Approxi-
from selling reused elements for social, educational and mately 200 volumes and 150 garments were collected.
cooperation projects in underprivileged countries.
As a result of this close collaboration, in the month of
In addition, in October 2009 Aena celebrated the so-ca- May the shelter gave the Aena volunteers a plaque in
lled Social Month, in pursuit of the following objecti- acknowledgement of their two years of dedication to
ves: to promote activities to raise awareness about the this cause.
Corporate Social Responsibility Report 2009 235
Our communities and society
Agreements signed in compliance with the disability resources such as counselling, occupational cen-
alternative measures of the Law on Integration tres, special employment centres, etc. Employees can ﬁnd
of the Disabled (LISMI) all this information on the Human Resources Intranet. The
During 2009, the agreements made with organizations organizations in this ﬁeld with which Aena has entered
that support the insertion of persons with disabilities were into collaborative agreements are: CERMI, APMIB, ON-
honoured by Aena and the total amount of its donations CE and APSURIA, Fundación Dales la Palabra, Asociación
to these organizations added up to €168,000. Aena em- Danza Down, Asociación AFANIAS and A Toda Vela.
ployees and family-members also beneﬁt from these es-
tablished agreements as they can gain access to different A summary of these agreements is shown below:
ORGANIZATIONS THAT PARTICIPATED IN SOLIDARITY DAYS
Taller 99 - Labour insertion enterprise founded by Caritas-Madrid employing people at
CARITAS- TALLER 99 www.caritas.org
risk of social exclusion: homeless, long-term jobless, women without resources, etc.
NGO that works in cooperation with southern countries and promotes sales of fair-
Foundation that works on Latin American projects combining international
COPADE cooperation and environmental protection. It works with fair-trade products and www.copade.org
promotes ecological and sustainable activities.
SOLIDARIDAD NGO that collaborates with southern countries and supports sales of fair trade
Organization that works with the disabled. It has special education schools, especial
AFANIAS (Las Victorias) employment centres and occupational centres, among other services. Two special www.afanias.org
educational centres participated: Plegar-3 and Las Victorias.
Organization that works with persons with intellectual disabilities in the area north of
Madrid. It has a special employment centre.
LA CEIBA Association that works in development cooperation and supports sales of fair-trade products. www.laceiba.org
Labour insertion enterprise founded by the Fundación S. Martín de Porres that works
EL ZAGUÁN www.elzaguan.org.es/
to further employment for members of groups at risk of social exclusion.
APMIB IBERIA organization of parents of persons with disabilities. www.apmib.com
Labour insertion enterprise founded by the Fundación Semilla that works to further
METAS-FUND SEMILLA www.metas.semilla.net
employment for members of groups at risk of social exclusion.
PROYDE - Promoción y NGO that works in development cooperation and that supports sales of fair-trade
Among the largest NGOs in Spain, and working in diverse ﬁelds, including importing,
marketing and raising awareness about fair trade.
NGO that works in education and development, supporting sales of fair-trade products and
carrying out campaigns in protest against child exploitation, advocating human rights, etc.
Foundation that works with persons with disabilities. It has a special employment
Fundación Juan XII www.fundacionjuanxxiii.org
centre and a labour insertion enterprise.
AGIL (Apoyo Global
NGO that works in cooperation projects in Central America. www.agilnet.org
AGREEMENTS SIGNED IN COMPLIANCE WITH THE ALTERNATIVE MEASURES
OF THE LAW ON THE INTEGRATION OF THE DISABLED (LISMI)
ONCE Assignment of space for selling lottery tickets in terminals at various airports
CERMI Collaboration on issues related to accessibility and PRM (persons with reduced mobility) services
Technical support for drawing up project and execution of construction of new APIMIB building, located on a plot measuring
APMIB 4,556 m2 ceded by the airport for the construction of premises to use for the association’s occupational activities and services
Annual donation to support their endeavours of serving persons with mental, physical and/or sensorial disabilities
APSURIA Annual donation to support their work serving persons with disabilities
DALES LA PALABRA Annual donation to support their work serving persons with disabilities, especially with auditory disabilities
DANZA DOWN Annual donation to support their work serving persons with disabilities, especially with Down Syndrome
AFANIAS Annual donation to support their work serving persons with intellectual disabilities
A TODA VELA Annual donation to support their work serving persons with intellectual disabilities
TTM-ESPAÑA Donación anual para apoyar su tarea de atención a personas afectadas por la tartamudez
236 Corporate Social Responsibility Report 2009
Our communities and society
THE AIRPORTS HELP SAVE LIVES
Collaboration with the National Transplant Organization
For the National Transplant Organization, the airports and the people who work in them play vital roles. During the year
2009, 42 of Aena’s network airports collaborated on 1,302 airlifts of transplant teams. Also, it is important to point
out that due to the nature of transplant operations, in which time is a decisive factor, airports were required to open
after regular operating hours on 76 occasions. The airports that participated on most occasions were Madrid-Torrejón,
Barcelona’s El Prat, Cordoba, Valencia and Madrid-Barajas.
Recognition of the work of six airports in the accomplishment of 10,000 transplants in three decades
The Regional Ministry of Health of the Government of Andalusia recognized Aena and the six regional airports for
their “laudable” collaboration with the transplant coordinators during the transportation of the teams with organs.
Representatives of the airports of Malaga, Seville, Jerez, Cordoba, FGL Granada-Jaen and Almeria participated in the
ceremony held in commemoration of the 10,000 organ transplants and 25,000 tissue transplants performed in Anda-
lusia in the past three decades, since 1978, thanks to the generosity of more than 4,000 Andalusian donors. With this
ceremony, the Ministry of Health wished to “recognize the work of these and other professionals or institutions that
contribute to increasing donation and transplants in this autonomous community”.
An outstanding example is Cordoba Airport, which by the end of the ﬁrst semester had made possible 99 air opera-
tions (including arrivals and departures) that were part of organ transplant processes, which entails a 50% increase
over the same period in 2008. This trend demonstrates the commitment Spanish airports have taken on as a link in the
chain of services that save many lives every year.
Training airport ﬁre-ﬁghters to help extinguish forest ﬁres
and provide services during other emergencies
At Logroño Airport, the Fire-Fighting and Rescue Service, in collaboration with other organizations, has carried out
different training activities, most notably: “Interior ﬁre drills” organized by the CEIS (ﬁre-ﬁghters of the Autonomous
Community of La Rioja), and the exercise of evacuating injured people in the “Airport Emergencies Course” in which
the airport’s ﬁre-ﬁghting team participated.
The airport houses an aviation ﬁre-ﬁghting base. In 2009, 582 operations were handled to enable the provision of the ser-
vices contracted by the Autonomous Community of the La Rioja (Heliduero S.L.), by the Ministry of the Natural, Rural and
Marine Environment (Trabajos Aéreos Espejo) and other enterprises to ﬁght extensive forest ﬁres (Inaer, etc…).
For years now, Aena has been developing diverse gui- the environmental, social and economic aspects of our
ded tour programmes at airports for people (groups of surroundings with airport management.
schoolchildren, university groups, retirees, associations,
etc.) interested in learning about how the diverse airport Similarly, at many airports the tours are adapted to groups
operations are run. with speciﬁc needs. One example of this was a group of
schoolchildren between 3 and 5 years old at Ibiza Airport,
The experience of these visits is always positive, since they who requested to be able to go through a simulation of a
allow people to get a behind-the-scenes look at how air- journey as passengers, practicing check-in and then pro-
ports work, beyond what one usually sees as a user. This ceeding to the baggage reclaim belts. Another example
initiative is aimed at boosting knowledge and education was a group of students from the Police Academy at Gran
among future users of this means of transport, offering Canaria Airport, where, in addition to learning about the
visitors the opportunity to observe and discover the world work carried out by police at the airport and the main
of airports, air transport and aviation, and interrelating airport facilities, they took a tour of the Security Control
Corporate Social Responsibility Report 2009 237
Our communities and society
Centre and the Airport Coordination Centre, during ENVIRONMENTAL LEARNING CENTRE
which the Airport Security Chief and the Technical Coor- AT LANZAROTE AIRPORT
dinator of Scheduling and Operations gave them brief ex-
planations of how both facilities work. In 2009, the 1st phase of the Environmental Lear-
ning Centre was completed with the collabora-
At some airports, the programme is designed to de- tion of the Island Biosphere Reserve Observatory,
monstrate the aviation world to children and it encom- and with diverse graphic and documentary mate-
passes different aspects of the airport process, ranging rials from the Canary Islands government and the
from how to use a ticket and a boarding pass to how Board of Tourism, and with marine-related refe-
to interpret the ﬂight information screen and its sym- rence material from the Cala Blanca Diving Centre
bols, among many other aspects. The children also and the Forum 99 photography group for the gra-
receive souvenirs of their airport visit. Through the- phic archive of the airport facilities.
se initiatives, the airports fulﬁl the commitment that There are two thematic rooms at the centre, which,
every organization or institution should take on as an through the four mythological elements—water,
educational agent within society. land, air and ﬁre—present the airport facilities and
its environmental practices. In addition to the four
Accordingly, the number of visits increases year after year. elements, the protected areas of the island are
This was especially true at Madrid-Barajas Airport in 2009, shown, and there is grafﬁti on the walls illustrating
as more than 6,800 schoolchildren toured its facilities. At the basic principles of good environmental practi-
Palma there were 1,221; at Asturias there were 2,591; ces, in a language suitable for schoolchildren.
and at Alicante Airport there were 1,378 visiting school-
children from various primary and secondary schools.
PROGRAMME OF ACTIVITIES FOR SCHOOLCHILDREN IN FUERTEVENTURA
Fuerteventura Airport has a programme of Activities for Schoolchildren that began in 1997. Through this programme
Fuerteventura Airport demonstrates and conveys to students the important relation between the airport and the is-
land. Teachers, parents and children between the ages of 3 and 11, pre-school and elementary school students from
all over the island, are the protagonists of this programme.
The Activities for Schoolchildren Programme is not designed as a mere cultural tour of the airport, but also conceived
so that the students will relate the airport and air transport world to the island’s social and economic development.
Hence, the students can get to know the activities that take place at the airport, especially those related to respect for
and care of the environment, in keeping with ISO14001 certiﬁcation standards, in addition to the measures imple-
mented to protect the natural surroundings as much as possible and the airport’s ﬁrm commitment to safeguard the
present and future of environmental quality, as they tour facilities such as: the selective waste collection system, the
falconry service, the vegetation barrier, the ﬁre-ﬁghting service, the control tower and the Civil Guard hangar where
they are shown the inside of a helicopter.
Aena’s Policy on International Cooperation, approved Cooperation Bureau of the International Civil Aviation
by the Chairman of Aena on December 15th 2003, lays Organization (ICAO):
down the objectives and guidelines that provide a fra-
mework for Aena’s international cooperation activities. • Organization of 3 seminars at training centres of
the Spanish Agency for International Develop-
In this respect, in 2009 the following technical coopera- ment Cooperation (AECID) in Latin America. The ﬁrst
tion activities were successfully carried out through a co- of them was on Airport charges and costs and air navi-
llaborative agreement between Aena and the Technical gation, given in Antigua (Guatemala) in February 2009,
238 Corporate Social Responsibility Report 2009
Our communities and society
another was on air cargo in Santa Cruz de la Sierra (Bo- Planning was successfully conducted. It was organized
livia) in June 2009, and a third on training and human together with the Fundación CEDDET, the ICEX, and the
resources took place in the month of October in Carta- E.T.S.I.A., and it beneﬁted 30 Latin American civil servants.
gena (Colombia). The experience was rated as excellent
by the 189 participants in these three activities. In addition, under the new collaborative agreements bet-
ween Aena and the Cuban Aviation Corporation, (CACSA),
• Awarding 6 annual scholarships (to beneﬁciaries in 2009 46 professionals from this institution (one of them
from Costa Rica, Mexico (2), Chile, Guatemala and Co- on a year-long scholarship) came to Spain to take the diver-
lombia) for the Master in Airport Systems of the Higher se modules of the graduate course on Airport Systems
Technical School of Aeronautical Engineering (ETSIA) of at E.T.S.I.A., besides attending professional meetings and
receiving professional support in different areas of work.
ICONTROL AND MONITORING INDICATORS
In this vein, the following initiatives were carried out:
The following indicators directly related to qua-
lity objectives are applied in order to control and • Humanitarian ﬂights: Several Aena network airports
monitor cooperation activities: collaborate with humanitarian ﬂights. Noteworthy
• To achieve a high level of quality in the technical among these are those operated for the purpose of
cooperation seminars organized: rating attained bringing children from more underprivileged countries
above 8.5 (out of 10) for 100% of the seminars to our country so that they can spend a few months
• To achieve a high level of quality in the annual with a foster family. Among the most outstanding air-
cooperation scholarship programme: rating abo- ports in this aid activity were Alicante Airport, which
ve 9 (out o 10) by the scholarship recipients. received more than 750 children, and Palma de Ma-
llorca, which welcomed 320 children in 2009.
the Polytechnic University of Madrid. The scholarship re- • Sponsorship of the 4th Latin America and Europe
cipients stay from January to December attending clas- Trade Show of Tourism, Art and Culture (Euroal),
ses at the university in the afternoon, and performing which constitutes a bridge uniting the tourism on
an internship at Aena in the morning. The participants offer in Latin America and Europe, exclusively focu-
considered their academic and practical experience to sed on these two markets.
be very good, and a gradual improvement has been no-
ted since the programme began in 2003. DEVELOPMENT COOPERATION PROJECTS
• Awarding 33 15-day scholarships for different Mas-
ter courses in Airport Systems at the Higher Technical Alicante Airport, in collaboration with the Coopera-
School of Aeronautical Engineering (ETSIA) of the Po- tion Department of Elche Town Hall, hosted the exhi-
lytechnic University of Madrid. In 2009 the modules se- bition “Elx Solidaria”. The show, located on the lower
lected were “Airport Operations”, “Air Navigation in ﬂoor of terminals T1 and T2, was designed to introdu-
the Airport Environment”, “Airport Projects” and “Air- ce visitors to the cooperation projects that NGOs from
port Management” in addition to a 5-day course-wor- Elche have been carrying out in developing countries
kshop on Aerodrome Certiﬁcation. The beneﬁciaries over the years. This initiative stemmed from a com-
gave the academic and organizational level of the pro- mon effort to raise public awareness about develop-
gramme very high ratings. ment cooperation, the organizations’ work and, abo-
ve all, the results that have been achieved.
Also, the 2nd Online Course on Airport Infrastructure
• In 2009, 304 professionals in the airport, air navigation and civil aviation industry from 21 countries, primarily
Latin America, beneﬁted from different activities of Aena’s international cooperation programme.
Corporate Social Responsibility Report 2009 239
Manolo Valdés sculpture
at Terminal 4 of
Corporate Social Responsibility Report 2009
Aena created the Aena Foundation in December 1994 for
the purpose of fostering aeronautical culture, managing the
historical, cultural and artistic heritage accumulated at air-
port facilities in Spain, ensuring its conservation and raising
awareness about this heritage in Spanish society.
Aena supporting culture
The Aena Foundation undertakes numerous activities Aena Foundation has been organizing temporary ex-
that demonstrate its commitment to society and culture, hibitions in museums, cultural centres and airports in
such as: the promotion of research through its annual different Spanish cities. The framed and mural pain-
awards, the organization of academic meetings, confe- tings, sculptures and graphics are carefully selected
rence series and exhibitions, and the publication of bo- to offer a representative sample of the holdings. Af-
oks, magazines and catalogues. The most noteworthy terwards, a catalogue illustrates the set of works
activities carried out in 2009 are enumerated below: shown on each occasion.
• Organizing the Aena Foundation Awards. The Aena • Organizing meetings about historical aeronauti-
Foundation Awards were created in 1995 to stimu- cal studies. For the purpose of fostering study and
late aeronautical content in any form and to reward research and inciting interest in themes related to
those works, studies or projects deserving of public navigation and air transport, every year the Aena
recognition. Foundation organizes meetings about historical
aeronautical studies bringing specialists in the-
• Organizing exhibitions: The Aena Foundation’s art se ﬁelds together for three days. The papers read
holdings comprise more than 1,500 works from the and the debates that arise at these meetings are
latter half of the 20th century. In order to promote later compiled in various publications. During the
and make known this art collection, since 1996 the month of October 2009 the XIIIth meetings were
AENA FOUNDATION AWARDS
The following prizes were organized and awarded during 2009:
• Luís Azcárraga Prize. This annual prize worth 12,000 euros is awarded to works, studies or projects that
constitute a unique contribution to air transport in its diverse manifestations.
• José Ramón López Villares Prize. Every year up to four prizes worth 3,000 euros each are awarded to ﬁnal
thesis projects of university students specializing in Airports and Air Navigation.
• Journalism Prize. This annual prize is worth 6,000 euros and it is for journalism projects about transport, air
navigation, airports and related subjects.
• Photography Prize. Three prizes are awarded, worth 12,000, 7,000 and 4,000 euros. The purpose of this
prize is to promote this art form. The award-winning works become part of the Aena Collection.
• During 2009, more than 10,500 people viewed Aena’s collection of contemporary art.
242 Corporate Social Responsibility Report 2009
Aena supporting culture
organized around the subject National and Inter- in general. It also publishes catalogues related to
national Aeronautical Organizations. The aim of the Aena Contemporary Art Collection, paperback
these meetings was to assess a set of aeronautical books containing the papers read at the Meetings
entities that lead to coordinated and harmonious on Historic Aeronautical Studies and a book series
aeronautics, air transport and air navigation. Thus, through which it aims to disseminate all facets of
nine specialists presented the history, objectives, aeronautical culture. The publications produced du-
characteristics and operations of different profes- ring 2009 are listed in the adjacent table.
sional or entrepreneurial associations and interna-
tional organizations, each of whose specialty and • In addition to these publications, since 1996 the
task is different but whose ultimate mission is the Foundation has been publishing the magazine
same: the proper functioning of air transport. Aena-Arte as a means of cultural expression and
diffusion of the Aena Foundation’s art holdings
AENA CONTRIBUTIONS TO THE AENA FOUNDATION as well as scientiﬁc and technological knowled-
(THOUSANDS OF EUROS)
ge about aeronautics, transport, air navigation
2007 2008 2009
and its infrastructures. By embracing these two
2.119 2.182 1.721 broad ﬁelds, the magazine has become, on the
one hand, a prominent showcase of the natio-
nal airport network and a forum of debate about
• Publications. Either directly or in collaboration wi- aviation history and the new challenges of ae-
th other institutions, the Aena Foundation publishes ronautics, and on the other hand, a door open
monographs on themes regarding air transport and to contemporary art and collecting, with essays,
navigation, airport infrastructures and aeronautics interviews with representatives of cutting-edge
EXHIBITIONS HELD BY THE AENA FOUNDATION IN 2009
Aena’s contemporary art collection
• Malaga (University administration building) February 27th to April 26th.
• Jerez de la Frontera (Villavicencio Palace) May 7th to June 21st.
• Melilla Airport, 40th Anniversary. July 5th to September 30th.
• Ávila (Los Serrano Palace). November 20th to January 17th. 2010
Attended by more than 10,500 visitors, 6,425 of them in Avila
Collection of models: A century of Spanish aeronautics industry
• Saragossa Airport. July 6th to September 3rd
• Paterna (Valencia) Gran Teatro. September 5th to October 3rd
More than 5,000 visitorsntes
Environment: Birds, travellers without borders
• Albacete Airport, from March 2nd to April 1st.
• Alicante Airport, from April 2nd to May 4th.
• Murcia Airport, from May 5th to June 4th.
Corporate Social Responsibility Report 2009 243
Aena supporting culture
PUBLICATIONS PRODUCED BY THE AENA FOUNDATION IN 2009
• Multiple authors: Figures of Spanish Aeronautics II
• Mª Dolores Lizárraga: Legal Framework for Airport Activity
• Emilio Herrera: Aeronautical Science. Edited by Emilio Atienza
Publications sponsored by the Foundation:
• Seminar on Safety and Air Transport. Published by the Ibero-American Institute of Aeronautical and Space
• XXXIInd Ibero-American Meetings on Aeronautics and Space Law (2003). Published by IIDAE
• XXXVIIth Ibero-American Meetings on Aeronautics and Space Law (2008). Published by IIDEA
• The catalogue Sculpture, Graphic Works, Aena Art, on the exhibition held at the University of Malaga.
• The catalogue Painting, Sculpture, Aena Art, on the exhibition held in Jerez de la Frontera.
• The catalogue Aena’s Collection. Art at the Airports, on the exhibition held in Avila.
art, and special features about aspects related to issue includes original illustrations made especially for
Aena’s art collections, the restoration of its pieces the magazine by Broto, Guinovart, Sicilia or Gordillo,
and its new acquisitions. among other key painters from the contemporary art
world. Contributors to its section Airport Times have
Along with its regular content, and in keeping with its included writers such as the Cervantes prize winner Jo-
commitment to art and culture, Aena Arte has always sé Jiménez Lozano, Manual Vázquez Montalbán, Án-
counted on the contributions of eminent architects, geles Caso and Luis Mateo Díez. During the year 2009
artists and specialists in the ﬁelds it addresses. Every two issues of Aena-Arte were printed.
EXHIBITIONS AT MADRID-BARAJAS AIRPORTS
• In order to facilitate the expansion of culture, in addition to increasing quality for airport users, whether
they are passengers, companions or airport workers, Madrid-Barajas Airport management decided to set
aside a permanent space for exhibiting pictorial, sculptural, photographic and other works in the terminal
T123. This area is located in the corridor of terminal T2, which links car park P2 to the terminal. A 48 m x
2.5 m showcase was ﬁtted to facilitate the installation and exhibition of artworks. It contains ﬁve 6 m x 1m
tables to enable horizontal placement of sculptures and angular placement of pictures. Therefore, in 2009
a total of 12 exhibitions by different artists were authorized and coordinated directly from the airport.
AENA DOCUMENTATION AND PUBLICATIONS CENTRE
Aena Documentation and Publications Centre (CDP) CDP is in charge of establishing the rules and proce-
is our company’s technical and professional informa- dures that ensure the quality of the publications Ae-
tion reference centre. It therefore selects, analyzes, na produces.
catalogues and distributes specialized information on
airports and air navigation; identiﬁes sources of infor- The CDP archive contains monographs, periodicals,
mation, materials and experts; produces publications; reports, directories, statements, conference minutes,
trains Aena researchers; and reaches out to other do- doctoral theses, videos, presentations, regulations, le-
cumentation centres in the industry. Furthermore, the gislation, website addresses, etc.
244 Corporate Social Responsibility Report 2009
Aena supporting culture
Due to the interest in this centre’s specialized informa- and bibliographic references can be obtained for: books
tion, certain services are provided to researchers, stu- and documents in general, magazine articles with sum-
dents and companies that request them. maries in Spanish, selected legislation, acronyms and
links, in addition to a historical collection of documents
Similarly, at Aena’s website specialized databases on air- and magazine articles, including published documents
ports, air transport and air navigation can be consulted, or those referring to the period previous to 1980.
COLLABORATIVE AGREEMENT WITH THE LOCAL SOCIAL ACTION COMMISSIONS
MINISTRY OF DEFENCE ORGANIZE CULTURAL ACTIVITIES FOR BOOK DAY
The Aena Foundation has signed a collaborative On the occasion of Book Day on April 23rd the
agreement with the Ministry of Defence to digitize local social action commissions, in collaboration
the Historical Air Force Archive located in Villaviciosa with the Corporate Beneﬁts and Social Projects
de Odón, and to contribute to the conservation of Area, organized the ﬁrst set of cultural activities at
the holdings of its Aeronautical Museum located Aena centres in Madrid. Therefore, during the week
at Cuatro Vientos Airport. The ﬁve-year agreement of April 20th there were myriad social and cultural
speciﬁes that the Air Force will plan and oversee endeavours stemming from three basic objectives:
the tasks of recovery, cataloguing, registration, to promote cultural activities related to Book Day, to
digitization of photographs and historical offer engaging cultural alternatives for workers, family
documents, and conservation of the historical members and friends, and to generate spaces for
archive. Furthermore, it will propose the acquisition participation and sharing among Aena personnel.
of suitable computer equipment for the digitization
and consultation of documentary holdings and Literary workshop, tour and book reading
images. The Air Force will also plan and direct the Of special note, for example, was a tour to the so-
restoration and processing tasks required for the called Madrid of Letters, and the organization of a
conservation and exhibition of the Aeronautics creative writing workshop, which focused on how
and Astronautics Museum holdings. Nevertheless, to motivate writing, come up with creative ideas,
it must make proposals to the Aena Foundation propose original texts, etc. Another one of the
regarding the actions it aims to carry out, as well as activities was the presentation of the book Stories for
the speciﬁc budgets for each of these actions. The Preventing, promoted by the National Confederation
Aena Foundation will provide the necessary funds of Parents of Students. Finally, throughout the entire
at all times and this agreement will be in force for a week there were book stands set up and selling
ﬁve-year period, which may be extended. books at different Aena centres in Madrid.
Corporate Social Responsibility Report 2009 245
The CSR Report Aena
symbolizes its commitment
to transparency with
Corporate Social Responsibility Report 2009
Proﬁle of this report
Proﬁle of this report
With this Corporate Social Responsibility Report, Aena to unify all Spanish airports, Air Navigation and Central
(Aeropuertos Españoles y Navegación Aérea - Spanish Services facilities. To this end, as in previous years, in or-
Airports and Air Navigation) aims to continue along the der to prepare this report the Global Reporting Initiative
course of analysis, evaluation and communication of its (GRI) guidelines for sustainability reporting (version 3.0)
management from the point of view of sustainability, from October 2006 were followed.
taking into account the existing interrelation between
its activity and the social, economic and environmental Owing to this resolve to improve, the cu-
sphere in which it develops. rrent edition has been reviewed and veri-
ﬁed for the ﬁrst time by AENOR, the
This is the fourth year that Aena is publishing its Corpo- Spanish certifying agency, which establis-
rate Social Responsibility Report. During this time the le- hed that the content and indicators of the current re-
vel of information reported in it has been progressively port merit the B+ application level of the GRI
improved, as proper channels have been established for recommendations. Aena is determined to gradually
compiling and standardizing the company’s overall data achieve higher levels of compliance in future editions.
PERIODICITY AND SCOPE
As in the ﬁnancial year 2008, Aena publishes its an- the 2007-2009 period for most of the indicators se-
nual Corporate Social Responsibility Report, which lected, in order to provide a temporal reference that
encompasses all the activities, products and services may offer insight into the evolution of the different
developed by the Public Company “Aeropuertos Es- indicators selected. However, in the chapter “About
pañoles y Navigación Aérea”, and its content is com- Aena”, merely for informative purposes, information
plemented through the information provided in the is included about a number of “Good Practices” of
Aena’s Annual Report 2009 and its website: (www. the holding companies in which Aena has 100% in-
Therefore, the information this report contains co- In the cases in which the information provided pertains
vers the company’s results during the year 2009 to a different timeframe, this is duly indicated. Signiﬁcant
in Spain, encompassing Spanish airports, heli- changes with regard to previous periods, boundaries or
ports and air navigation, in addition to those from the methods of valuation applied are likewise indicated.
SELECTION OF CONTENT
When undertaking the task of selecting content, the (mainly employees, customers, society in general, the
following aspects were taken into account: Aena’s administration and suppliers), the indicators applied
particularities, the reference documents on indicators by the airport industry in Europe, the strategically
published by the GRI, the expectations of stakeholders important voluntary agreements Aena has entered
248 Corporate Social Responsibility Report 2009
Proﬁle of this report
into, and other documents related to indicators of institutions (European Environmental Agency, Minis-
sustainability and the transport industry published try of Public Works and Transport, Ministry of the Na-
by European and Spanish industry associations and tural, Rural and Marine Environment, etc.)..
ACCURACY OF INFORMATION
The information provided in this report was ob- from external sources is cited, these sources are
tained through Aena’s internal information and credited so they can be easily traced and veri-
communications systems. Whenever information fied.
Corporate Social Responsibility Report 2009 249
Solar energy panels in
Palma de Mallorca Airport
Corporate Social Responsibility Report 2009
APPENDICE 1: VERIFICATION REPORT CERTIFICATE
252 Corporate Social Responsibility Report 2009
APPENDICE 2: GLOBAL REPORTING INITIATIVE (GRI) CONTENT INDEX
GRI CONTENT INDEX
CSR Report 2009 /
Annual Report 2009 page
1. STRATEGY AND ANALYSIS
Statement from the most senior decision-maker of the organization about the relevance of sustainability to
the organization and its strategy.
1.2. Description of key impacts, risks and opportunities. 152
2. ORGANIZATIONAL PROFILE
2.1 Name of the organization. 146, 248
2.2 Primary brands, products and/or services. 146-149, 154, 187
146, 149, Geographic Presence
Operational structure of the organization, including main divisions, operating companies, subsidiaries and
2.3 (204-205)*, International
2.4 Location of organization’s headquarters. Cover
Number of countries where the organization operates, and names of countries with either major operations 2,4 Geographic presence *
or that are speciﬁcally relevant to the sustainability issues covered in the Report. International development *
2.6 Nature of ownership and legal form. 146
Geographic Presence (204-205) *
2.7 Markets served.
2.8 Scale of the reporting organization. 146-149, 158, 173
Infrastructures (224-233) *
2.9 Signiﬁcant changes during the reporting period regarding size, structure, or ownership.
Air Navigation (242-243, 244-
245 y 246-247)*
2.10 Awards received. 168
3. REPORT PARAMETERS
3.1 Reporting period. 248
3.2 Date of most recent previous Report. 248
3.3 Reporting cycle. 248
3.4 Contact point. Cover
3.5 Process for deﬁning report content. 164-166, 248-249
3.6 Boundary of the Report. 168, 248-249
175 (foot note), 178 (chart
remark), 213-214 (charts
3.7 Limitations on the scope. remarks), 219 (chart remark),
223 (graph remark), 225 (charts
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities
that can signiﬁcantly affect comparability from period to period and/or between organizations.
174 (graph remark), 187 (foot
Data measurement techniques and the bases of calculations, including assumptions and techniques note), 213 (indirect energy
underlying estimations applied to the compilation of the indicators and other information in the Report. consumption chart remark), 214
(chart remark), 219 (chart remark)
3.10 Effect of any re-statements of information provided in earlier reports. 158, 213, 214, 225, 248
Signiﬁcant changes from previous reporting periods in the scope, boundary, or measurement methods
3.11 158, 213, 225
applied in the Report.
3.12 Table identifying the location of the standard disclosures in the Report. Appendices (GRI Content Index)
248, Appendix 1 (AENOR
3.13 Policy and current practice with regard to seeking external assurance for the Report.
4. GOVERNANCE, COMMITMENTS AND PARTICIPATION OF INTEREST GROUPS
4.1 Governance structure. 150
4.2 Indicate whether the chairman of the highest governance body is also an executive ofﬁcer. 150
4.3 Number of members of the highest governance body that are independent or non-executive members. 150
Corporate Social Responsibility Report 2009 253
GRI CONTENT INDEX
CSR Report 2009 /
Annual Report 2009 page
Mechanisms for shareholders and employees to provide recommendations or direction to the highest
Linkage between compensation for members of the highest governance body, senior managers, and
4.5 executives (including departure arrangements), and the organization’s performance (including social and 175-176
4.6 Processes in place for the highest governance body to ensure conﬂicts of interest are avoided. 151
Process for determining the qualiﬁcations and expertise of the members of the highest governance body for
guiding the organization’s strategy on economic, environmental, and social topics.
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, 147, 151, 154-157, 158-159,
environmental, and social performance and the status of their implementation. 172, 175, 188-189,230
Procedures of the highest governance body for overseeing the organization’s identiﬁcation and
management of economic, environmental, and social performance, including relevant risks and
opportunities, and adherence or compliance with internationally agreed standards, codes of conduct,
Processes for evaluating the highest governance body’s own performance, particularly with respect to
economic, environmental, and social performance.
4.11 Explanation of how the precautionary approach or principle is addressed by the organization. 152, 155-156, 203-204, 208
Externally developed economic, environmental, and social charters, principles, or other initiatives to which (Solidarity Spaces and Solidarity
the organization subscribes or endorses. Space Use), 237 (ONT and Special
Services at Airports), 238-239
Memberships in associations (such as industry associations) and/or national/ international bodies supported
by the organization.
4.14 List of interest groups engaged by the organization. 164-166
4.15 Basis for identiﬁcation and selection of interest groups with whom to engage. 165
4.16 Approaches to interest groups engagement, including frequency of engagement by type and category. 164-166
Key topics and concerns that have been raised through interest groups engagement, and how the
organization has responded to those key topics and concerns, including through its reporting.
ECONOMIC PERFORMANCE INDICATORS Management approach: 145, 153-157,162
Direct economic value generated and distributed, including revenues, operating costs, employee
EC1 compensation, donations and other community investments, retained earnings, and payments to capital 158
providers and governments.
Financial implications and other risks and opportunities for the organization’s activities due to climate
EC2 208, 211-213
EC3 Coverage of the organization’s deﬁned beneﬁt plan obligations. 180
EC4 Signiﬁcant ﬁnancial assistance received from governments. 159, 178-179
EC6 Policy, practices, and proportion of spending on locally-based suppliers at signiﬁcant locations of operation. 197-198
Development and impact of infrastructure investments and services provided primarily for public beneﬁt 230-232 (Acoustic Insulation
through commercial, in-kind, or pro bono engagement. Plans),242
EC9 Understanding and describing signiﬁcant indirect economic impacts, including the extent of said impacts. 148
ENVIRONMENTAL PERFORMANCE INDICATORS. Management Approach: 145, 154-157, 201-203, 209, 210-211, 213, 215, 219, 222, 224-225, 227
EN1 Materials used by weight or volume. (1)
EN2 Percentage of materials used that are input materials. (1)
EN3 Direct energy consumption by primary energy source. 213
EN4 Indirect energy consumption by primary source. 213
EN5 Energy saved due to conservation and efﬁciency improvements. 213-214
Initiatives to provide energy-efﬁcient or renewable energy based products and services, and reductions in
energy requirements as a result of these initiatives.
EN8 Total water withdrawal by source. 224
Description of adjoining land or that located in protected natural spaces or unprotected areas with a high
EN11 biodiversity. Location and size of land owned, leased, managed in areas of high biodiversity value outside 219
254 Corporate Social Responsibility Report 2009
GRI CONTENT INDEX
CSR Report 2009 /
Annual Report 2009 page
Description of signiﬁcant impacts on the biodiversity in protected natural spaces or unprotected areas with
EN12 a high biodiversity, of activities, products and services in protected areas and areas of high biodiversity value 219-222
outside protected areas.
EN13 Habitats protected or restored. 219-221
EN14 Strategies, current actions, and future plans for managing impacts on biodiversity. 219-222
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved. 209-210, 213-214
EN20 NOx, SOx, and other signiﬁcant air emissions by type and weight. 215-217
EN22 Total weight of waste by type and disposal method. 224-226
203-205 (noise initiatives),
208 (environmental action
plan), 211-212 (climate change
EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. initiatives),
213-214 (energy initiatives), 224
EN30 Total environmental protection expenditures and investments by type. 202
SOCIAL PERFORMANCE INDICATORS
LABOUR PRACTICES. Management approach: 154-157, 171-172
LA1 Total workforce by employment type, employment contract, and region. 173-174
LA2 Total number and rate of employee turnover by age group, gender, and region. 173
Social beneﬁts provided to full-time employees that are not provided to temporary or part-time employees,
by major operations.
LA4 Percentage of employees covered by collective agreements. 172
Percentage of total workforce represented in formal joint management-worker health and safety
committees that help monitor and advice on occupational health and safety programmes.
Education, training, counselling, prevention, and risk-control programmes in place to assist workforce
members, their families, or community members regarding serious diseases.
LA9 Health and safety topics covered in formal agreements with trade unions. 176-177
LA10 Average hours of training per year and employee by employee category. 178-179
Programs for skills management and lifelong learning that support the continued employability of
employees and assist them in managing career endings.
LA12 Percentage of employees receiving regular performance and career development reviews. 175
Composition of governance bodies and breakdown of employees per category according to gender, age
group, minority group membership, and other indicators of diversity.
LA14 Ratio of basic salary of men to women by employee category. 174
HUMAN RIGHTS. Management approach: 154-157, 171-172, 174-175
Operations of the company in which the right to exercise freedom of association and collective bargaining
may be at signiﬁcant risk, and actions taken to support these rights.
Operations identiﬁed as having signiﬁcant risk for incidents of child labour, and measures taken to
contribute to the elimination of child labour.
Operations identiﬁed as having signiﬁcant risk for incidents of forced or compulsory labour, and measures to
contribute to the elimination of forced or compulsory labour.
SOCIETY. Management approach: 145, 151, 154-157, 167, 230-232
Nature, scope, and effectiveness of any programmes and practices that assess and manage the impacts of
operations on communities, including entering, operating, and exiting.
SO5 Public policy positions and participation in public policy development and lobbying. 151, 167
PRODUCT RESPONSIBILITY. Management approach: 145, 154-157, 159-161, 186-188, 194, 191, 197-199
Life cycle stages in which health and safety impacts of products and services are assessed for improvement,
and percentage of signiﬁcant products and services categories subject to such procedures.
Type of product and service information required by procedures and legislation in force, and percentage of
products and services subject to such information requirements.
PR5 Practices related to client satisfaction, including results of surveys measuring client satisfaction. 186-190
(*) Information included in Aena’s Annual Report 2009.
(1) Taking into account the nature of Aena’s activity, this consumption is not considered to be signiﬁcant.
Corporate Social Responsibility Report 2009 255
Con el objeto de minimizar el posible impacto ambiental de esta publicación Aena ha
utilizado papel 100% reciclado y libre de cloro tanto para las cubiertas como para los
interiores aunque ello conlleve una blancura menor de sus hojas.
In order to reduce the possible environmental impact of this publication, Aena has used
100% chlorine free recycled paper both for the cover and the interiors although papers
appear slightly less white.
Dirección y edición: Dirección de Comunicación de Aena.
Management and Edition: Aena’s Communication Directorate.
Producción e impresión: Grupo AGA.
Production and printing: Grupo AGA.
Fotografía: Archivo Gráﬁco de Aena (Agaena).
Depósito legal: M-38484-2010.
Legal deposit: M-38484-2010.