Annual Report • May 22, 2020
Annual Report
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Consolidated non-financial statement pursuant to Italian Legislative Decree no. 254/2016
1
statement pursuant to Italian Legislative
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Letter to Stakeholders Group Profile Risk management Governance Materiality analysis and stakeh Sustainability map |
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| Capitals | |
| Financial capital |
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| Infrastructural capital such | |
| Later Human capital Latera and T | |
| __ Social capital __ | |
| Natural capital __ | |
| and the company of the company of the company of the company of the company of the company of the company of the company of the company of the company of the company of the company of the company of the company of the com Appendix |
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| Drafting of the Report _____ | |
| Analitical data Alexander Analitical | |
| Summary tables __ | |
| Assurance Contacts |
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| Letter to Stakeholders | 6 | |
|---|---|---|
| Group Profile | 8 | |
| Risk management | 24 | |
| Governance | 32 | |
| Materiality analysis and stakeholder engagement | 48 | |
| Sustainability map | 56 | |
| Capitals | 60 | |
| Financial capital | 62 | |
| Infrastructural capital | 76 | |
| Human capital | 92 | |
| Social capital | 108 | |
| Natural capital | 124 | |
| Appendix | 142 | |
| Drafting of the Report | 144 | |
| Analitical data | 147 | |
| Summary tables | 161 | |
| Assurance | 170 | |
| Contacts | 173 | |
2019 also saw the completion of the process of consolidation into Atlantia of Abertis Group, making our Group the leading international player in the transport infrastructures sector. A single capital formed by skills and technologies spread over 24 countries, with around 15,000 kilometres of motorway network managed by concession and an airport system that serves over 60 million passengers a year between Italy and France.
The Group's sustainability policy looks towards the sustainable development strategy adopted by the UN General Assembly in September 2015, including 17 goals (SDGs) to be achieved by 2030, and is in line with the indications of the Global Compact.
This integrated report, which is also a non-financial consolidated statement pursuant to Italian Legislative Decree 254/2016, illustrates the efforts that guide Atlantia Group's activities with regard to sustainability. The four areas integrity, environment, people, community - were identified based on the sustainable development goals of the UN Agenda 2030 and the outcomes of the materiality analysis that brought together issues significant for Atlantia. On this basis, an examination was undertaken of the activities implemented by the various companies in the Group, in order to gear them towards the pursuit of common objectives, in line with the areas Atlantia operates in. This is a continually evolving process, as is the sustainable development strategy adopted by the UN, the aim of which is to strengthen and harmonise the efforts of each company through shared planning. We hope it will soon be possible to overcome the severe crisis we are going through, and that we will be able to work together - businesses, communities, institutions - to build a sustainable future, made of good practices able to safeguard citizens' health, the environment and our local areas and to support the weaker members of the population.
Atlantia is confident that we will be able to make a significant contribution to recovery, thanks to our mobility infrastructure, which are essential for the economy and for people in so many areas of the world.
This Integrated Report marks the close of a challenging year for Atlantia Group, and is published today in a scenario marked by the most severe health and economic crisis since the period following WWII, both in Italy and worldwide.
The Covid-19 pandemic is placing intense pressure on countries, healthcare systems, companies and individual citizens, and has caused thousands of victims in Italy and worldwide.
This has inevitably had a very significant impact on Atlantia Group, which operates internationally in the strategic sectors of mobility and infrastructures. The current situation alters the scale of both the difficulties and successes of the year that has just ended, and urges us, more than ever before, to describe our efforts by focusing above all on their impact on people, local areas and communities. Like many other companies, Atlantia has sought to offer its support, in the form of donations destined for the handling of the emergency and for research projects, diagnoses and healthcare.
2019, the year following the Morandi Bridge tragedy in Genoa, was for us marked by important initiatives for the improvement of governance, infrastructure management, the implementation and programming of work in the areas of safety and relations with the Institutions, local administrations and citizens. Specifically, Autostrade per l'Italia, - which is currently registering a drastic reduction in traffic on the motorway network it manages as a result of the pandemic - significantly boosted investments in the modernisation and strengthening of the motorway network in 2019, with the aim of improving safety and technological development at the service of travellers, through predictive traffic information systems and new signalling and communication technologies.
In addition, it embarked on the implementation of new systems for the real-time control of road and traffic conditions and the use of sensors, cameras and drones for the surveillance of bridges, viaducts and tunnels. The airport sector, which has also been severely impacted by the current crisis, has taken major steps forward in the quality of the services offered and in sustainable environmental policies.
Specifically, Fiumicino airport confirmed its no. 1 position in the major European hub airport ranking, with over 40 million passengers a year, obtaining the "Airport Service Quality Award" for the second consecutive year, and, also for the second consecutive year, was named Europe's top airport with over 25 million passengers, according to ACI Europe (Airport Council International).
Carlo Bertazzo CEO
Atlantia in the world Group history Atlantia assets Investors Value creation strategy
Operating context
Group profile
Atlantia is a global leader in the motorway and airport transport infrastructures sector. The group manages toll motorways, Fiumicino and Ciampino airports in Italy and the three airports of Nice, Cannes-Mandelieu and Saint Tropez in France.
[1] Includes the non-consolidated companies; includes Mexico, where an agreement has been reached between Abertis Infraestructuras and Goldman Sachs Infrastructure Partners (GSIP) for the acquisition of 70% of the capital of Red de Carreteras de Occidente (RCO). The operation is expected
to be concluded in the coming months.
Countries
24[1]
Italian network
over 54% of the Italian toll motorway network
managed
Network
15,000 km
of network managed
Employees
31,000
Passengers
64 m
49.4 m
(+2.1%) Rome airports passengers
14.5 m
(+4.6%) Nice airports passengers
| Italy | |||||
|---|---|---|---|---|---|
| Atlantia | Atlantia interest | km Concession expiry date | |||
| Autostrade per l'Italia | 88.06% | 2.855 | 2038 | ||
| Società Italiana per il Traforo del Monte Bianco | 44.91% | 6 | 2050 | ||
| Raccordo Autostradale Valle d'Aosta | 21.54% | 32 | 2032 | ||
| Tangenziale di Napoli | 88.06% | 20 | 2037 | ||
| Autostrade Meridionali[3] | 51.94% | 52 | 2012 | ||
| Società Autostrada Tirrenica[4] | 88.06% | 55 | 2046 | ||
| Abertis | Abertis interest | km Concession expiry date | |||
| Autostrada Brescia Padova | 90.03% | 236 | 2026 | ||
| Total | 3,256 | ||||
| Spain | |||||
| Abertis | Abertis interest | km Concession expiry date | |||
| Autopistas España | 100% | ||||
| Acesa | 100% | 479 | 2021 | ||
| Aucat | 100% | 47 | 2039 | ||
| Aulesa | 100% | 38 | 2055 | ||
| Aumar | 100% | 468 | 2019 | ||
| Avasa | 100% | 294 | 2026 | ||
| Castellana/Iberpistas | 100% | 120 | 2029 | ||
| Autopistas Catalanes | 100% | ||||
| Invicat | 100% | 66 | 2021 | ||
| Túnels de Barcelona | 50.01% | 46 | 2037 | ||
| Trados-45 | 50.01% | 15 | 2029 | ||
| Total | 1,573 |
[2] The table shows figures for the fully consolidated companies. Atlantia holds a 50%+1 share of Abertis. [3] For the tender for the re-awarding of the concession, see the chapter "Significant regulatory events" in the Financial Report. [4] An addendum is currently being drafted with the Concession grantor.
| Concession expiry date | km | Atlantia interest |
|---|---|---|
| 2038 | 2.855 | 88.06% |
| 2050 | 6 | 44.91% |
| 2032 | 32 | 21.54% |
| 2037 | 20 | 88.06% |
| 2012 | 52 | 51.94% |
| 2046 | 55 | 88.06% |
| Concession expiry date | km | Abertis interest |
| 2026 | 236 | 90.03% |
| 3,256 |
| Abertis interest | km - | Concession expiry date |
|---|---|---|
| 100% | ||
| 100% | 479 | 2021 |
| 100% | 47 | 2039 |
| 100% | 38 | 2055 |
| 100% | 468 | 2019 |
| 100% | 294 | 2026 |
| 100% | 120 | 2029 |
| 100% | ||
| 100% | 66 | 2021 |
| 50.01% | 46 | 2037 |
| 50.01% | 15 | 2029 |
| 1,573 |
| France | |||||
|---|---|---|---|---|---|
| Abertis | Abertis interest | km Concession expiry date | |||
| Sanef | 100% | 1,396 | 2031 | ||
| Sapn | 99.97% | 372 | 2033 | ||
| Total | 1,768 | ||||
| Poland | |||||
| Atlantia | Atlantia interest | km Concession expiry date | |||
| Stalexport Autostrada Malopolska | 61.20% | 61 | 2027 | ||
| Brazil | |||||
| Atlantia | Interessenza Atlantia | km Concession expiry date | |||
| AB Concessões | 50.00% | ||||
| Rodovias das Colinas | 50.00% | 307 | 2028 | ||
| Concessionária da Rodovia MG050 | 50.00% | 372 | 2032 | ||
| Triangulo do Sol Auto Estradas | 50.00% | 442 | 2021 | ||
| Abertis | Atlantia interest | km Concession expiry date | |||
| Arteris | 41.97% | ||||
| Fernão Dias | 41.97% | 570 | 2033 | ||
| Litoral Sul | 41.97% | 406 | 2033 | ||
| Planalto Sul | 41.97% | 413 | 2033 | ||
| Via Paulista[5] | 41.97% | 721 | 2047 | ||
| Régis Bittencourt | 41.97% | 390 | 2033 | ||
| Intervias | 41.97% | 380 | 2028 | ||
| Fluminense | 41.97% | 320 | 2033 | ||
| Centrovias[6] | 41.97% | 218 | 2020 | ||
| Total | 4,539 | ||||
| Chile | |||||
| Atlantia | Atlantia interest | km Concession expiry date | |||
| Grupo Costanera | 50.01% | ||||
| Litoral Central | 50.01% | 81 | 2031 | ||
| Costanera Norte | 50.01% | 43 | 2033 | ||
| Autopista Nororiente[7] | 50.01% | 22 | 2042 | ||
| Vespucio Sur | 50.01% | 24 | 2032 | ||
| AMB[7] | 50.01% | 10 | 2024 | ||
| Vespucio Oriente (AVO II)[8] | 50.01% | 5 | 2052 | ||
| Ruta 78-68[8] | 50.01% | 9 | 2049 | ||
| Los Lagos | 100.00% | 134 | 2023 |
| Abertis | Abertis interest | km Concession expiry date | |||
|---|---|---|---|---|---|
| Vias Chile | 80% | ||||
| Rutas del Elqui | 80% | 229 | 2022 | ||
| Rutas del Pacífico | 80% | 141 | 2024 | ||
| Autopistas del Sol | 80% | 133 | 2021 | ||
| Autopista de Los Libertadores | 80% | 116 | 2026 | ||
| Autopista de Los Andes | 80% | 92 | 2036 | ||
| Autopista Central | 80% | 62 | 2032 | ||
| Total | 1,100 | ||||
| India | |||||
| Abertis | Abertis interest | km Concession expiry date | |||
| Trichy Tollway | 100% | 94 | 2026 | ||
| Jadcherla Expressways | 100% | 58 | 2026 | ||
| Total | 152 | ||||
| Puerto Rico | |||||
| Abertis | Abertis interest | km Concession expiry date | |||
| Autopista Puerto Rico | 100% | 2 | 2044 | ||
| Metropistas | 51% | 88 | 2061 | ||
| Total | 90 | ||||
| Argentina | |||||
| Abertis | Abertis interest | km Concession expiry date | |||
| GCO | 48.60% | 56 | 2030 | ||
| Ausol | 31.59% | 119 | 2030 | ||
| Total | 175 |
[5] Includes 317 km of Autovias, for which the concession expired in April 2019. [6] Concession extended to the beginning of May 2020.
[7] The duration of the concession is estimated based on the agreements with the Concession grantor. [8] Through its Chilean subsidiary Grupo Costanera, Atlantia won the tender for the construction and operative management of the project Amerigo Vespucio Oriente II and Conexión Vial Ruta 78-68.
| Airports | |||
|---|---|---|---|
| Atlantia interest | Airports | Concession expiry date | |
| Aeroporti di Roma | 99.38% | 2 | 2044 |
| Azzurra Aeroporti | 60.40% | ||
| Aéroports de la Côte d'Azur | 38.66% | 3 | 2044 |
| Other business | ||
|---|---|---|
| Atlantia interest | Sector of activity | |
| Telepass[9] | 100% | Electronic toll payment systems |
| Electronic Transaction Consultants | 64.46% | Electronic toll payment systems |
| Spea Engineering | 97.49% | Engineering services for motorway/airport infrastructures |
| Pavimental | 96.89% | Construction and maintenance of motorway/airport infrastructures |
| Other Abertis business | Atlantia interest | Sector of activity |
| Abertis Mobility services | 100% | Electronic toll payment systems |
| Other shareholdings[10] | ||
|---|---|---|
| Atlantia interest | Sector of activity | |
| Aeroporto di Bologna | 29.38% | Construction companies |
| Hochtief | 23.86% | |
| Getlink | 15.49% | Channel tunnel management and concessionaire company |
Traffic performance was positive on the main markets Abertis operates in. It should be noted that the comparison with the same period of the previous year was affected by the negative effect of adverse weather events in Spain in the early months of 2018, and by the favourable tariff conditions introduced for heavy vehicles in September 2018 by the Spanish concessionaires Acesa and Aumar. In Brazil, the increase in traffic reflected the impact of the hauliers' strike in May 2018, while in Chile, traffic was negatively impacted by the social protests that began in October 2019. In Argentina, traffic was affected by the economic situation in the country and the increase in tariffs.
| Traffic - Million of Km travelled | ||||||
|---|---|---|---|---|---|---|
| Concessionaire company | 2018 | 2019 | Var% | |||
| Chile | ||||||
| Grupo Costanera | ||||||
| Costanera Norte | 1,324 | 1,380 | 4.2% | |||
| Vespucio Sur | 969 | 990 | 2.2% | |||
| Nororiente[13] | 110 | 146 | 33.5% | |||
| Litoral Central | 137 | 144 | 5.0% | |||
| AMB | 28 | 29 | 2.4% | |||
| Los Lagos | 1,108 | 1,159 | 4.6% | |||
| Totale | 3,676 | 3,849 | 4.7% |
| Traffic - Millions of Km travelled | |||||||
|---|---|---|---|---|---|---|---|
| Country | 2018 | 2019 | Var | Var% | |||
| Spain | 12,265 | 13,229 | 964 | 7.9% | |||
| France | 16,239 | 16,398 | 160 | 1.0% | |||
| Italy | 5,624 | 5,635 | 10 | 0.2% | |||
| Brazil | 20,962 | 21,763 | 801 | 3.8% | |||
| Chile | 7,794 | 7,547 | -246 | -3.2% | |||
| Argentina | 5,253 | 5,204 | -49 | -0.9% | |||
| Puerto Rico | 2,271 | 2,278 | 6 | 0.3% | |||
| India | 1,153 | 1,245 | 91 | 7.9% | |||
| Total | 71,562 | 73,299 | 1,737 | 2.4% |
| Traffic - Million of Km travelled | |||||||
|---|---|---|---|---|---|---|---|
| Concessionaire company | 2018 | 2019 | Var% | ||||
| Brazil | |||||||
| Triangulo do Sol | 1,463 | 1,525 | 4.3% | ||||
| Rodovias das Colinas | 2,005 | 2,108 | 5.2% | ||||
| Rodovia MG050 | 842 | 873 | 3.7% | ||||
| Totale | 4,309 | 4,506 | 4.6% | ||||
| Poland | |||||||
| Stalexport Autostrada Malopolska | 1,009 | 1,015 | 0.6% |
[13] In July 2018, the concessionaire introduced the "free flow" toll collection system, which has significantly boosted the appeal of Nororiente compared to alternative roads.
Atlantia Group is the main Italian motorway operator and following the acquisition of Abertis, manages over 54% of the domestic toll payment motorway network.
In 2019, traffic on the motorway network of Autostrade per l'Italia and its concessionaire subsidiaries rose by 0.7% compared to the previous year. Specifically, kilometres travelled by 2-axle vehicles rose by 0.4%, while those by 3+ axle vehicles increased by 2.9%.
Traffic trends on the foreign motorway networks were as follows: Chile +4.7%, Brazil + 4.6%, Poland +5.2%.
| Millions of Km travelled | ||||||
|---|---|---|---|---|---|---|
| Concessionaire company | 2-axle vehicles |
3 or more axle vehicles |
Total vehicles |
% variation compared to 2018 |
||
| Autostrade per l'Italia | 41,535.4 | 6,827.0 | 48,362.4 | 0.7% | ||
| Autostrade Meridionali | 1,674.6 | 27.3 | 1,701.9 | 0.1% | ||
| Tangenziale di Napoli | 906.5 | 15.7 | 922.2 | -0.6% | ||
| Società Autostrada Tirrenica | 277.2 | 25.2 | 302.4 | -0.4% | ||
| Raccordo autostradale Valle d'Aosta | 94.5 | 20.8 | 115.4 | 2.0% | ||
| Società Italiana per il Traforo del Monte Bianco | 8.0 | 3.6 | 11.6 | 0.4% | ||
| Total Italian concessionaire companies | 44,496.3 | 6,919.7 | 51,416.0 | 0.7% |
In 2019, Nice airport welcomed over 14.5 million passengers, up 4.6% on the previous year. Domestic flights, accounting for 35% of total traffic, rose by 4.2% compared to the previous year, while the EU segment, which accounts for 47% of total traffic, and the non-EU segment increased by 4.9% and 4.4% respectively.
(millions of passengers and change from 2018 to 2019)
During 2019, the airport system in Rome welcomed over 49.4 million passengers, up 1.2% on the previous year. The EU segment, accounting for 50% of total traffic, rose by 1.5% compared to the previous year, while the non-EU segment grew by 5.0%, mainly attributable to long-haul flights, which rose by 6.3%.
Domestic flights fell by 3.7% as a result of the drop in the frequency of services in the north of Italy, with the closure of Linate and a reduction in the number of flights to Venice, and of a low load factor, together, from October, with the cancellation and reduction on the part of Vueling and Ryanair of routes to Sicily.
Integrated risk control system
Business Risk Model
Controls that apply across the main risks
Risk Management is an ongoing process that analyses and assesses the risks - both caused and suffered - that derive from business activity. The purpose is to orient the Company's strategic decisions based on risk appetite approved by the respective Boards of Directors, so they have a direct impact on development strategies, business decisions and the internal control system.
The risk areas identified by the Group are shown below:
Risks related to the Group's financial activities, and specifically, those linked to: liquidity, currency, rates and financial counterparties for any financial transactions carried out.
This area comprises risks related to:
concessions, relations with the Public Administration and the conducting of operations in a regulated market.
Risks related to the excessive concentration of new Group activities in specific geographical and/or business areas, to changes to the current risk profile as a result of new activities and/or the supplementing of the Group Governance Models on the part of the companies the Group has acquired control of.
Risks related to the company's organisation and internal processes and procedures, which could prove inadequate to support the safety standards contemplated to protect people, infrastructures and the environment, the levels of service expected, management of emergencies and operating management, which have a consequent impact on the Group's image, social responsibility and/or economic results. Risks deriving from the economic situation, which could cause a decrease in demand, changes to the reference legal and fiscal framework, social and political changes.
For further details, see the paragraph "Management of Financial Risks" in Atlantia Group's Yearly Financial Report).
From 2017, in compliance with Legislative Decree no. 254/16, regarding risks generated or suffered deriving from the Group's activities, the following risk areas have been identified: environmental, social, risks related to personnel, respect for human rights, the fight against active and passive corruption.
Social capital Internal procedures of operating companies in the Group, which involve regular checks and audits aimed at defining and conducting the necessary maintenance and other activities geared to preserving and improving the efficiency of infrastructures. (ISO 39001 certification for road safety management systems extended over a significant percentage of the Group's motorway network);
Information and awareness-raising campaigns and projects, training of resources involved in the management of services for users on issues related to safety;
Abertis Road Safety Program and Smart Risk Program to promote
On-going improvement of the service offered and of the processes that contribute to the design, implementation and safety of the service provided, also through certified systems (some companies have obtained ISO 9001 certification);
Emergency management models for events liable to have an impact on users of motorways and airports (some companies in Chile have obtained ISO 22320 certification for their emergency and accident management, safety and resilience model);
Progress of the main compliance/adjustment plans, defined and shared by the competent departments;
Code of Ethics and internal procedures formalised by the Companies in order to guarantee observance of the regulations governing the protection of personal data;
Consulting and proposing bodies set up at the main operating companies to identify quality improvement plans, also involving a number of different stakeholders (such as Consumer Associations in
Definition of specific indicators on the part of the main operating companies for monitoring service quality and identifying improvement
«Service charters» defined by the main companies, illustrating how users should submit any complaints;
| Risks | Description of Main Risks |
Specific Section | Management |
|---|---|---|---|
| Social | Risks related to the safety and security of users and infrastructures and to the handling of emergencies caused by phenomena such as natural events (snowfalls, floods, landslides and landslips) and accidental events (fires and accidents) |
safer driving; | |
| Relations with consumers (es. class action / Privacy) Failure/error of systems (block of operations) and IT security (cybercrime, loss of data) |
Italy); actions; departments; |
||
| Nimby (Not in My Back Yard) Risk (a form of protest made by a group of people or a local community against works and activities of public interest, which have or could have a negative impact on their area of residence) |
of new works; |
Periodic reports on the quality of the service provided, illustrated and shared in dedicated internal Committees and/or with the competent
Appointment of a Data Protection Officer (DPO) in the Group Companies, where provided for, and cooperation with the Supervisory Authority for questions connected to the processing of personal data; Activation of dedicated communication channels for subjects to exercise their rights with regard to processing of personal data;
Protocols to manage the security of information systems in order to protect personal data from potential attacks (ref. security plans, and disaster recovery and business continuity plan);
Public encounters and debates with the local communities involved, regarding the activities carried out by the operating companies, organised during both the planning and carrying out of the works;
Communication campaigns (e.g. internet, brochures, billboards, etc.) and channels for on-going dialogue with citizens ("Community engagement") aimed at maximising the social and economic benefits of the actions implemented locally and highlighting any measures that may be contemplated to mitigate the possible impact on the population; As regards actions implemented in Italy, direct dialogue with the institutions, implementation of the Environmental Impact Assessment (VIA) procedure and approval from the Conference of Services, as provided for by the regulations - of all projects involving the construction
Handling relations with stakeholder relations (e.g. citizens, Entities, etc.) on the part of the competent company departments, with a view to boosting consensus through engagement and in order to bring to light any controversies that could have a significant impact on Atlantia Group's reputation.
With regard to the internal control system and information flows, without prejudice to any characteristics specific to the individual risk categories, the system focuses on the possibility for anyone (employees and collaborators, suppliers and any other subjects who have or intend to have business dealings with the Company) to report any possible illicit or irregular conduct, breach of rules, infringement of Model 231, infringement of the Code of Ethics to the Ethics Officer or, where present, to the Supervisory Bodies established pursuant to Legislative Decree 231/ Compliance Officer, also through a digital platform accessible from the Company's website. The system allows for reports to be sent anonymously, and guarantees the confidentiality and of both the whistle-blower and the individual reported. Receipt and management of reports are regulated by the Group's Whistleblowing Policy, which also forbids any form of retaliation or discrimination against the whistle-blower, regardless of whether their accusations were founded.
From 2015 to 2019, Atlantia Internal Audit Management (until 2 February 2020, "Group Internal Audit Management") carried out specific audits on the correct functioning of the risk control procedures in question, within the framework of the audits carried out on the Group companies. The internal audit departments of Abertis Group companies conducted similar audits.
Following the organisational changes under way in the Group, a reorganisation of audit activities in the Group is envisaged from 2020, with the creation of Internal Audit Structures in Autostrade per l'Italia, Aeroporti di Roma and Telepass, in addition to those already in existence in Atlantia.
Shown below are the ESG risks analysed:
| Risks | Description of Main Risks |
Specific Section | Management |
|---|---|---|---|
| Environmental Waste management, soil, water and air contamination |
Natural capital | ‹ Code of Ethics, which sets forth the guiding principles with regard to the environment; ‹ Organisation, Management and Control Model pursuant to Legislative Decree no. 231 for the Italian companies and Compliance Program for the foreign companies; |
|
| Depletion of energy and natural resources (e.g. water resources) Climate changes (e.g. CO2 emissions) Biodiversity loss |
‹ Training and awareness-raising for the Group's own personnel and that of contractors and sub-contractors; ‹ Environmental Management systems, organisational management and internal procedures of the operating companies in the Group, which have allowed some companies to obtain ISO 14001 certification; ‹ Energy Saving policies, including the replacement of lighting with LED technology, and encouraging the use of less polluting vehicles); ‹ Definition of environmental performance indicators, including carbon footprint, on the part of the main operating companies; ‹ Specific inspections conducted by the operating structures responsible, in addition to those carried out by third parties for the purpose of certification; ‹ Annual report "Corporate Responsibility for Safety at Work and Environmental Protection" examined by the main companies' Boards of Directors. |
| Main Risks | Specific Section | Management | |
|---|---|---|---|
| Corruption | Risk of both active and passive corruption between private individuals and the Public Administration |
corruption; |
Governance Code of Ethics, which sets out guidelines for the prevention of corruption;
Organisation, Management and Control Model pursuant to Legislative Decree no. 231 for the Italian companies and Compliance Program for the foreign companies, which define the controls regarding the risks connected to the corruption offences referred to in the Decree;
Group Anti-Corruption Policy, in line with the requisites of the ISO 37001 standard and in compliance with the Code of Ethics, which provides a structured framework for supplementing and reinforcing the existing rules for preventing and combating corruption;
Anti-Corruption Officer appointed in all Group companies (in Abertis the Local Ethics and Crime Prevention Committee);
Organisational procedures that comprise controls aimed at combating the risk of corruption deriving from direct processes (e.g. relations with the Public Administration) and instrumental processes (e.g. gifts, donations, etc.), which in some cases have allowed for the implementation of an Anti Bribery Management System and the achievement of ISO 37001 certification on the part of the main companies in the Group;
Inspections carried out by the competent departments for the operating companies and on the part of the external certification body for certified companies, the outcomes of which - along with any actions for the improvement of the management system - are illustrated to or shared with Top Management and the Managing Body of the System.
Atlantia Group formally adheres to the 10 "Global Compact" principles regarding human rights, working conditions, environment and the fight against corruption. Management of the risks indicated above also extends to relations entertained with supply chain companies, so reference should be made to the "Supply Chain" paragraph in the "Social capital" section of this Report.
| Risks | Description of Main Risks |
Specific Section | Management | ||
|---|---|---|---|---|---|
| Personnel | Employee health and safety |
Human capital | ‹ Organisation, Management and Control Model pursuant to Legislative Decree no. 231 for the Italian companies and Compliance Program for the foreign companies; ‹ Preventive and protective measures aimed at both the Group's own employees and those of the companies in the supply chain, especially those working on construction sites for the building and maintenance of infrastructures; ‹ Appropriate risk assessment methodologies; ‹ Training and awareness-raising for the Group's own personnel and that of contractors and sub-contractors; ‹ Health and safety management systems compliant with the ISO 45001:2018 or OHSAS 18001:2007 standards, implemented by a number of companies, which set forth procedures (activities and controls for the prevention or handling of emergencies), responsibilities, objectives and tools for the continual improvement of performance in this area; |
||
| HR management (e.g. Behaviours not in line with the Code of Ethics, possible disputes, mobbing, failure to value talent) |
‹ Specific inspections conducted by the operating structures responsible, in addition to those carried out by third parties for the purpose of certification; ‹ Code of Ethics and Code of Conduct for the prevention of discrimination and the protection of the dignity of the women and men in the Group; ‹ Personnel selection procedures inspired by principles such ass transparency, traceability of the entire process, quality of the resources selected and objectivity of the selection, using internationally recognised tools and methods; ‹ Performance assessment tools, used throughout all the Group companies at the various levels of seniority, with a view to guiding |
||||
| Diversity and equal opportunities |
the behaviour of employees towards environmental, ethical and Governance principles compliant with the highest standards; ‹ Yearly performance assessment, as a basic element of talent management processes. |
||||
| Human Rights |
Violation of human rights (e.g. violation of workers' rights, illegal employment, freedom of associ ation, disability). |
Governance - Human capital |
‹ Management of Group activities in compliance with universally recognised international standards, including the United Nations Universal Declaration of Human Rights; ‹ Adherence to the 10 "Global Compact" principles regarding human rights, working conditions, environment and the fight against corruption; ‹ Code of Ethics, Code of Conduct, Organisation, Management and Control Model pursuant to Legislative Decree no. 231 for the Italian companies and Compliance Program for the foreign companies, which: - explicitly envisages respect for human rights, rejection of discrimination in any form, upskilling of the people in the company and the promotion of the dignity of all workers - for all the Group's activities, demand ethical and professional integrity, correct conduct and full compliance with the laws and regulations applicable in all the countries in which the Group operates and with the principles of honesty, equality, individual enhancement, confidentiality, reliability, impartiality, loyalty, transparency, correctness and good faith - define controls regarding the risks related to crimes against the person; ‹ Recognition of freedom of association for workers and the right to collective bargaining; ‹ Protection of mental and physical well-being, by respecting individual personality and preventing any negative conditioning or upset; ‹ Prohibition of sexual harassment, meaning the subordination of professional growth opportunities to the provision of sexual favours, as well as any other conduct with sexual connotations or founded on belonging to a particular gender; ‹ Adoption by the operating companies of procedures designed to promote and respect the human rights of all workers and users ‹ Offer of services to assist users with reduced mobility. |
The internal control system
Anti-corruption policy
Protection of human rights and Code of Conduct
Group remuneration policy
Sustainability governance
Observance and dissemination of ethical principles (including anti-corruption principles), certified management models and stakeholder engagement.
Atlantia's corporate governance system is founded on a set of rules aligned with the indications provided by the regulatory bodies and the highest market standards This system was created and has been updated over the years with the introduction of rules of conduct substantially able to respond to the evolution of the company's business and to the indications provided in the principles and criteria set out in the Self-Regulatory Code of the listed companies. The Company is managed by the Board of Directors, supervisory functions are entrusted to the Board of Statutory Auditors and auditing activities are assigned to the Independent Auditing Firm appointed by the Shareholders' Meeting.
At the end of 2007, the Company began adopting its own self-regulatory code (ATL Self-Regulatory Code), aimed at offering its Shareholders and other stakeholders a useful tool to make it simpler and easier to understand Atlantia's governance structure.
On 18 January 2019, the Board of Directors, acting on a proposal from the Committee for Control, Risks and Corporate Governance, made the most recent update to the ATL Self-Regulatory Code.
The full, updated text of the ATL Self-Regulatory Code is published on the Company website, at www.atlantia.it/it/corporate-governance/By-laws-codici-procedure
The appointment of the Board of Directors is regulated by art. 20 of the Company's By-laws. The Board is appointed based on a list submitted by the outgoing Board of Directors and by the Shareholders who - alone or together with other Shareholders - represent, at the date on which the lists are filed, at least 1% of the share capital, i.e. the minor interest in the share capital determined by Consob pursuant to the Issuers' Regulation (art. 144–quater).
In order to guarantee the election of at least two independent directors, each list must contain at least two candidates in possession of the independence requisites established by law, and one of the two must head the list. The ATL Self-Regulatory Code (art. 3) establishes further independence requisites for directors in addition to those established for the statutory auditors pursuant to art. 148 of the Consolidated Law on Finance.
Art. 2.2, lett. (c) of the ATL Self-Regulatory Code establishes that if Atlantia belongs to the FTSE-MIB index (as it currently does), at least one third of the Board of Directors must be composed of independent directors.
With regard to gender balance in the composition of the administration and control bodies of the listed companies, the By-laws of the Company incorporate the measures introduced by Law no. 120 of 12 July 2011, establishing how the lists are to be drawn up and a supplementary "sliding" criteria of the same in order to guarantee gender balance following voting by the shareholders' meeting. Therefore, the lists submitted for the renewal of the Board of Directors for 2019-2021 that contained three or more candidates were obliged to include at least one third of candidates belonging to the gender with the lower representation.
Lastly, Atlantia is considering how to adapt its By-laws in consideration of the entry into force of Law no. 160 of 27 December 2019 (Budget Law 2020), which establishes that at least 2/5 (and no longer at least 1/3) of the members of the administration or control bodies must be reserved for the gender with the lower representation. For further information on the Corporate Governance system, with regard to the above and to the composition of the committees within the BoD, see the Annual Report on Corporate Governance and Ownership Structure 2019 www.atlantia.it/it/corporate-governance
The Board of Directors in office at 31 December 2019 was elected by the Shareholders' Meeting of 18 April 2019, which set the number of members of the Board of Directors at 15 and a term of three years in office. The term of the current Board of Directors will therefore end with the approval of the 2021 financial statements. Two lists were submitted for which the required independence was declared.
From the majority list, submitted by the Shareholder Sintonia S.p.A., 12 Directors were elected, with 63.94% of the votes cast: Fabio Cerchiai, (Chairman), Giovanni Castellucci, (CEO),Carlo Bertazzo, Andrea Boitani, Riccardo Bruno, Mara Anna Rita Caverni, Cristina De Benetti, Gioia Ghezzi, Anna Chiara Invernizzi, Carlo Malacarne, Ferdinando Nelli Feroci and Marco Patuano.
From the minority list, submitted by by a grouping of Savings Management Companies and other institutional investors on behalf of funds managed, 3 Directors were elected, with 35.78% of the votes cast: Dario Frigerio, Giuseppe Guizzi and Licia Soncini.
On 24 June 2019, Marco Patuano resigned from the Board of Directors of the Company. Subsequently, on 17 September 2019, Giovanni Castellucci also resigned as CEO and General Manager of Atlantia.
On 31 October, the Board of Directors co-opted Sabrina Benetton as a Director until the approval of the financial statements on 31 December 2019. Thus, on 31 December 2019, the Board of Directors of Atlantia was composed of 14 Directors.
Atlantia S.p.A. adopts a traditional Administration and Control System, based on rules aligned with the indications provided by the regulatory bodies and the highest market standards. This system is periodically updated in order to ensure it is consistent and able to respond to the evolution of the business and to the indications provided in the principles and criteria set out in the Self-Regulatory Code drafted by the Committee for Corporate Governance of the listed companies. The Company is managed by the Board of Directors, supervisory functions are entrusted to the Board of Statutory Auditors and auditing activities are assigned to the Independent Auditing Firm appointed by the Shareholders' Meeting.
Following the closure of the FY, on 13 January 2020 the Board of Directors appointed the Director Carlo Bertazzo as the new CEO of the Company, and on 6 March 2020, the Board co-opted Valentina Martinelli as a Company Director until the approval of the financial statements on 31 December 2019.
Eleven directors stated they were in possession of the requisites of independence (Boitani, Bruno, Caverni, De Benetti, Frigerio, Ghezzi, Guizzi, Invernizzi, Malacarne, Nelli Feroci and Soncini), and this was subsequently verified by the Board of Directors.
With the appointment of the new CEO and the new Director Valentina Martinelli, there were two executive directors at the date of these Statements, and the number of non-executive directors remained 13, given that the newly appointed CEO Carlo Bertazzo became an executive director (along with the Chairman, as indicated), while the newly appointed Director Valentina Martinelli joined the other 12 non-executive directors.
Therefore, the Board of Directors is composed of at least 1/3 independent directors and at least 1/3 members belonging to the gender with the lower representation, which at the date of these Statements totalled 7 directors (Benetton, Caverni, De Benetti, Ghezzi, Invernizzi, Soncini, Martinelli).
The composition of the Board also guarantees the representation within the same of a variety of professional and managerial skills, as well as directors of different ages and seniority in office. For the moment, the Company does not consider it necessary to adopt further diversity policies with regard to the composition of the administration and control bodies, as provided for in art. 123bis, para. 2, lett. d-bis of the Consolidated Law on Finance, considering that the Atlantia By-laws already comprise a policy that ensures gender balance in the composition of the Board of Directors and the Board of Statutory Auditors, as well as the outcome of the self-assessment process.
During 2019,the Board of Directors of Atlantia held a total of 21 meetings, with an average duration of 4 hours. The average percentage of attendance of the Directors in office was 96%.
Art. 1.4 of the ATL Self-Regulatory Code establishes that the Board of Directors evaluates its own performance, using its composition, organisation and functioning as reference parameters. This self-evaluation was conducted in the months of December 2019 and January 2020 and referred to 2019. The process involved:
The following specific aspects were evaluated:
Supports - by means of adequate preliminary activities - the valuations and decisions made by the BoD with regard to the internal control and risk management system, and to the approval of financial reports.
Performs preparatory and consulting work and present proposals regarding general policy for thev remuneration of directors and executive managers with strategic responsibilities.
This Committee performs consulting activities and provides opinions and recommendations regarding the size and composition of the BoD, the maximum number of offices to be held, issues connected with the non-competition clause, compliance of the appointment proposals made by the CEO, and proposes candidates.
Expresses opinions on the Procedure for transactions with related parties and any related amendments to the By-laws; carries out the activities envisaged in significant transactions with Atlantia's related parties.
Supervises the financial disclosure process, the efficacy of the internal control, internal audit and risk management, systems statutory auditing of the Group's consolidated and annual reports, and the independence of the statutory auditing firm.
(BoD) In charge of corporate governance, the BoD has exclusive competence and full powers for management
of the Company.
Performs auditing of accounts and financial statements.
Although this year of the Board's term is undeniably particular as a result of the events involving the subsidiary ASPI, the outcome of the self-evaluation process and the pertinent analyses showed that a large majority of the respondents confirmed a positive situation, and were particularly impressed with the opening and the quality of discussions within the Board.
In addition, a number of topics were proposed to stimulate further investment in training, including:
With regard to diversity policies, respondents expressed a positive opinion on the Board of Directors of Atlantia. For details of the results of the self-evaluation process, see the 2019 Annual Report on Corporate Governance and Ownership Structure www.atlantia.it/it/corporate-governance
Finally, it should be noted that in 2018, as a member of the Global Compact and in observance of the constitutionally established principles of equality between men and women, EU legislation on safeguarding the dignity of women and men in the workplace and the pertinent national legislation, Atlantia adopted a Code of Conduct for the prevention of discrimination and the safeguarding of the dignity of women and men in the Group, with the aim of maintaining the best possible conditions of well-being at work, guaranteeing a working environment inspired by the principles of equality and protection of the freedom, dignity and inviolability of the individual.
[1] Sabrina Benetton was appointed Director by the Board of Directors on 31 October 2019, pursuant to art. 2386 of the Italian Civil Code, in replacement of the Director Marco Patuano, who resigned on 24 June 2019 from the office of Director and as a member of the Nomination Committee.
| Board of Directors in office at 31 December 2019 | |||||
|---|---|---|---|---|---|
| Name and Surname | Office held in Atlantia | Role Years in office | % shareholding | Number of other offices held |
|
| Fabio Cerchiai | Chairman | Executive | 10 | 100 | 6 |
| Carlo Bertazzo | CEO | Executive | 7 | 100 | 5 |
| Sabrina Benetton[1] | Director | 1 | 100 | 3 | |
| Andrea Boitani | Director | Independent | 1 | 100 | 0 |
| Riccardo Bruno | Director | Independent | 1 | 100 | 4 |
| Anna Maria Caverni | Director | Independent | 1 | 87 | 2 |
| Cristina De Benetti | Director | Independent | 1 | 100 | 3 |
| Dario Frigerio | Director | Independent | 1 | 100 | 6 |
| Gioia Ghezzi | Director | Independent | 1 | 87 | 3 |
| Giuseppe Guizzi | Director | Independent | 1 | 93 | 0 |
| Anna Chiara Invernizzi | Director | Independent | 1 | 100 | 3 |
| Carlo Malacarne | Director | Independent | 1 | 100 | 0 |
| Fernando Nelli Feroci | Director | Independent | 1 | 93 | 0 |
| Licia Soncini | Director | Independent | 1 | 87 | 1 |
In accordance with Atlantia's Self-Regulatory Code, the internal control and risk management system is the set of rules, procedures and corporate organisational structures required for healthy, proper business management, in line with the corporate objectives set by the Board of Directors, through an adequate process for identifying, measuring, managing and monitoring of the main risks.
The Board of Directors sets forth the guidelines for the internal control and risk management system, and for the coordination of the subjects involved. At least once a year, the Board evaluates the adequacy and efficacy of the system, by entrusting the Director in charge of the internal control and risk management with the task of setting up and maintaining an effective internal control and risk management system.
The adoption of the Organisation, Management and Control Model pursuant to Legislative Decree no. 231/01, of which the Code of Ethics is an integral part, has contributed to the implementation of the Company's internal control system. It is subject to ongoing analysis and adjustment in order to ensure it remains consistent with the evolution of the regulatory framework and with changes to the organisation.
Pursuant to Atlantia's Self-Regulatory Code, and in order to verify the proper functioning of the internal control and risk management system, the Board of Directors of Atlantia includes a Control, Risk Management and Corporate Governance Committee and Group Internal Audit Manager, with an adequate level of independence and the appropriate resources to perform the function.
Specifically, part of the Group Internal Audit Office's task is to ensure that the internal control and risk management system is able to guarantee healthy, proper business management in line with the corporate objectives established.
During 2019, the Group Internal Audit Office monitored the internal control system for all Group companies, with the specialist support, when deemed appropriate, of external consulting companies.
Specific risk management actions were performed in the following areas: Works, Operations, Maintenance, Purchases and Tenders, Environment, Health and Safety, IT, Finance and Accounting, Security, Compliance with internal and external relations (e.g. Legislative Decree no. 231/2001, privacy, anti-corruption policy), and monitoring was conducted to verify the owners' implementation of corrective actions recommended based on the outcome of the audit activities.
With regard to the activities carried out with the support of specialist consultants, the following should be noted:
With regard to the Company T-Pay - a member of the Italian Register of Electronic Money Institutions (IMEL) as per article 114-quater of Legislative Decree no. 385/1993 (Consolidated Law on Banking) since 28/06/2017 and subject to supervision by Banca d'Italia - the activities provided for in the 2019 Audit Plan, given their specific nature, were carried out by the Internal Audit of T-Pay[2] in co-sourcing with a specialised company (Grant Thornton Consultants S.r.l.) as an external advisor.
By appointment of the Supervisory Bodies, monitoring was carried out of the information flows periodically transmitted by the competent structures to the Supervisory Bodies of Atlantia and ASPI and of the criminal risk areas pursuant to Legislative Decree no. 231/2001, with the aim of analysing the efficacy and operations of the control mechanisms for the most representative criminal risk areas referred to in the Special Sections of the 231 Models for 15 Group companies; observance of the Compliance Programme was also verified for 19 foreign subsidiaries in Brazil, Chile, Poland and the USA. In this regard, it should be noted that in 2019, the Group's Compliance and Security Office completed the update of the Compliance Program for the foreign companies in Atlantia Group, with the support of the Group's Internal Audit Office and General Counsel. The new Compliance Program was sent to the Group's foreign companies, and the Internal Audit Office verified its effective adoption.
The Head of "Compliance, Whistleblowing and Relations with Control Bodies" took part in "Team 231", coordinated by the General Counsel and the Group's Compliance and Security Manager, which proposed an update to Atlantia's 231 Model, submitted for approval to the Supervisory Body on 30 January2020.
The Internal Audit Office also carried out all the audits required on the subjects defined in the Internal Audit Guidelines and provided support to the Supervisory Bodies of the Group companies and to the Ethics Office, by carrying out in-depth analyses for them on specific issues and preliminary investigation activities in relation to alleged violations of the Code of Ethics. Support was also provided to the Executive in charge of drafting the corporate accounting documents of Atlantia and to the Executive in charge of the subsidiary Società Autostrade Meridionali.
Finally, following the conclusion of the joint investment in Abertis on the part of Atlantia, ACS and Hochtief, the Group's Internal Audit embarked, in June 2019, on a project with the support of a leading consulting company (PWC) to conduct an analysis of the management's best practices and governance model. The perimeter of analysis was represented by Atlantic Group, including Abertis and related subsidiaries.
Comparative analysis was conducted along two lines:
comparison with multinational groups with holding companies in Italy and significant shareholdings abroad.
The analysis conducted showed an effective alignment of the Internal Audit Offices of Atlantia and Abertis with best practices in the sector, and a number of considerations were made regarding possible directions the two Internal Audit Offices could move in.
Atlantia specifically set up an Ethics Office, responsible for the circulation, distribution and control of compliance with the Group's Code of Ethics. www.atlantia.it/it/corporate-governance/codice-etico
The Ethics Office is composed of Atlantia's General Counsel, acting as Coordinator, the Group's Human Resources Manager and the Group's Internal Audit Manager. In addition to the aforementioned organisational positions, the Ethics Office also includes the Legal and Corporate Affairs Manager of Aeroporti di Roma and Central Legal Affairs Manager of Autostrade per l'Italia.
To facilitate the sending of reports, Atlantia has made a number of different transmission channels available so that reports can be sent both electronically and on paper. In 2018, a digital platform was also set up for sending and managing reports. This digital platform allows anyone (employees and collaborators, suppliers and any other subjects who have had or intend to have business dealings with Group companies) to report - through a guided online process - any alleged unlawful conduct or irregularities, breaches of the rules, breaches of Model 231, breaches of the Code of Ethics, breaches of the Anti-Corruption Policy or breaches of any company procedures and measures in general.
[3] Data do not include Abertis Group.
Specifically, through the multilingual version of the platform, it is possible:
Below is a summary of reports received in 2019[3] and the consequent action taken:
| Type of report | Number |
|---|---|
| Relations with suppliers | 13 |
| Human Resources | 13 |
| Harassment | 4 |
| Relations with customers | 2 |
| Audit issues | 1 |
| Condition of the infrastructure | 1 |
| Total | 34 |
1 case, regarding "Relations with suppliers" was dismissed because it was pertinent to events already fully verified by the Group's Internal Audit Office.
95 reports received, of which: 40 were pertinent (relating to events that could constitute unlawful conduct or irregularities; breaches of regulations; actions that could result in damage to the Company's image or assets; breaches of the Code of Ethics Code; breaches of the Anti-Corruption Policy; breaches of corporate procedures and provisions) and 45 were not pertinent (regarding complaints, inefficiencies, etc.);
All the non-pertinent reports were forwarded to the competent company departments for management. No instances of discrimination were reported.
For the Group's foreign companies, reports were forwarded directly to the companies for them to deal with. Following the carrying out of the preliminary investigation, the foreign companies sent a summary report to the Ethics Office, indicating the issues reported and the actions implemented. Specifically: 9 reports were received and deemed detailed enough for the preliminary investigation to be conducted. Of these:
| Type of report | Number |
|---|---|
| Harassment | 6 |
| Relations with suppliers | 2 |
| Management-related issues | 1 |
| Total | 9 |
Specifically:
not identify any anomalies and/or elements to confirm the truthfulness and foundation of the case reported;
Atlantia Group is committed to preventing and combating the occurrence of unlawful events in the carrying out of its activities.
For Atlantia Group, preventing corruption is not only a legal obligation, but also represents one of the founding principles of the Group's operations, also in consideration of the strategic importance of the sectors in which the Group operates and the significance of the legal and social areas in which the Group's core business is rooted.
The Atlantia Group Code of Ethics represents the effective implementation of its commitment in this area. The Code sets out the values that inspire the Group to achieve its objectives and the principles that regulate how its activities are carried out, in close integration with the organisation, management and control models provided for in Legislative Decree no. 231/01 (which all the Group's Italian companies have defined and undertake to update constantly) and with the Compliance Programs (implemented by the Group's foreign subsidiaries).
As further confirmation of its commitment to preventing and combating unlawful practices, Atlantia Group has adopted an Anti-Corruption Policy that includes all the existing anti-corruption prevention and management rules already in force in the Group, with the aim of further boosting awareness among recipients of the rules and behaviours that must be observed.
For all its activities, the Group requires ethical-professional integrity, proper conduct and full compliance with the laws and regulations applicable in all the countries it operates in, as well as with the principles of honesty, reliability, impartiality, loyalty, transparency, honourability and good faith.
Atlantia Group does not tolerate corruption in any form, and does not accept any exceptions to the provisions and prohibitions contained in the Governance documents referred to above. In no case may the conviction of acting in the Group's interest justify behaviour in breach the aforementioned principles.
Among the principles established to protect legality and combat corruption, the Policy refers to the "know your partner" principle, which establishes that each corporate department responsible for a particular process (the "process owner") must - within its specific area - take appropriate actions (based on criteria of reasonability and proportionality with the type of relationship to be established), with a view to verifying the reliability, reputational profile and suitability of the third parties with which Atlantia Group intends to establish a professional and business relationship.
The Group's Compliance and Security Manager has been appointed Anti-Corruption Officer for the Group, with the task of providing methodological assistance for the prevention of corruption.
Specifically, the Group's Anti-Corruption Officer, in agreement with the General Counsel Office, guarantees:
In addition, the Group's Anti-Corruption Officer also serves as Atlantia S.p.A.'s Anti-Corruption Officer.
Based on the annual auditing program approved by Atlantia's Board of Directors, the Group's Internal Audit Office examines and evaluates the internal control system in order to verify that the provisions of the Policy are applied. In 2019, the Group's Internal Audit Office carried out audits related to the monitoring of the anti-corruption measures implemented.
20,145 hours of training were provided on combating corruption, mainly aimed at personnel considered potentially at risk in view of the activities they carry out (Organisation, Management and Control Model, Compliance Program, Risk Management, Corruption and Bribery).
The Anti-Corruption Policy was updated in August 2019, adding:
In addition, the activities carried out in 2019 included a new anti-corruption e-learning initiative by Atlantia Group. The aim of this learning activity is to boost awareness among employees of situations in the company's everyday organisation that potentially present a risk of corruption. The first three models of the five envisaged in total were activated during 2019.
No cases of corruption or human rights violations were reported. For more details on the Anti-Corruption Policy, see: www.atlantia.it/it/corporate-governance/policy-anticorruzione
Atlantia Group operates in the conviction that compliance with and protection of human rights are unalienable principles to be applied to all areas of its activity.
Atlantia has subscribed to the 10 "Global Compact" principles regarding human rights, working conditions, the environment and the fight against corruption. As provided in the Code of Ethics, Atlantia Group seeks to maintain the best possible conditions of well-being in the workplace, ensuring a working environment inspired by the principles of equality and the protection of freedom, dignity and the inviolability of individual rights.
As a member of the Global Compact, and in compliance with the principles of equality between men and women enshrined in the Constitution, EU legislation on the protection of the dignity of women and men in the workplace and the pertinent national legislation, adopted a Code of Conduct in 2018 for the prevention of discrimination and the protection of the dignity of women and men in the Group.
The purpose of the Code is to inform the Group's workers of their rights and obligations regarding the prevention and the removal of any kind of discriminatory behaviour, as well as the maintenance of a working climate able to guarantee respect for the dignity of each individual. Specifically, the Code states that discriminatory acts and harassment in the workplace are disciplinary offences, as are acts of retaliation against the reporting of an instance of discrimination and/or harassment or against anyone giving or intending to give evidence of such conduct. Penalties will be applied in proportion to the seriousness of the action and in order to protect the victim, regardless of the position occupied by the person involved.
Workers who believe that have been harassed or discriminated may contact, without delay, the pertinent Human Resources department, and report the matter to the Ethics Office. Anyone who has witnessed a discriminatory behaviour and/or a behaviour that could be construed as harassment must immediately report it to the channels indicated above.
For conduct believed to be potentially relevant from a criminal point of view, the Group urges anyone who believes that they have been a victim of such action to contact the competent authorities without delay. The content of the Code is regularly the object of communication programmes and awareness-raising initiatives regarding the protection of the freedom and the dignity of the individual, in order to prevent behaviour that could be construed as discrimination and harassment, and to develop a secure, safe working environment inspired by the principles of respectful interpersonal relations.
The Code is disseminated as widely as possible, also by displaying it in the workplaces and publishing it on the intranet of each Group Company.
During the session held on 7 March 2019, on a proposal from the Human Resources and Remuneration Committee, the Board approved an update to the Policy adopted, applicable for the year 2019. For detailed information on the remuneration policy and the compensation paid in 2019 to directors, executive managers with strategic responsibilities and top management, see the "2019 Remuneration Report".
Atlantia has voluntarily set up bodies responsible for the monitoring of sustainability issues. Among these, operating both in Atlantia and in the individual Group companies, Atlantia's Sustainability Committee has a central role in: promoting the principles and values of sustainable development within the Group
The Committee has an external chairperson, and is made up of first-line management figures from the Group's main companies.
Some of the Group companies have also set up specific functions dealing with sustainability matters, such as:
Together with the Committee, the Sustainability department coordinates sustainability-related initiatives, promoting the adoption of CSR principles for activities and the planning and management stages.
Materiality analysis Stakeholder engagement
In order to show the organisational changes and the new structure of Atlantia following the complex acquisition of Abertis Group effective from the end of October 2018, the process for the materiality analysis was updated using a methodology compliant with the indications set forth in the GRI Standards[1] and in the framework
In line with 2018, the model involved the use of the Datamaran software to support the external and contextual survey with an automated analysis of the multitude of information available from public sources, including company reports, regulations, voluntary initiatives, news and social media, providing an external perspective on regulatory, strategic and reputational risks and opportunities.
1 Based on an examination of the current situation regarding stakeholder engagement activities, the analysis of the internal press review, the requests of SRI investors, sector studies and the specific requests received from stakeholders, a list of questions relevant to the Group's business model - already mapped and/or potential - was drawn up, which were summed up in 28 themes mapped by the Datamaran materiality assessment application.
2 Quantification of qualitative information and classification of topics in order of importance were carried out by mapping different sources:
in all the countries Atlantia operates in. The analysis was carried out for the mandatory regulations and for those currently at implementation stage, or voluntary regulations (more than 2200 initiatives analysed in total);
global competitors, the second relating to companies in the construction, transport infrastructure and engineering sectors, and the third relating to the top 30 Italian companies by capitalization, adding up to a total of more than 175 companies. The benchmarks were established considering the public information contained in financial (yearly financial statements and SEC information for US firms) and non-financial (sustainability reports, integrated financial statements, social and environmental reports, etc.) documents
assessment of the 28 mapped themes obtained using the materiality assessment tool developed by the Sustainability Accounting Standards Board, with reference to a number of sectors, specifically including road and air transport, engineering, construction and logistics. SASB standards[3] specifically focus on how the pertinent themes are perceived by investors. Therefore, this materiality model is mainly based on an assessment of the effects ESG issues can have on the financial conditions or operating performance of
3 This second stage involved ten interviews with the top management of Atlantia Group and the CEOs of all the main subsidiaries. The management was asked to conduct an analysis of the 28 themes according to the perception of their significance and their impact on the Group's performance.
4 Based on external perception and the importance attributed to each theme by top management, the economic, social, environmental and material governance issues likely to have significant impact on the Group's operations were identified.
The results of the surveys carried out were analysed and processed in the materiality matrix below, in which:
Dialogue with stakeholders is an essential "tool" for all sectors of the Group's business, from planning to the operational phases of construction and infrastructure management, as well as relations with the community; implementation of regulations; interaction with the media and social networks; engagement with customers and suppliers; relations with the Institutions, supervisory authorities, local administrations and academia; relations with investors; activities within industrial and business associations. This continual engagement, involving a variety of players within the Group, represents an important part of our efforts both locally and internationally.
The process for identifying the most relevant stakeholders involves specifically assessing risks and opportunities for each individual stakeholder, as well as their willingness and ability to engage in dialogue, reputation and potential to influence the Group's activity. At central level, essential interlocutors include the Ministries of infrastructures and transport, of the environment, of cultural heritage and activities and tourism; the parliamentary bodies - at the discussion stages for new regulatory proposals in the sector - and the supervisory and control authorities, along with the governmental technical bodies. Also of particular importance are relations with the local stakeholders, regions and municipalities, as well as superintendence offices, territorial authorities and communities, in order to guarantee a shared approach to planning local development. The means of interaction with the main stakeholders are set out in a series of codes of conduct and internal procedures aimed at guaranteeing transparency and a correct approach to relations. The individual Group companies have also developed specific control bodies and put in place communication channels for the purpose of strengthening and broadening involvement at local level, creating an on-going dialogue on numerous themes. Depending on the stakeholder, dedicated communication activities are carried out and specific communication channels set up and used with variable degrees of engagement, depending on the method adopted.
In 2019, Autostrade per l'Italia continued its efforts for the community of Genoa, specifically in the form of new payments of the financial contributions for commercial activities and businesses in difficulty as a result of changes to the traffic system due to the building of the new viaduct, and of scholarships for students under 18, the children of five victims of the Morandi Bridge tragedy. For further details, see the Report on Operations and the website www.autostrade.it, section Autostrade per Genova.
| MATERIAL ASPECTS 1 - Anti-corruption and bribery 2 - Health & safety and wellbeing 3 - Product and service safety 4 - Customer satisfaction 5 - Energy efficiency |
10 - Tackling climate change & improving air quality 11 - Local community support 12 - People management, development and attraction 13 - Long term value and business |
18 - Competitive pressure 19 - Materials management 20 - Geopolitical events 21 - Noise pollution 22 - Land protection 23 - Stakeholder inclusion |
|
|---|---|---|---|
| 6 - Innovation & digitalization | 14 - Transparency | 24 - Human rights | |
| 7 - Governance | 25 - Responsible supply chain | ||
| 8 - Labor rights | OTHER ASPECTS | 26 - Sustainable mobility | |
| 9 - Customer privacy & | 15 - Waste management | 27 - Responsable tax practices | |
| information security | 16 - Water management | 28 - Responsible investment | |
| 17 - Equal opportunity and diversity |
In keeping with the GRI guidelines, the themes with the most significant impact on the two perspectives were considered material (dimension with a threshold value > 0.70 - scale from 0 to 1). The framework summarising the high-relevance themes and how they relate to the GRI-Standards can be found in the Appendix. By and large, following the update of the materiality matrix, no significant variations were observed compared to the previous year. The only difference compared to 2018 was an increased focus on issues relating to innovation, digitalisation and support for local communities.
Materiality analysis and Stakeholder engagement
| ‹ Regular customer satisfaction surveys ‹ TV and radio channels ‹ Call centres for sales purposes ‹ Call centres for service and assistance ‹ E-mails dedicated to customers for suggestions, communications, complaints ‹ Social network channels ‹ Websites |
|---|
| ‹ Internal structures for customer management regarding a variety of aspects ‹ Committees and regular encounters with consumer associations ‹ Service charters ‹ Dedicated apps for traffic info services and accessibility |
| ‹ Performance management systems ‹ Intranet ‹ Bargaining sessions with trade union organisations ‹ Workplace climate surveys ‹ Social networks ‹ Themed workshops ‹ Counselling ‹ Regular meetings with top management ‹ Themed portals (e.g. health, welfare, training and development) ‹ House organs ‹ Ethics Officer and Digital Whistleblowing platform (https://www.atlantia.it/it/corporate-governance/whistleblowing) |
| ‹ Press releases with yearly and half-yearly results ‹ Group meetings, conference calls, one-to-one meetings ‹ Shareholders' meeting ‹ Infrastructure Channel (http://www.infrastructure-channel.com) ‹ Web information area and financial and non-financial reports |
| ‹ Parliamentary questions and hearings ‹ Work groups ‹ Public consultations ‹ Seminars, think tanks ‹ Encounters with ministerial technical bodies ‹ Collaborations and memoranda of understanding |
| ‹ Ethics Officer and Digital Whistleblowing platform (https://www.atlantia.it/it/corporate-governance/whistleblowing) ‹ Audits and inspections ‹ Capacity building initiatives (e.g. certification support) ‹ Coordination and cooperation meetings with suppliers and contractors |
| ‹ Regular encounters with local institutions ‹ Press conferences and press releases ‹ Collaborations with universities and research centres (projects, university courses, master's courses, scholarships) ‹ Websites and social networks ‹ Partnerships with non-profit associations, foundations, local NGOs ‹ Projects for the cultural development of local areas ‹ Collaborations and memoranda of understanding |
The main national and international associations and foundations the Group companies take part in
In September 2015, the UN General Assembly approved the 17 sustainable development goals (SDGs) to be reached by end of 2030. In order to achieve these goals, countries, manufacturing sectors, businesses and financial institutions have been asked to redirect their strategic plans.
These goals are a fundamental benchmark for the international community and for Atlantia in conducting their business. Atlantia Group has chosen to draft its sustainability guidelines based on the SDGs, in particular by identifying the 9 most pertinent to its core business.
Another key factor are the macrotrends observed in the sector: sustainable mobility (the search for travel solutions with lower environmental impact), climate change (in the form of mitigation and contrast, and also adaptation) and the circular economy, i.e. the attention paid to end of life of assets and the possible reuse of some elements.
To specifically apply the SDGs to the company, Atlantia conducted an analysis of the internal and external context it operates in. This analysis highlighted the three pillars of sustainable action: safety, people and environment.
An essential element in the analysis are the material aspects that emerged from the matrix (see page 52), which highlight the main aspects on which the attention of the company and its stakeholders is focused.
This internal/external analysis identified four areas to which Atlantia and its subsidiaries are committed and called upon to systematise their activities to align them with these indications.
of ethical principles (including anti-corruption principles), certified management models and stakeholder engagement Integration of sustainability principles into the supply chain
of safety standards, with the objective of reducing workplace fatalities to zero Giving people a central role by promoting talent, skills and welfare
motorway and airport safety standards and service quality Innovation: projects regarding safety, smart roads and the environment
footprint
Climate Change: reduction of direct GHG emissions, with the aim of achieving neutrality by the end of 2050
Financial capital Infrastructural capital Human capital Social capital Natural capital
The 2019 figures include the Abertis group's contribution for the whole year. In particular, also due to the revenue of Abertis group, an economic profit of EUR 12,282 million was generated in 2019, up by about 70% over 2018.
[1] Total revenue of Abertis in 2019 amounting to about 5.6 billion Euros. [2] In line with the estimate of the GRI standard index of 201.1, this amount is before amortization, depreciation, capitalized costs and charges, deferred taxes and provisions.
Total revenue € 11,630 m total revenue
Economic profit 78% portion economic profit distributed
€ 12,282 m (+70%) economic profit generated[1]
€ 2,689 m economic profit retained[2]
FFO
€ 4.969 m operating cash flow
Investments € 1,794 m operating investments EBITDA
€ 59 m investments and costs for innovation, research & development
[3] The 2018 schedules to the financial statements differ from the 2019 schedules as shown in the "Group economic and financial performance" section of Atlantia's Annual Financial Report for 2019 (refer to that report for additional information). [4] The 2019 figures include the Abertis group's contribution for the whole year, while the 2018 figures only include the Abertis group's contribution for two months.
| Main indicators | |||
|---|---|---|---|
| (million EUR) | 2018 | 2019[4] | Absolute change |
| Total revenue | 6,916 | 11,630 | 4,714 |
| Total net operating costs | -3,148 | -5,903 | -2,755 |
| Gross operating profit (EBITDA) | 3,768 | 5,727 | 1,959 |
| Operating profit (EBIT)[3] | 1,985 | 1,666 | -319 |
| Profit (Loss) for the year[3] | 984 | 357 | -627 |
| Group Profit (Loss) for the year[3] | 775 | 136 | -639 |
| Group equity[3] | 16,868 | 14,903 | -1,965 |
| Net debt[3] | 38,791 | 36,722 | -2,069 |
| Net Invested Capital[3] | 55,659 | 51,625 | -4,034 |
| Operating cash flow | 2,984 | 4,969 | 1,985 |
| Operating investments | 1,125 | 1,794 | 669 |
| Innovation, research & development investments and costs | 26 | 59 | 33 |
Reported amounts
Italian motorways
Overseas motorways
| (million EUR) | External revenue |
Inter-segment revenue |
Total revenue |
EBITDA | Operating cash flow |
Capital expenditure |
|---|---|---|---|---|---|---|
| Italian motorways | ||||||
| 2018 | 3,954 | 50 | 4,004 | 1,991 | 1,708 | 592 |
| 2019 | 4,012 | 71 | 4,083 | 710 | 1,435 | 559 |
| Overseas motorways | ||||||
| 2018 | 625 | 1 | 626 | 457 | 388 | 64 |
| 2019 | 694 | 1 | 695 | 522 | 392 | 112 |
| Italian airports | ||||||
| 2018 | 934 | 1 | 935 | 580 | 437 | 183 |
| 2019 | 952 | 1 | 953 | 596 | 437 | 258 |
| Overseas airports | ||||||
| 2018 | 305 | - | 305 | 139 | 98 | 67 |
| 2019 | 290 | - | 290 | 122 | 90 | 70 |
| Atlantia and other activities | ||||||
| 2018 | 271 | 401 | 672 | 51 | - 1 | 55 |
| 2019 | 321 | 444 | 765 | 44 | 51 | 108 |
| Abertis group | ||||||
| 2018 | 827 | - | 827 | 550 | 354 | 175 |
| 2019 | 5,361 | - | 5,361 | 3,735 | 2,566 | 701 |
| Consolidation eliminations and adjustments |
||||||
| 2018 | - | - 453 | - 453 | - | - | - 11 |
| 2019 | - | - 517 | - 517 | - 2 | - 2 | - 14 |
| Total Atlantia Group | ||||||
| 2018 | 6,916 | - | 6,916 | 3,768 | 2,984 | 1,125 |
| 2019 | 11,630 | - | 11,630 | 5,727 | 4,969 | 1,794 |
Compared to the prior Annual Financial Report, please note that the Annual Financial Report for 2019 does not show adjusted EBITDA and cash flow operations, since these are deemed no longer relevant to monitor the Group's financial performance.
"Toll revenue" amounts to EUR 9,256 million and shows an increase of EUR 4,264 million compared to 2018 (EUR 4,992 million). Net of the impact of exchange rate movements, which had a negative impact of EUR 19 million, and the Abertis group's contribution of EUR 4,164 million, toll revenue is up by EUR 119 million, primarily due to the following:
"Aviation revenue" amounts to EUR 826 million, a decrease of EUR 8 million over 2018 (EUR 834 million) mainly due to the impact of toll fee adjustments of the Aéroports de la Côte d'Azur group.
"Other operating revenue" amount to a total of EUR 1,548 million, an increase of EUR 458 million over 2018 (EUR 1,090 million) mainly relating to the higher contribution of Abertis group (EUR 370 million), the growth in contract work carried out by Pavimental for external customers and the recognition in 2019 of the insurance proceeds received by Autostrade per l'Italia in relation to the events of 14 August 2018 (about EUR 38 million).
"Net operating costs" totalling EUR 5,903 million are up EUR 2,755 million compared with 2018 (EUR 3,148 million).
The "Cost of materials and external services" totalling EUR 2,386 million, is up by EUR 1,180 million compared with 2018 (EUR 1,206 million). Excluding the Abertis group's contribution of EUR 878 million, the cost of external services is up by EUR 302 million, primarily due to the combined effect of the following:
"Concession fees" totalling EUR 609 million are up EUR 77 million compared with 2018 (EUR 532 million). Excluding the Abertis group's higher contribution (EUR 53 million), concession fees are up EUR 24 million, primarily due to recognition in operating costs of fees of the concessionaire, Stalexport Autostrada Maloposka.
The "Operating change in provisions" in 2019 generated a loss of EUR 1,426 million (loss of EUR 437 million in 2018). The operating change in provisions across the two compared years was down by EUR 989 million, primarily due to the provisions of EUR 1500 million, linked to the commitment made by Autostrade per l'Italia to resolve the objections raised by the Ministry of Infrastructure and Transport (MIT) against the provisions (EUR 455 million) recognized in 2018, following the collapse of the Polcevera road bridge. In 2019, EUR 225 million was also used for initiatives relating to the demolition and reconstruction of the Polcevera road bridge, substantially offset by provisions of EUR 210 million made during the period, essentially linked to the updated estimate of the work to restore the network, provided for in Autostrade per l'Italia's new strategic plan, as well as to changes in the interest rates used to adjust the present value of the provision.
"Net payroll costs" of EUR 1,482 million are up EUR 509 million (EUR 973 million in 2018), primarily due to the Abertis group's higher contribution (EUR 444 million), and the consensual termination with Atlantia's Chief Executive Officer as well as the higher expenses for staff incentive plans.
"Gross operating profit" (EBITDA) of EUR 5,727 million is up EUR 1,959 million compared with 2018 (EUR 3,768 million), basically reflecting the Abertis group's contribution (EUR 3,186 million) partly offset by the commitment made by Autostrade per l'Italia to the MIT (EUR 1,500 million). On a like-for-like basis, EBITDA is up EUR 56 million (up 1%).
"Amortisation, depreciation, impairment losses and reversals of impairment losses" totalling EUR 3,957 million, are up EUR 2,342 million compared with 2018 (EUR 1,615 million), primarily reflecting the Abertis group's contribution (EUR 2,224 million).
"Provisions for renewal work and other adjustments" amounts to EUR 104 million, down by EUR 64 million compared with the previous year (EUR 168 million), primarily reflecting the updated estimate, from 2018, of the present value of renewal work to be carried out on the infrastructure operated under concession by Aéroports de la Côte d'Azur.
"Operating profit" (EBIT) of EUR 1,666 million is up by EUR 319 million compared with 2018 (EUR 1,985 million).
"Financial income recognised as an increase in financial assets deriving from concession rights and government grants" amounts to EUR 259 million, an increase of EUR 149 million compared with 2018 (EUR 110 million) due to the higher contribution of certain Spanish and Chilean motorway operators in Abertis group.
"Financial expenses from discounting of provisions for construction services required by contract and other provisions" amount to EUR 78 million, an increase of EUR 25 million compared with 2018 (EUR 53 million), essentially reflecting the Abertis group's contribution.
"Net other financial expenses" of EUR 1,426 million are up EUR 752 million compared with 2018 (EUR 674 million), essentially reflecting a combination of the following:
an increase in the cost of derivative financial instruments (EUR 108 million) at Atlantia and Autostrade per l'Italia;
The Atlantia group's scope of consolidation as at 31 December 2019 did not substantially differ from the scope of the previous year, although we report that the Spanish concessionaire, Autopistas Trados-45 (including Iberpistas S.A. - a 100% subsidiary of Abertis Autopista España S.A. - which already held 50% of the share capital) is fully consolidated and Abertis Infraestructuras sold its 89.7% interest in Hispasat S.A., meaning this company and its subsidiaries are no longer members of the consolidated group.
This index is based on social parameters to measure the (economic and financial) wealth generated by the company for stakeholders participating in its distribution.
In 2019, an economic profit of EUR 12,282 was generated, up by approximately 70% compared with 2018, in particular as a result of the revenue of the Albertis group booked for the full year of 2019.
The economic profit is distributed to the Group stakeholders as follows:
3,360 million), which benefit the related industries generated and therefore the fabric of enterprises in the
a partial representation of the actual costs incurred for the communities and territories connected to the
Before distribution, EUR 2,689 million of retained economic profit is retained[6].
"Capitalised financial expenses" totalling EUR 29 million, are up EUR 20 million compared with 2018 (EUR 9 million), primarily due to the increase in the Abertis group's contribution (EUR 16 million).
Total "Income tax expense" amounts to EUR 107 million, a decrease of EUR 293 million compared with 2018 (EUR 400 million), basically in line with the decrease in "Profit/(Loss) before tax from continuing operations".
"Profit for the year", amounting to EUR 357 million, including the increased contribution by Abertis group (EUR 223 million) is down by EUR 627 million compared with 2018 (EUR 984 million).
"Profit for the period attributable to the Group", amounting to EUR 136 million, is down EUR 639 million compared with 2018 (EUR 775 million), impacted by the increase in provisions for the year only partly offset by the Abertis group's higher contribution.
"Net cash from operating activities" amounts to EUR 4,662 million for 2019, an increase of EUR 1,719 million compared with 2018 (EUR 2,943 million), primarily due to the Abertis group's higher contribution of EUR 2,204 million and to an increase in cash outflow due to operating capital used in 2019.
"Equity attributable to the Group", totalling EUR 7,408 million is down EUR 983 million compared with 31 December 2018 (EUR 8,391 million), primarily reflecting a combination of the following:
The Atlantia Group's net debt as at 31 December 2019 amounts to EUR 36,722 million (EUR 38,791 million as at 31 December 2018).
Finally, at the date of preparation of this Report, there are certain significant uncertainties, primarily relating to the concession and regulatory framework of the subsidiary, Autostrade per l'Italia, connected with the events of 14 August 2018, and with the liquidity and financial risks, also as a result of legislation restricting movement, with significant repercussions on motorway traffic, adopted by numerous governments with the spread of the Coronavirus pandemic.
In view of these uncertainties, however, it is considered that, with regard to Autostrade per l'Italia, the risk of the concession being revoked is not reasonably likely and that it is reasonably possible to reach an agreement with the Ministry of Infrastructure and Transport that will result in the termination of the dispute procedure initiated. With regard to Atlantia, it is considered that:
| Breakdown of the economic profit generated | |||||
|---|---|---|---|---|---|
| Breakdown of the economic profit generated | ||||||
|---|---|---|---|---|---|---|
| (thousand EUR) | 2018 | 2019 | Var % | |||
| Economic profit generated[5] | 7,265,583 | 12,282,229 | 69.05% | |||
| Net toll revenue | 4,992,213 | 9,256,381 | 85.42% | |||
| Aviation revenue | 834,036 | 825,955 | -0.97% | |||
| Contract work | 36,789 | 69,132 | 87.91% | |||
| Other operating revenue | 1,052,712 | 1,478,497 | 40.45% | |||
| Other revenue and income (including financial income) | 349,833 | 652,264 | 86.45% |
(Inflation)
The Autostrade per l'Italia tariffs did not change in 2019. The graph shows how the tariff increases, net of the remuneration of additional investments were broadly kept below the inflation rate.
The tariffs of other Italian concessionaires in the group recorded the following changes in percentage in 2019 compared with the previous year:
| Gross tariff increases (to users) |
|---|
| Net tariff increases (to the company) |
| Inflation |
| Tariff increases net of the remuneration of additional investments |
From 1 January 2019, the Spanish concessionaires applied the following annual toll increases, determined on the basis of their concession arrangements:
of inflation, calculated as the annual average rate of change of the inflation index in the period between 1
From 1 February 2019, the French concessionaires raised their tolls by 1.7%, to reflect the combined effect of 70% of the 2018 inflation rate (+1.9%), the adjustments related to the recovery of the frozen 2015 toll increases, and the return on the additional investment plan known as "Plan de Investissement Autoroutier" (up 0.3% overall).
The Chilean concessionaires implemented the following annual toll increases in 2019, as per the applicable contracts: following the tariff update on 1 January 2019, the tolls applied by Los Lagos are broadly unchanged, reflecting a combination of the increase linked to inflation in 2018 (2.8%) and a decrease in the bonus for safety improvements (the bonus of 2.0% for 2019, less the bonus for safety improvements awarded in
6.4% for Costanera Norte, Vespucio Sur and Nororiente, reflecting a combination of the increase
4.3% for AMB, reflecting a combination of the increase linked to inflation in 2018 (2.8%) and a further
6.4%, to reflect the combined effect of the inflation adjustment for the period 1 December 2017 – 30
adjustment for the six months between 1 June – 30 November 2018; the tolls were increased again by 1.4% from 1 July 2019 in line with inflation in the six months from 1 December 2018 to 31 May 2019;
1 December 2017 – 30 November 2018 and confirmation of the safety bonus awarded in the previous year;
[7] On 31 January 2020, the Supreme Decrees of the President of the Republic of Chile were published. These brought into effect the agreements signed at the end of 2019 between the Ministry of Public Works ("MOP") and the main concessionaires in Santiago, including Costanera Norte and Vespucio Sur. Under these agreements, as of 1 January 2020, the real tariff increase of 3.5% was eliminated against compensation, either by extending the concession or, at the discretion of the MOP, by specific payment. For further information, please refer to the 2019 Annual Financial Report of Atlantia.
from 1 February 2019, the tolls charged by Autopista del Los Libertadores increased by 2.6%, reflecting the effect of inflation for the period 1 January to 31 December 2018 (+2.6%), and confirmation of the safety bonus awarded in the previous year.
From 1 July 2019, Triangulo do Sol and Rodovias das Colinas applied their annual toll increase of 4.7% based on the general consumer price index (IPCA) inflation rate in the period between 1 June 2018 and 31 May 2019, as this figure was lower than the general price index (IGP-M) inflation rate in the same period (7.7%). The difference will be adjusted in accordance with the concession arrangement.
From 13 June 2019, the tolls applied by Rodovia MG050 were increased by 4.9%,
based on the general consumer price index (IPCA) inflation rate in the period between 1 May 2018 and 30 April 2019, as provided for in the concession arrangement.
The rates charged by Centrovias, Autovias and Intervias increased by 4.7% from 1 July 2019. This corresponds with the general consumer price index (IPCA) inflation rate in the period between 1 June 2018 and 31 May 2019, as it was lower than the general price index (IGP-M) inflation rate in the same period (7.7%). The difference will be adjusted in accordance with the concession arrangement.
The rates applied by the new concessionaire, Via Paulista were increased:
From 16 August 2019, the rates applied by Fluminense were increased by 4.5%, corresponding with the general consumer price index (IPCA) inflation rate between 1 February 2018 and 31 January 2019 (3.7%), as well as other compensating elements.
Litoral Sul did not increase the tolls because the general price inflation between 1 February 2018 and 31 January 2019 was offset by other downward compensating elements.
The annual rate review due to take place in December 2019 for the federal concessions of Planalto Sul, Fernão Dias, and Régis Bittencourt, linked to the general consumer price index (IPCA) inflation rate between 1 December 2018 and 30 November 2019 (+3.5%), has not yet been approved by the grantor (ANTT – Agencia Nacional de Transportes), pending determination of other compensating elements.
On 5 January 2019, tolls were raised by 38% for both concessionaires, GCO and Ausol. The Authority did not approve additional increases applied for in 2019 under agreements with the grantor signed in July 2018.
On 1 January 2019:
On 1 September 2019, the Indian concessionaires Jadcherla Expressways and Trichy Tollway increased their rates by 3.1%, linked to the wholesale price index (WPI) inflation rate adjustment.
Following the user consultation procedure conducted by Aeroporti di Roma (ADR), the Italian Civil Aviation Authority (ENAC) approved the revised airport fees to be applied at Fiumicino and Ciampino airports for the period 1 March 2019 - 29 February 2020, which envisage a 1.4% decrease for Fiumicino airport and a 2.2% increase for Ciampino with respect to the fees for 2018. For the period March 2020-February 2021 the revised airport fees to be applied at Fiumicino and Ciampino airports envisage a 0.8% decrease for Fiumicino airport and a 2.2% decrease for Ciampino.
Italian Law no. 37 of 3 May 2019 transferred to the Transport Regulator the functions of national supervisory authority with regard to planning contracts, including the one stipulated between the Civil Aviation Authority (ENAC) and Aeroporti di Roma (ADR) in October 2012.
With Determination no. 118 of 1 August 2019, the Regulator announced a public consultation to review the regulation procedures for airport fees. ADR challenged the determination before the Regional Administrative Court, claiming that the Regulator did not have the power to introduce changes to the tariff regulation system under the applicable Programme Agreement.
A breakdown of the airport fees established by the Civil Aviation Authority on the basis of the programme agreement is available at www.adr.it/bsn-tariffe-aeroportuali
On 14 July 2018, a decree was published by the French Minister of Transport who established the criteria for determining the fees payable in return for the airport services provided by the Aéroports de la Côte d'Azur group. ACA then submitted its tariff proposal for the 2018 – 2019 period, in keeping with the provisions of the above ministerial decree, for endorsement by the Independent Supervisory Authority (ASI). On 21 January 2019, ASI rejected the tariffs proposed by ACA - which, in accordance with the provisions of the decree, envisaged an average decrease in fees of 0.65% - and independently set tariffs for the period from 15 May 2019 to 31 October 2019, involving a decrease of 33.4%, compared with previous levels, from 15 May 2019. ACA, believing this decision to be unlawful, brought a legal challenge before the French Council of State. The Council of State rejected the legal challenge brought by ACA against the ASI's decisions, ruling that the tariff reduction was acceptable.
For more details refer to "Italian airports" and "Overseas airports" in the Financial Report.
The Group's aim is to contribute to enhancing infrastructural capital, also in emerging economic and social contexts, supporting a sustainable growth trend for the community and the environment through the constant monitoring of the infrastructure, reinforcing and extending it where necessary.
Network managed 3,256 km Italy
4,539 km Brazil
1,768 km France
1,573 km Spain
1,100 km Chile
262 km India
175 km Argentina
90 km Puerto Rico
61 km Poland Passenger 59 million passengers in Italy only
Airports
5
managed (2 in Italy and 3 in France)
Investments
€ 1,808 m
total
578 m motorway Investments Italy
€ 794 m investments in motorway activities abroad
| Key figures | ||
|---|---|---|
| 2018 | 2019[1] | |
| Motorway network under concession (km) | 5,042 | 12,824 |
| Italy | 3,020 | 3,256 |
| Autostrade per l'Italia S.p.A. | 2,855 | 2,855 |
| Società Autostrade Meridionali | 52 | 52 |
| Tangenziale di Napoli | 20 | 20 |
| Società Autostrada Tirrenica | 55 | 55 |
| Raccordo Autostradale Valle d'Aosta | 32 | 32 |
| Traforo del Monte Bianco | 6 | 6 |
| Autostrada Brescia Padova | - | 236 |
| Abroad | 2,022 | 9,568 |
| Spain | 1,573 | |
| France | 1,768 | |
| Poland | 61 | 61 |
| Brazil | 1,538 | 4,539 |
| Chile | 313 | 1,100 |
| India[2] | 110 | 262 |
| Puerto Rico | 90 | |
| Argentina | 175 | |
| Airports managed (km) | 5 | 5 |
| 2018 | 2019 with same perimeter[3] |
Var % with the same perimeter |
2019 | |
|---|---|---|---|---|
| Total investments (million EUROS) | 961 | 1107 | 15% | 1,808[5] |
| Motorway activities in Italy | 592 | 559 | -6% | 578 |
| Foreign motorway activities | 64 | 112 | 75% | 794 |
| Airport activities in Italy (Aeroporti di Roma Group) | 183 | 258 | 41% | 258 |
| Airport activities abroad (ACA Group) | 67 | 70 | 4% | 70 |
| Other activities | 55 | 108 | 96% | 108 |
[1] Data include the motorway concessions of Abertis Group.
[2] The company Pune Solapur Expressway is not consolidated.
[3] Data calculated on the same perimeter as 2018, excluding Abertis Group, purchased at the end of October 2018.
[4] Net of consolidation adjustments and rectifications, equal to €11 m in 2018 and €14 m in 2019.
[5] Abertis Group investments included net of consolidation adjustments and rectifications, equal to € 14 m.
[6] For the tender for the re-awarding of the concession, see the chapter "Significant regulatory events" in the Financial Report. [7] An addendum is currently being drafted with the Concession grantor.
| Motorway companies | Km of network |
|
|---|---|---|
| Autostrade per l'Italia | 2,855 | |
| Società Italiana per il Traforo del Monte Bianco |
6 | |
| Raccordo Autostradale Valle d'Aosta | 32 | |
| Tangenziale di Napoli | 20 | |
| Autostrade Meridionali[6] | 52 | |
| Società Autostrada Tirrenica[7] | 55 | |
| Autostrada Brescia Padova | 236 |
3,256 km of motorway network managed: the largest national motorway network, including the two roads running from the North to the South of the country: the central A1 and the Adriatic A14 motorways.
Autostrade per l'Italia Group is implementing a programme of investments in Major Projects, provided for in the original 1997 Agreement and in Addendum IV of 2002, for a total of € 15.8 billion, of which € 10.9 billion was completed at 31.12.2019 with the opening to traffic of 432 km of new lanes.
The aim of this plan is to improve the capacity of the network in operation on the main national connecting roads, in order to keep traffic flowing safely and ensure higher levels of service.
In addition to this program, further measures worth up to € 7 billion have been incorporated into Autostrade per l'Italia's 2007 Single Agreement, which envisages:
Autostrade Meridionali and Raccordo Autostradale Valle d'Aosta have completed the Major Projects investment plans envisaged in their respective agreements.
In December 2019, Società Autostrada Tirrenica presented an Economic and Financial Plan to the Grantor, contemplating management of the stretches operative only. The Company nonetheless expressed its willingness to create the "Tyrrhenian corridor" route, in accordance with the hypothesis set out in the project review defined along with the Ministry of Infrastructures and Transport in 2017, which envisages solely the construction of the motorway between Tarquinia and Ansedonia, plus a stretch of extra-urban road connecting Ansedonia to Orbetello Scalo. This development is subject to the existence of the necessary technical, economic and financial conditions, which must be ascertained along with the approval of the Economic and Financial Plan and the Addendum to the Single Agreement. The Company is also awaiting the latest legislative developments regarding the construction of the remaining lots.
In 2019, operating investments of the Italian motorway companies in the Group amounted to € 578 million.
Specifically, the following continued:
With regard to the upgrading of the Genoa road and motorway junction (the so-called "Gronda di Genova"), the definitive project for which was approved by the Grantor in September 2017, the executive projects for all 10 of the lots were sent to the Italian Ministry of Infrastructure and Transport between February and August 2018. Most of the activities in preparation for the commencement of the works (surveys, expropriations, shifting of underground utilities liable to interfere with the work, etc.) have by now been completed, with a progressive cost amounting to over 180 million, and tender procedures have been set in motion for over 800 million, although formal approval for the executive projects from the Grantor remains pending for the tender to be awarded. With regard to the upgrade of the Bologna junction, the new project scenario has recently been defined with the Ministry of Infrastructures and Transport, also following the dialogue undertaken with the competent local bodies, and the addendum has been formalised to incorporate the shared project solution. In addition in the draft update of the Economic and Financial Plan recently sent by Autostrade per l'Italia to the Ministry of Infrastructures and Transport, € 13.2 billion is envisaged until the expiry of the concession, to which € 1.3 billion could be added regarding a supplementary modernisation plan that the company could add to its investment commitments. The Strategic Plan for the transformation of Autostrade per l'Italia that commenced in January 2020 envisages the acceleration of all the intervention plans, with about a third of the volume of residual investments made by the end of 2023.
For more information on the plan for the upgrading and modernisation of the Italian motorway network under concession, see the paragraph "Investments" in Atlantia's 2019 Annual Financial Report.
| Operating investments | ||
|---|---|---|
| (million EUROS) | 2018 | 2019 |
| Autostrade per l'Italia: works under the 1997 Agreement | 216 | 214 |
| Autostrade per l'Italia: works under Addendum IV of 2002 | 121 | 98 |
| Autostrade per l'Italia: other investments (including capitalised charges) | 171 | 194 |
| Autostrada A4 Brescia Padova | 15 | 19 |
| Other concessionaires (including capitalised charges) | 35 | 11 |
| Investments in other intangible assets | 27 | 22 |
| Investments in tangible assets | 22 | 20 |
| Total operating investments | 607 | 578 |
Abertis Group manages most of the motorway concessions abroad, investments in which are shown below. Abertis Group's operating investments abroad amounted to a total of € 651 million[8]. Specifically, it is important to note investments in Brazil (€ 274 million), mainly related to investment programmes on the part of the Brazilian concessionaires, in France (€ 256 million), mainly for the Plan de Relance of the French concessionaires Sanef and Sapn, and in Chile (€ 80 million), mainly for the construction of third lanes and the implementation of freeflow systems.
| Operating investments (million EUROS) | ||
|---|---|---|
| Country | 2018 | 2019 |
| Spain | 19 | 22 |
| France | 227 | 256 |
| Brazil | 302 | 274 |
| Chile | 27 | 80 |
| Abertis Holding and other activities | 12 | 19 |
| Total | 590 | 651 |
| Operating investments (€M) |
|---|
On 11 October 2019, Abertis Infraestructuras, in partnership with the Government of Singapore Investment Corporation (GIC), reached an agreement with Goldman Sachs Infrastructure Partners (GSIP) for the acquisition of 70% of the capital of Red de Carreteras de Occidente (RCO) in Mexico, the company that manages - through 5 concessionaire companies - 876 km of motorway network in the industrial corridor between Città del Messico and Guadalajara, with an average residual life of more than 20 years.
The structure of the operation involves the acquisition of 50.1% of the capital of RCO by Abertis, for € 1.5 billion, and of 19.9% on the part of GIC, and will allow Atlantia (through Abertis) to control and fully consolidate RCO.
The operation is expected to be concluded in the coming months, after all the authorisations have been obtained from the competent authorities and the remaining 30% of the capital - currently held in Mexican pension funds - has been offered.
Specifically, in Chile, activities began in March 2019 regarding the last part of the work (approx. € 11 million) envisaged under the Santiago Centro Oriente programme. The programme, 98% of which has been completed, contemplates investments for upgrading the stretch managed by Costanera Norte for a total of approx. 255 billion Pesos (about € 350 million); also currently being developed are the works envisaged for the new concessions Americo Vespucio Oriente II and Conexión Vial Ruta 78 Hasta Ruta 68, for which the first payments of the contribution for expropriations have also been made to the Grantor, in accordance with the terms of the respective concession contracts.
Operating investments made in Brazil in 2019 amounted to € 27 million, mainly for the investment plan provided for in Addendum TA07 of the concessionaire Nascentes das Gerais.
| Motorway companies | Km of network |
|---|---|
| Autopistas España | |
| Acesa | 479 |
| Aucat | 47 |
| Aulesa | 38 |
| Aumar | 468 |
| Avasa | 294 |
| Castellana/Iberpistas | 120 |
| Autopistes Catalanes | |
| Invicat | 66 |
| Túnels de Barcelona | 46 |
| Trados-45 | 15 |
| Motorway companies | Km of network |
|---|---|
| Stalexport Autostrada Maloppolska | 61 |
| Motorway companies | Km of network |
|---|---|
| Sanef | 1,396 |
| Sapn | 372 |
4,539 km of network managed.
| Motorway companies | Km of network |
|---|---|
| AB Concessões | |
| Rodovias das Colinas | 307 |
| Concessionária da Rodovia MG050 | 372 |
| Triangulo do Sol Auto Estradas | 442 |
| Arteris | |
| Fernão Dias | 570 |
| Litoral Sul | 406 |
| Planalto Sul | 413 |
| Via Paulista | 721 |
| Régis Bittencourt | 390 |
| Intervias | 380 |
| Fluminense | 320 |
| Centrovias | 218 |
175 km of network managed
| Motorway companies | Km of network |
|---|---|
| Grupo Costanera | |
| Litoral Central | |
| Costanera Norte | 81 |
| Autopista Nororiente | 43 |
| Vespucio Sur | 22 |
| AMB | 24 |
| Vespucio Oriente (AVO II) | 10 |
| Ruta 78-68 [10] | 5 |
| Los Lagos | 134 |
| Vias Chile | |
| Rutas del Elqui | 229 |
| Rutas del Pacífico | 141 |
| Autopistas del Sol | 133 |
| Autopista de Los Libertadore | 116 |
| Autopista de Los Andes | 92 |
| Autopista Central | 62 |
| Motorway companies | Km of network |
|---|---|
| GCO | 56 |
| Ausol | 119 |
90 km of network managed
| Motorway companies | Km of network |
|---|---|
| Autopista Puerto Rico | 2 |
| Metropistas | 88 |
262 km of network managed.
| Motorway companies | Km of network |
|---|---|
| Trichy Tollway | 94 |
| Jadcherla Expressways | 58 |
| Pune Solapur Expressway[9] | 110 |
2 airports: Fiumicino and Ciampino, Italy's most important airport system with more than 49 million passengers per year. "Leonardo da Vinci" Fiumicino airport is Italy's largest airport. 49 m
Aeroporti di Roma continues its efforts to build new infrastructures for Leonardo da Vinci airport, with the aim of guaranteeing a balance over the years between supply and demand and supporting the on-going improvement of service offered to passengers.
Important infrastructural works are under way in the East area of the airport, dedicated to domestic and Schengen traffic, with progressive openings planned over the two-year period 2020-2021. Operating investments in 2019 amounted to € 258 million.
In detail, the infrastructures currently under construction are:
to the new pier; the extension of Terminal 1 on the Western side, replacing Terminal 2, which has now been completely demolished, and the complete refurbishment of boarding area C, with the construction of a new shopping mall and the shifting of the gates to apron level; a new transit node at the root of boarding area
The quality level of the areas will be particularly high, comparable with those of airport areas that have recently become operative (December 2016): Forebuilding of Terminal 3 and Boarding Area E. At the end of the works, the East Airport System will have a retail surface area totalling approx. 18,000 square metres. Boarding Area A will also be certified Gold Class according to the Leadership in Energy and Environmental Design (LEED) protocol: the materials contemplated in the project, the construction and working technologies and methods have been established in accordance with criteria aimed at containing energy consumption and reusing materials, as well as optimising the organisation of procurement during the building and operative phase. During 2019, 36 new check-in desks were also opened for operation in Terminals 1 and 3 of Fiumicino, based on a new concept characterised by prestigious finishes, a high level of comfort for operators and an improvement in the service delivered to passengers.
As regards flight infrastructures, 2019 saw the construction and opening for use of a further 9 aircraft parking areas in the West area
Roma
Fiumicino
Ciampino
In 2019, Nice airport welcomed over 14.5 million passengers, up 4.6% on the previous year.
Operating investments made by Aéroports de la Côte d'Azur group in 2019 amounted to € 70 million, including € 39 million used mainly for building new aircraft aprons in front of Terminal 2 of Nice airport. Activities also began in preparation for the future extension of Terminal 2 with a view to expanding the airport's capacity. Thanks to the extension of the Terminal 1 boarding area, two additional parking aprons are now operative, with two new jet bridges.
Telepass Group manages the electronic toll payment system in Italy and abroad and provides additional services in the mobility sector (parking areas, Limited traffic Zones or ZTL, vehicle geolocation etc.), insurance sector, and assistance sector (roadside assistance in Italy and Europe, travel assistance). At 31 December 2019, there were 9 million Telepass devices active (up 382,000 from 31 December 2018), while Premium Options totalled 2.2 million (approx. 61,000 more than at 31 December 2018). Telepass Pay S.p.A., set up in November 2016 with the aim of expanding the range of payment services offered to customers in relation to both urban and extra-urban mobility, had 447,000 active customers at 31 December 2019Telepass Pay S.p.A., set up in November 2016 with the aim of expanding the range of payment services offered to customers in relation to both urban and extra-urban mobility, had 447,000 active customers at 31 December 2019, 144 more than in 2018.
The perimeter of Telepass Group also includes Urban Next, a company incorporated under Swiss law that develops software and applications for urban mobility, K-Master, which operates monitoring and management systems for road haulage fleets through an IT platform and a number of dedicated software applications, Telepass Broker, which carries out insurance brokerage activities, and a 75% shareholding in Infoblu, a company that operates in the market of traffic info and data processing services.
The company mainly operates in the construction and maintenance of a number of important infrastructural works in Italy for the Group (89%) and for third parties (11%), as well as in the maintenance of motorway and airport surfaces. In 2019, among the company's main activities was the continuation of the excavation work on the Santa Lucia Tunnel on the Barberino - Firenze Nord section on the A1 motorway, and on the construction of the new Pier A of Fiumicino. It was also awarded contracts for new works outside of the Group, such as those for Nardò Technical Center Porsche Engineering and COCIV-Interconnessione Voltri-Polcevera).
Spea Engineering operates in Italy and abroad, providing engineering services for planning, supervision of works and monitoring activities for the development and maintenance of motorway and airport infrastructures. The company recorded a fall in operating revenue of € 42 million compared to 2018, mainly attributable to the reduced production in the motorway sector, with a slowdown in planning activities, and, as a precautionary measure, to the adjustment of closing inventories and to provision for relative risks, prudentially increased compared to the previous year following the preliminary discussions with Autostrade per l'Italia in the context of the activities in preparation for the possible sale of business units.
Electronic Transaction Consultants (ETC) operates in the USA in integration, maintenance and support for the use of free-flow electronic toll payment systems, also in combination with traditional toll payment systems such as cash and credit cards.
For further details, www.atlantia.it
[10] Opening dates may be rescheduled as a result of the impact of the Covid-19 pandemic on airport traffic.
92 93
Atlantia Group is able to count on a range of specialist and managerial skills able to ensure effective operations and sustainable business development in the long term. The Group is committed to guaranteeing the development and transfer of highly distinctive know-how that is unrivalled on the Italian and international scene, by identifying, developing and gradually assigning increasing responsibilities to the organisation's human resources.
Training 531,880 training hours
40% aged 31 - 45
48% of personnel have been with the company for over ten years
Headcount
employees
(+3.1%)
[1] Data calculated on the same perimeter as 2018, excluding Abertis Group, purchased at the end of October 2018.
[2] Included, in 2019, 643 employees of Abertis Mobility Service (AMS) in Hungary, Croatia, Canada, Ireland, UK and Puerto Rico,
as well as Group companies operating in India. AMS, an Abertis Group company established in 2017,
operates in the sector of electronic tolling systems and smart mobility solutions.
[3] Data calculated on a perimeter corresponding to 97.8% of total group personnel, given the effect of the headcount of AMS, for which it was not possible to process data with the same level of disaggregation. For further information on the reference perimeter of the data shown in this chapter, see the paragraph "Drafting of the Report" in the Appendix.
| 2018 | 2019 with the same perimeter[1] |
Var % with the same perimeter |
2019 | |
|---|---|---|---|---|
| Total headcount | 16,596 | 17,115 | 3.13% | 30,633 |
| On permanent contracts | 15,096 | 15,899 | 5.32% | 28,955 |
| On temporary contracts | 1,500 | 1,216 | -18.93% | 1,678 |
| Breakdown of headcount per country | 16,596 | 17,115 | 3.13% | 30,633 |
| Italy | 12,794 | 13,127 | 2.60% | 13,668 |
| Brazil | 1,710 | 1,724 | 0.82% | 6,140 |
| France | 677 | 691 | 2.07% | 3,216 |
| Chile | 654 | 802 | 22.63% | 1,962 |
| USA | 415 | 382 | -7.95% | 382 |
| Poland | 336 | 376 | 11.90% | 376 |
| Spain | 0 | 0 | NA | 1,993 |
| Argentina | 0 | 0 | NA | 2,062 |
| Other countries[2] | 10 | 13 | 30.00% | 834 |
| Presence of women in the Group (%)[3] | 28.7% | 29.0% | 0.89% | 32.9% |
| Average headcount (including temporary staff) | 15,806 | 16,035 | 1.45% | 29,025 |
| Net cost of labour (in m €) | 973 | 930 | 4.4% | 1,482 |
| Hours of training | 272,162 | 308,248 | 13.26% | 531,880 |
| Hours of health and safety training | 96,103 | 139,600 | 45.26% | 185,195 |
| Full Time Employees (%)[3] | 81.6% | 82.3% | 0.82% | 86.0% |
The Group considers its staff as one of the main assets for achieving its long-term development goals. This is why guaranteeing workplace safety and the health and well-being of workers are key elements in the human resource management policies.
The Integrated Environment and Safety Policy involves the organisation at all levels, and is notified to suppliers, visitors and the various external players the Company engages with in carrying out its activities, not only in terms of observing legislative measures, but also - and more significantly - as an expression of the application of the principles of sustainability and prevention.
Atlantia Group conducts its activities thanks to its specialist and managerial skills and expertise, which are able to guarantee effective operations and sustainable business development in the long term. As a manager of strategic, advanced engineering infrastructures in the countries where it operates, the Group is committed to guaranteeing the development and transfer of highly distinctive know-how that has no equal on the Italian and international scene. These ends are pursued by identifying, developing and attributing increasing responsibilities to the organisation's employees, with a view to ensuring widespread control of operations and spreading know-how.
Integration of sustainability principles into the supply chain.
For sustainable performance in the medium-long term, the Group's remuneration policy seeks to offer competitive conditions in line with other companies operating in comparable sectors in terms of business, size and equity in the organisation, in full compliance with the principles of equal opportunity, equality and non-discrimination, employee enhancement and integrity that are also set forth in the Group's Code of Ethics. The remuneration structure is based on a number of different components, and aims to attract, retain and motivate qualified employees, as well as to reward the achievement of the performance targets set and aligned with the shareholders' interests. This is reflected in the definition of remuneration packages that consistently include a fixed salary and one or more variable components. These interconnected components make up a remuneration offer consistent with the complexity of the different roles and levels of performance (both corporate and individual).
At 31 December 2019, the Group employed 28,955 people on a permanent contract and 1,678 on fixed-term contracts, adding up to a total of 30,633, 45% in Italy and the remaining 55% abroad. Compared to 2018, with the same perimeter, and therefore excluding the Abertis Group companies, there was an overall rise in headcount of 3%, and specifically, a 5% rise in permanent staff, mainly due to the stabilisation of staff on temporary contracts in Aeroporti di Roma Group, the internalisation of maintenance and paving activities and the Santiago Centro Oriente expansion programme of Costanera Group in Chile and for the acquisition of a new tunnelling contract in the railway sector and the increase in activities on the Italian motorway network by the company Pavimental.
The average headcount of Atlantia Group in 2019 was 29,553 (including temporary staff, amounting to 188 during the year). Excluding the contribution of Abertis Group, equal to 13,518 people, the average number rose by 229 compared to 2018 (15,806 average).
| Headcount at 31.12.19 by qualification level | |||||||
|---|---|---|---|---|---|---|---|
| Qualification level | 2018 | 2019 with the same perimeter |
Var % 18-19 with the same perimeter |
2019 | |||
| Executives | 290 | 293 | 1.03% | 387 | |||
| Staff | 8,407 | 8,632 | 2.68% | 11,637 | |||
| Toll Collectors | 3,261 | 3,122 | -4.26% | 8,213 | |||
| Operators with other qualifications | 4,638 | 5,068 | 9.27% | 10,396 | |||
| Total | 16,596 | 17,115 | 3.13% | 30,633 |
Also as a result of its international standing, Atlantia Group acknowledges diversity - in terms of culture, gender, experience and skills - as a key element for success and a source of competitive advantage in the creation of sustainable value in the medium-long term.
The Group's primary objective is to create a work context able to guarantee its employees the best possible opportunities for growth and professional development, as well as the consolidation and enhancement of know-how able to ensure ongoing improvement and business innovation. This objective is pursued through a consistent, integrated approach focused on processes of:
Talent management is a live process that involves a broad spectrum of the people in the Group, supporting it in the development of the skills and abilities of talented human resources and of effective managerial expertise able to meet organisational and business needs over time. To this end, the Group has implemented a Talent Management program, with an integrated architecture of processes and tools aimed at supporting the growth and development of the Group's resources by fostering interaction and cooperation among the main players involved in the process: the hierarchical line, the HR structures and the human resources themselves, with a self-development approach.
At 31.12.2019, full-time personnel accounted for 82% of the total headcount, substantially in line with the previous year with the same perimeter. With the inclusion of Abertis personnel, the percentage rises to 86%. Average age and seniority in the Group is 43 and 13 years respectively. The graphs below show the breakdown of the Group's permanent employees at 31.12.2019 by age bracket, educational qualifications, seniority and qualification level.
| Turnover and hirings 2019 | ||||||
|---|---|---|---|---|---|---|
| Up to age 30 | 31-50 | Over 51 | ||||
| women | men | women | men | women | men | |
| New hirings | ||||||
| 439 | 563 | 645 | 1,102 | 100 | 412 | |
| Permanent contracts confirmed | ||||||
| 168 | 208 | 266 | 297 | 33 | 73 | |
| Dismissals | ||||||
| 184 | 225 | 211 | 418 | 169 | 348 | |
| Resignations | ||||||
| 541 | 436 | 494 | 514 | 348 | 505 | |
| Retirements | ||||||
| 0 | 0 | 0 | 1 | 53 | 299 |
[4] The chart only includes permanent employment contracts, and percentages are calculated on the total number of terminations recorded in the respective countries.
Retirement Dismissal Resignation In line with the UN Agenda 2030 for sustainable development, and in addition to compliance with the legal regulations, Atlantia Group has integrated the values of diversity and the right to equal opportunities into its corporate responsibility policies, for all areas of company activity. Human resources are managed and selected in compliance with the applicable laws, employment contracts and the Group's Code of Ethics, without precluding or discriminating anyone due to gender, age, nationality, religion, ethnic origin, ideology or sexual orientation.
(Code of Ethics - cfr. 6 - www.atlantia.it/it/corporate-governance/codice-etico).
2018 saw the adoption of the new code of conduct for the prevention of discrimination and the protection of the dignity of women and men within Atlantia Group, informing all workers of their rights and obligations with regard to preventing and eliminating any discriminatory behaviour and maintaining a working climate that ensures respect for the dignity of every individual. The Code underlines the principle of equal treatment with regard to labour and employment, with a uniform reference framework for the various Group companies operating in the various countries and subject to different legislation. In 2019, about 4% of permanent staff (1,073 persone) belonged to protected categories. With the consolidation of the acquisition of Abertis Group, the percentage of women in the Group rose from 29% to 33%.
The total turnover rate rose from 10% in 2018 to 16% in 2019, in particular due to the organisational changes implemented within Abertis Group, specifically in Brazil, Spain, Chile, France and Italy.
With the same perimeter, excluding the Abertis Group companies from the calculation, the rate remains unchanged compared to the previous year.
The rate is calculated as the number of employees with a permanent contract who leave the organisation as a result of dismissal, resignation or retirement during the year, in relation to the number of permanent employees at 31 December.
Women by qualification level[6]
12%
Atlantia Group promotes respect for gender equality, also in terms of remuneration, for each category: this is clear from the table below, both with reference to the Group companies operating in Italy and to the Group perimeter as a whole. The variables that have the greatest impact on remuneration differences are the presence of different collective bargaining frameworks and seniority.
| Women/men basic salary ratio[7] | Women/men total remuneration ratio | |||
|---|---|---|---|---|
| Qualification level | Italy | Group | Italy | Group |
| Executives | 79% | 83% | 72% | 79% |
| Middle managers | 103% | 95% | 102% | 95% |
| White-Collar Workers[8] | 92% | 81% | 92% | 83% |
| Blue-Collar Workers | 101% | 99% | 101% | 98% |
| Toll Collectors | 77% | 80% | 77% | 80% |
[6] The figure for women in Abertis Group in 2019 is spread over the three categories Executives, Middle Managers and White Collar Workers. Therefore, the figures for the percentage of women in the categories Blue Collar Workers and Toll Collectors in 2018 and 2019 coincide. [7] For the Italy perimeter, data refer to the following companies: Atlantia S.p.A, ASPI Group, ADR Group, Telepass Group, Spea, Pavimental, Abertis Italia. For data regarding the Group, the data regarding the Italy perimeter are supplemented with those referring to the following foreign companies in the Group: Abertis Group, Aeroports de la Cote d'Azur, Los Lagos, Rodovia MG050, Rodovias das Colinas, Spea do Brasil, Stalexport, Triangulo do Sol, Grupo Costanera, Gestion Vial, Operalia, Vespucio Sur. [8] In accordance with the operating and reporting practices adopted by Abertis Group companies, Toll Collectors and Blue-Collar Workers are considered within the perimeter of White-Collar Workers.
The objective of attracting and developing the most talented people is pursued through targeted recruitment and induction policies, coordinated by the parent company Atlantia with a view to bringing high-potential resources into the companies and guaranteeing future growth for the Group, inspired by the principle of standardised employment requisites, recruitment process management policies and skills assessment systems.
Development of an effective leadership able to support the strategic objectives over time
Promotion and encouragement of the diversification of experiences, as a means to enrich skills
Implementation of aperformance management model able to encourage employees to achieve excellent results and acknowledge the best contributions made
Enhance the Group's human resources
Support for individual wellbeing
| Focus: 2019 development initiatives | |||||
|---|---|---|---|---|---|
| Company | Beneficiaries | Description of the initiative | |||
| Autostrade per l'Italia |
145 human resources under 45, with first management file |
Assessment of "managerial readiness", conducted in partnership with the consulting company Mercer. The 40 best resources with a technical background took part in a "full assessment" to evaluate their potential, of whom 17 were promoted to positions of responsibility and greater complexity |
|||
| Telepass | 18 top management resources |
Innovative assessment and training programme, conducted in partnership with Ernst & Young and aimed at all resources with greater contact with top management in Telepass Group |
of which: Health and safety
Once again in 2019, Atlantia Group continued to "capitalise" skills through intercompany mobility and crossfertilisation actions.
Professional mobility is the preferential channel for covering job vacancies in the Group's companies, by guaranteeing conditions in line with the employee's professional career and the prospects offered in the new role. In 2019, the percentage of vacant positions filled by internal applicants totalled 61% [9] at Group level (up from 57% in 2018), increasing to 81% when considering the Italian perimeter only (up from 77% in 2018).
Intercompany mobility, pursued through an open job opportunity system - in which employees participate on a voluntary basis - opened up 74 vacancies with 311 potential applicants involved and 32% positions successfully filled[10].
During 2019, the "Talent Upgrade" project was strengthened further, with the implementation of specific actions to support the company's induction processes (induction and on-boarding programmes, involving more than 150 young people), intercompany mobility and professional development initiatives.
With reference to this last element, Atlantia Group is strongly committed to investments aimed at the personal and professional development of its people, with recourse to the following types of Talent Management tools and programmes:
Training provides a boost for professional development, process innovation and the achievement of the Group's targets.
In 2019, with the same perimeter as in 2018, 308,000 hours of training were completed, an increase of 13% and involving over 16,600 participants. Also considering Abertis Group, this figure rises to approx. 532,000 hours, for a total investment of around € 6.8 million.
Average training hours per employee rose from 16 to 18 (19 for men and 15 for women). Specifically, around 35% of the training administered regarded health, safety and the environment, and, considering the same perimeter, this percentage rose to 45%, above all due to the programmes developed by Autostrade per l'Italia and Aeroporti di Roma.
The in-house academies operating in a number of the Group's companies are able to cover a significant amount of the total training delivered. One example is the Role Academy of Autostrade per l'Italia, which in 2019 witnessed the direct involvement of over 80 in-house trainer colleagues, and was acknowledged by the National Council of Italian Engineers as a specialist training provider, authorised to issue training credits to all engineers interested in maintaining their qualification on the pertinent professional register. In 2019, the company also embarked on an important reskilling programme for motorway toll collectors, designed to expand the scope of their knowledge and operating activities.
Training activities continued during the year, mainly focused on improving the quality of customer service. These included the ADR Group Customer Experience Education programme, aimed at consolidating the Service Quality Levels achieved through specific training activities for each professional group. Abertis consolidated the Connectis platform, an internal network of knowledge for all the companies in the Group, involving the departments of the technical area, customer service and the legal and procurement areas. Over 100 chat sessions were held on the platform in 2019. Specific training on security continued in 2019, particularly in airport companies, also dealing with aspects regarding the protection of human rights in the performance of activities. In this area, some 730 in-house resources and 24 external resources had received training at 31.12.2019. During the year, Atlantia also provided over 8900 training hours to business partners (providers of goods and services, sub-contractors, clients, etc.), mainly regarding health and safety (around 48%), anti-corruption, code of ethics and protection of human rights, as well as specialist training connected to operating activities.
[9] Percentage calculated on the whole perimeter, excluding Abertis Group and considering only the permanent headcount. [10] In 2019, horizontal mobility totalled 1319 cases (+50% compared to 2018) and vertical mobility 1057 (compared to 558 in 2018).
Pervasiveness: this is the commitment that has always guided the Group's policy on safety in the workplace. Pervasiveness means that everyone feels responsible for their actions, with the constant aim of reducing injuries. The main aspect - and also the Group's most recent orientation - regards the active involvement and motivation of the staff, also in terms of monitoring and reporting dangerous situations, so that safety can become a way of life. This explains the adoption of appropriate accident risk assessments, awareness-raising activities and preventive and protective measures aimed both at the Group's own employees and those of the firms in its supply chain, in particular those most exposed to risk because they are involved in infrastructure maintenance and construction activities. The assessment of risks related to work activities [11] is usually carried out annually or as a result of technical and organisational changes, and is carried out through inspections, checks carried out on vehicles, machinery and systems, interviews with workers and managers and checks on documents, in order to identify the appropriate prevention and mitigation measures.
Employee training has always played a key role in the fundamental aspect of prevention.
The Group companies are engaged in on-going safety training programmes, which often go a step further than the legal obligations and are aimed at preventing risks in the workplace and protecting physical and mental health. Training is always provided when new staff are recruited, when there is a change to the tasks they carry out, when new work equipment, new technologies, new dangerous substances and preparations are introduced, or as risks evolve or new risks emerge.
62% of Group employees (70% if we consider the 2018 perimeter) work in compliance with a OHSAS 18001 or ISO45001 certified health and safety management system that defines procedures, responsibilities, objectives and tools for the implementation of the "Safety Policy" and the continuous improvement of performance in this area, in compliance with the regulations in force in the country concerned.
In 2019, 71% of the Group's employees were represented in a Committee for Health and Safety.
With regard to accident figures, the number of accidents suffered by direct employees recorded in 2019 totalled 799. 74% of these involved men and the remaining 26% involved women. Compared to 2018, considering the same perimeter [12], 49 more accidents occurred. Five of these accidents were registered as severe, involving absence from work lasting 6 months or more. The frequency rate of severe accidents is 0.1 [13].
Unfortunately, two deaths at work also occurred during the year, one in Italy and one in Chile, in both cases due to a worker being run over by a vehicle in transit.
The main causes of injury at work include: accidental falls and slipping, impact with obstacles, errors in the use of PPE, handling and/or lifting of loads, road accidents and stress.
With reference to indirect workers, and in particular for the firms in the supply chain that work in areas/sites over which the Group companies exercise control or for which they are responsible, a total of 401 accidents at work were registered in Italy and abroad during the year, 98.5% of which involved men [14]. Unfortunately, six fatal accidents also occurred: four in Italy, one in Argentina and one in Brazil, mainly as a result of handling loads and accidents with heavy vehicles in construction site areas.
[11] Some examples of work-related risks: risks deriving from the structure and hygiene of work environments, lighting systems and micro-climate, electrical risk and shock, risks deriving from manual handling of loads, risks of exposure to harmful substances, noise risk, electromagnetic fields, risk of fire and explosion, working overhead, risks from surrounding environments, risks deriving from robbery or assault, risks for workers on night shift, risks for pregnant and breastfeeding workers, risks from work-related stress, etc.
[12] Excluding Abertis Group companies
[13] First year of reporting of the indicator.
The figure was calculated based on 378 injuries for which the amount of hours worked is known (a total of over 25.2 million).
A serious injury was also recorded, so the frequency rate of serious injuries was 0.04.
| total | men | women |
|---|---|---|
| Accidents rates per Country 2019 | ||||
|---|---|---|---|---|
| women | men | total | ||
| Italy | 22.5 | 20.7 | 21.1 | |
| Spain | 9.2 | 10.5 | 9.6 | |
| France | 9.3 | 15.2 | 13.2 | |
| Brazil | 7.2 | 8.8 | 8.1 | |
| Chile | 8.0 | 27.0 | 23.0 | |
| Argentina | 10.9 | 13.9 | 12.7 | |
| Puerto Rico | 0 | 26.1 | 19.1 | |
| Other countries | 1.6 | 0 | 0.7 |
[15] Ratio between the number of injuries with absence from the workplace and the number of hours worked during the year, per 1,000,000. In 2019, the total number of hours worked was approx. 51 million, of which 68% by men and 32% by women.
In 2019, Autostrade per l'Italia launched the campaign #nondistrarti (don't get distracted), featuring its workers employed on the construction sites, in order to raise awareness among drivers of the need to adopt safe driving practices and avoid risking the lives of those working on the roads. The company also decided to adopt the BBS (Behaviour Based Safety) protocol for the safety of its workers, already in operation on a number of sections and construction sites and gradually to be extended throughout the motorway network.
[14] the frequency rate of injuries for indirect workers in 2019 was 14.9 (15.8 for men, 1.32 for women).
[16] The base of potential beneficiaries of the MBO system is calculated considering the incentive policies in force in 2019. Data refer to the following companies: Atlantia S.p.A., ASPI Group, ADR Group, Spea, Pavimental, Telepass Group, Abertis Group, Aéroports de la Côte d'Azur, AB Concessoes. [17] The values refer to the companies that adopt long-term incentive plans. Long-term incentives are destined for a total of 3.4% of the Group's population that does not hold Senior Management positions.
The Group's remuneration system seeks to develop skills and experience, remunerating resources based on their organisational role and responsibilities and rewarding and retaining excellence by acknowledging individual contributions, thus building motivation to pursue sustainable value creation over time.
For employees, remuneration is composed of a fixed and variable component and on the a variety of rewards (monetary incentives, financial incentives and benefits) and a series of benefits for employees and their families, with the aim of pursuing conditions of equity within the organisation as well as ensuring competitiveness in comparison with other companies comparable in terms of business and size.
Remuneration packages include a fixed component, a variable component (calculated on the short and mediumlong term) and benefits.
The annual gross fixed component is based on the employee's skills and experience and remunerates resources according to their role and the responsibilities associated with it, as well as the level of performance over time. The short-term variable component seeks to reward the achievement of the Company's quantitative, qualitative and sustainability-related goals (development of human capital, energy efficiency, service quality, customer satisfaction, safety at work, etc.), which place importance on both corporate and individual performance. The tool used to pursue these goals is known as the MBO (Management by Objectives) system.
Also in place is a "One-year/Three-year MBO plan", which offers incentives to directors and managers with the greatest responsibilities, and establishes a mechanism that defers a portion of MBO to the achievement of threeyear company objectives, also linked to the quality of customer service.
In 2019, the MBO system involved a total [16] of 100% of executive managers, 83 % of middle managers and 52% of white-collar workers eligible based on the policies currently in force.
A number of long-term incentive tools are also in place, based on financial instruments (e.g. stock options, stock grants, phantom stock options, phantom stock grants, etc.), intended to boost retention and incentivise managers, by promoting the enhancement of the Group and spreading a culture geared towards value creation. These long-term incentives regard 100% of Top Management and 40% of the Group's executive managers who are not part of Top Management [17].
A number of foreign subsidiaries adopt long-term monetary incentives, establishing the scope for their attribution and the performance objectives linked to the specific characteristics of the business and the context they operate in. Monetary and non-monetary remuneration tools are envisaged for both full-time and part-time employees. For further details, see: www.atlantia.it/it/corporate-governance/remunerazione
Atlantia Group is particularly active in implementing initiatives aimed at supporting employee welfare. These initiatives are mainly organised into three areas:
In 2019, the Group invested a total of over € 32 million in welfare initiatives. Much importance was given to supporting the "second pillar"of supplementary social insurance schemes. The contributions paid for employees have risen progressively, reaching approx. € 17 million and over 12,500 beneficiaries in 2019.
[18] Percentage of employees who returned to work at the end of the period of parental leave during the year. In 2019, 386 people took parental leave (298 women and 88 men). All personnel can have access to parental leave. [19] Perimeter of reference: Group companies in Italy, France, Spain and Puerto Rico. The total contribution to the supplementary social insurance funds at 31.12.2019 exceeded € 39.5 million.
108 109
€ 139.6 m
total investments in airport safety
Service quality
4.5
7.14
Autostrade per l'Italia Frequent Traveller Customer Satisfaction Index critical suppliers
score obtained by Fiumicino airport
9% of annual spending
789
suppliers and subcontractors
total investments in motorway safety
Safety € 825.6 m
€ 10.6 m spending and investments
Support for the community
Safety and quality are the key elements in the Group's relations with customers, with an on-going commitment to improve the standards of service offered in order to ensure safety, flow and quality, paying constant attention to needs, requests and proposals. The community represents both the departure and arrival point of all the Group's activities, which involve the construction and management of infrastructures essential for the local traffic system and for global mobility. The relationship with suppliers is based on the principles of lawfulness, correctness and transparency. Each supplier must comply with the ethical and behavioural principles set forth in the Atlantia Group Code of Ethics, i ncluding the social and environmental measures contained therein.
| Main indicators | |||||
|---|---|---|---|---|---|
| 2018 | 2019 with the same perimeter[1] |
Var % 18-19 with the same perimeter |
2019 | ||
| Spending and investments for road safety (€ 000) | 387,162 | 682,680 | 76.33% | 825,595 | |
| Spending and investments for airport safety | 122,301 | 139,595 | 14.14% | NA | |
| Spending and investments for customer service, quality and customer satisfaction (€ 000) |
232,958 | 293,584 | 26.0% | 341,534 | |
| Fiumicino (overall perception of regular service provision) | 97 | 96 | -0.82% | NA | |
| Ciampino (overall perception of regular service provision) | 91 | 94 | 3.07% | NA | |
| Customer satisfaction index for Aéroports de la Côte d'Azur | 77 | 80 | 3.88% | NA | |
| Global accident rate of the Group [2] | 37.5 | 36.2 | -3.19% | 27.4 | |
| Mortality rate of the Group[3] | 0.62 | 0.53 | -14.39% | 0.81 | |
| Spending and investments in the community € m)[4] | 4.7 | 6.9 | 46.80% | 10.6 |
[1] Data calculated on the same reporting perimeter as 2018, excluding Abertis Group. [2] The accident rate is defined as the number of accidents per 100 million km travelled. [3] Mortality rate is defined as the number of road accident deaths per 100 million km travelled. [4] Rise in 2019 due in particular to new campaigns engaging the community on safety issues.
Finally, the Group's approach to suppliers goes beyond the mere "commercial" dimension, while maintaining strict compliance with the standards governing the selection criteria of the entities operating throughout the supply chain, resulting in specific approaches to sustainabiIity. These include the preliminary condition of knowledge, explicit adherence to and compliance with the Principles set out the Group's Code of Ethics - also verified by means of specific audits - and the preference for local suppliers with a view to promoting the individual local areas.
Integration of sustainability principles into the supply chain
Social responsibility is fundamental to Atlantia's relationship with the communities it operates in. Constructing and managing mobility infrastructures means, above all, operating locally with the community and guaranteeing travellers a safe, quality service. The enhancement of human capital is therefore fundamental to all the company's activities, and makes a significant contribution to guiding and characterising the entire operating process, from designing infrastructures to providing services to clients.
For this reason, the company's social responsibility is a circular process involving the three groups of stakeholders: the community, in the sense of the citizens, institutions and associations it is formed by; customers, to whom we offer our services, guaranteeing their safety and the safety of the infrastructures, and the supply chain. These three groups are linked to one another, with the stakeholder engagement model evolving all the time.
Safety and quality are the key elements in the Group's relations with customers. On-going commitment to improve the standards of service offered in order to ensure safety, flow and quality, paying constant attention to needs, requests and proposals. This integrated approach to customer relations guides the company's operations in a number of areas: investments to improve the quality of infrastructures and services, technological innovation in management procedures through the implementation of new infomobility systems and widespread information and awareness-raising activities.
The community represents both the departure and arrival point of all the Group's activities, which involve the construction and management of infrastructures essential for the local traffic system and for global mobility. The Group's efforts are therefore organised on various levels. Firstly, through the adoption of sustainable approaches to the design and management of the infrastructures with regard to the surrounding areas, and the construction of infrastructures and environmental enhancement to the benefit of the community, not necessarily directly connected with the impact generated by motorway and airport infrastructures. Dialogue with the local communities is also on-going. The Group has adopted stakeholder engagement models that are a step ahead of the regulatory provisions contemplated for "public debate"; this has made it possible to improve the design of the infrastructures and boost awareness among the citizens involved. There has also been a constant increase in the Group's commitment to enhancing culture and tourism in the areas it operates in, in collaboration with local institutions and administrations, in addition to the well established humanitarian, scientific, sports and social activities implemented both autonomously and in collaboration with other national and international entities and bodies.
Prevention and information are the two key factors the Group's motorway companies focused on in 2019, comprising the planning of work on infrastructures, carrying out of emergency drills, implementation of new technological systems for real-time traffic monitoring, monitoring of maintenance activities, installation of barriers and lighting measures.
A major boost was given to awareness-raising campaigns aimed at travellers, with a view to improving behaviour at the wheel, at safety observatories and forums created by a number of companies with a view to sharing knowledge with all the players involved in promoting road safety.
Tangible results have been obtained on the Italian motorway network, if we consider the long-term trend of the mortality rate. The 2019 figure of 0.27 (0.26 if we include the A4 motorway in Italy of Abertis Group) marks a return to the long-term trend, following the rise in 2018 attributable to the collapse of the Morandi Bridge in Genoa.
Investments have been ramped up for the modernisation and improvement of the motorway network and for road safety, and significant resources have been invested in the development of actions aimed at improving customers' travel experience, for example with predictive traffic information systems and systems to simplify tollbooth operations, experimenting with 5G technology on motorways and new signalling and communication technologies. In addition, starting from 2020, the Group plans a major effort for the digitalisation of the infrastructure, with new systems for the real-time control of traffic conditions and the use of sensors, cameras and drones for the surveillance of bridges, viaducts and tunnels.
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Considering the same perimeter, 2019 saw an overall drop in both the number of road accidents and the number of victims per accident. These figures, together with the change in the number of kilometres travelled, led to a 3% fall in the global accident rate, and a steeper drop of 14% in the mortality rate compared to 2018. An increase in the number of accidents was observed on the motorways managed in Chile, Brazil and Poland, offset by the positive trend in Italy. There was a drop in the number of deaths per accident across all the networks managed by Group companies.
As regards the concessionaire companies of Abertis Group, increases were observed in accident rates in Chile and in Argentina, which offset the significant decreases recorded in Puerto Rico, Italy and Spain. With reference to the mortality rate, the overall reduction was lower as a result of the increases registered in Puerto Rico and Chile.
Consequently, for the Abertis Group companies, the overall accident rate rose by 1.7% and the mortality rate fell by 9.7% compared to 2018.
The graphs below provide a snapshot of the accident rates per country, considering the entire perimeter of the Group at 31.12.2019.
Atlantia has prioritised investments in modernising and developing motorway networks and airport infrastructures in order to guarantee quality service and traveller safety, as shown by the accident and customer satisfaction rates.
65% of the Group's motorway companies, in terms of turnover, has a road safety management system certified according to the international standard ISO 39001. In addition, the Chilean companies in Abertis Group have implemented an emergency management system certified in accordance with the ISO 22320 standard, and have developed an accident prevent model.
114 115
The Group's commitment to airport safety goes beyond strict compliance with regulations in the sector, and involves on-going dialogue with the regulatory and control body, with other international airports and with operators, in order to guarantee high standards of safety in all airport operations.
Aeroporti di Roma, in compliance with the requisites of EU Reg. no. 216/2008, and the corresponding Implementing Rules contained in EU Reg. no. 139/14, is equipped with a complex structure to guarantee control over all areas and that all requisites are maintained for the safety of operations. The organisation of Fiumicino, the first Italian airport certified in compliance with the Regulation, envisages:
| Emergency events | |||||
|---|---|---|---|---|---|
| 2018 | 2019 with the same perimeter[1] |
Var % 18-19 with the same perimeter |
2019 | ||
| Snowfalls (hours of snow/km) | 181,246 | 124,590 | -31.26% | 125,672 | |
| Floods (no. of events) | 545 | 573 | 5.14% | 1,041 | |
| Landslides/landslips (no. of events) | 213 | 290 | 36.15% | 290 | |
| Fires (no. of events) | 844 | 1,396 | 65.40% | 1,396 |
Operating in parallel is the Safety & Compliance Monitoring Manager, who is responsible for the systematic management of possible risks associated with aircraft operations, to prevent all potential events that could occur during airside activities. A number of specific committees are also present:
going maintenance of the requisites necessary for the safety of operations. It is made up of the Accountable
and participation in Safety Management System activities. It is made up of ADR and all the Companies and
management procedures . It is made up of ADR and all the Companies and State Entities operating in the airport;
During 2019, 44 processes were verified, with the aim of confirming the compliance of the process for the maintenance of the paving of the flight infrastructures, the management of the lighting system of the flight infrastructures and the system for managing the safety of operations: 165 non-conformities were identified and resolved. In addition, during the year, Fiumicino hosted a workshop on the safety of operations, with the participation of the major European airports for an exchange of experiences. During the three-day encounter, all the performance indicators and international best practices were analysed. Fiumicino is among the airports with the best system performance.
Since September 2017, Côte d'Azur airports have been certified IS-BAH2, confirming the adequacy of the Safety Management System implemented. https://en.nice.aeroport.fr/Passengers/Latest-news/IS-BAH-2-Certification
Emergency management is an important aspect of safety, requiring the adoption of control systems, technical, managerial and organisational measures suitable for solving risk situations and the implementation of appropriate actions for service users, through on-going cooperation between internal and external subjects (Traffic Police, Fire Brigade, Civil Protection, etc.).
With regard to the types of emergencies indicated below, and considering the same perimeter, 2019 saw an increase in floods, landslides and fires affecting motorway infrastructures, and, at the same time, a substantial fall in emergencies caused by snowfalls.
In 2019, Fiumicino airport confirmed the excellent level of the service provided, maintaining the 4 Skytrax stars awarded to the Group (on a scale from 1 to 5), following the audit conducted in May 2019, and a score of 4.47 (on a scale from 1 to 5) in the "Airport Service Quality" survey conducted by Airport Council International: Best Airport Award.
The airport also began implementing a test for a new check-in and boarding system, using biometric face recognition, to make the passage of passengers departing from the airport simpler, quicker and safer. This procedure makes check-in, security checks and boarding quicker, reducing waiting times for passengers.
Alongside the assessments carried out by third parties, customer satisfaction surveys are carried out in Rome airports, by means of daily interviews with reference to a series of indicators defined by ENAC, the Italian Civil Aviation Authority. In terms of results, performance remained substantially stable, maintaining the high levels of quality achieved during 2018. The customer satisfaction surveys conducted by Côte d'Azur airports recorded an 80.3% customer satisfaction figure, an improvement on 2018 (77.3%).
See the "Analytical data" section in the appendix for details.
The group's Customer Care system aims to:
In this sense, it is essential to have a number of different information and communication channels for interaction, including real-time interaction, with customers.
The Group companies provide their customers with a number of tools, including dedicated call centres (Autostrade per l'Italia has developed Italy's largest call centre in the infomobility sector), smartphone apps, specific sections of the company websites, service charters and a number of different ways of filing claims: by letter, fax, telegram, e-mail, web forms, telephone. Effective management of questions, complaints and suggestions makes it easier to identify areas for improvement and to satisfy customers' expectations with regard to the Group. To this end, all complaints, if founded - i.e. referring to poor service, malfunctions or inefficiencies brought to light by the customer and effectively confirmed by the company - receive a reply that must be exhaustive and final. During 2019, over 55,000 complaints were received and dealt with at Group level. ASPI has updated its method for processing and classifying complaints, so data cannot be compared with 2018. Complaints regarding motorway activities, excluding ASPI and Abertis Group, totalled 8,346 (9,499 in 2018). Those regarding Abertis Group totalled 34,273 in 2019.
In 2019, the Group's airports managed 5,741 complaints, a reduction of 10% compared to 2018.
| Suggestions |
|---|
| Information request |
| Parking |
| Shuttle buses |
| Information |
| Check-in |
| Security, passport and customs checks |
| Commercial activities, restaurants and bars |
| Toilets |
| Airport comfort |
| Luggage and left luggage assistance |
| Connections |
| Assistance for passengers with reduced mobility |
| Other |
| Total |
| 2018 | 2019 |
|---|---|
| 99 | 93 |
| 3,537 | 3,195 |
| 940 | 843 |
| 69 | 54 |
| 109 | 66 |
| 49 | 63 |
| 457 | 404 |
| 88 | 87 |
| 12 | 28 |
| 52 | 60 |
| 190 | 180 |
| 22 | 37 |
| 43 | 56 |
| 691 | 575 |
| 6,358 | 5,741 |
Boosting service quality is a priority objective for all the different business areas Atlantia operates in. To achieve this objective, on-going monitoring of the standards of service offered must be continually accompanied by the implementation of improvements.
Customer satisfaction with the motorway service is generally measured by means of surveys conducted periodically by independent third parties, in the form of face-to-face interviews, questionnaires and telephone interviews. In Autostrade per l'Italia, for example, customer satisfaction with the motorway service is measured by means of Customer Satisfaction surveys and summarised in the Customer Satisfaction Index (CSI) regarding Frequent Travellers, i.e. customers travelling by motorway at least once a month.
The surveys are carried out twice a year by a specialised institute, on a sample of different types of customers: occasional and business travellers, commuters and lorry drivers. The surveys cover safety, road and traffic conditions, service areas, tollbooths and payment systems. The results of the Customer Satisfaction surveys is one of the elements used for assessing the Company's management performance.
In 2019, the Customer Satisfaction Index of Autostrade per l'Italia's Frequent Travellers was 7.14 (compared to 7.21 in 2018 and 7.28 in 2017), continuing the negative trend triggered by the events that occurred in Genoa. Similar customer satisfaction surveys are also carried out by other Italian and foreign companies, and show a positive trend. Abertis also regularly carries out specific surveys to measure user satisfaction with the toll roads, and the work areas linked to the system for the on-going improvement of service quality. In 2019, Sanef, Metropistas, A4 Holding and Emovis conducted surveys to measure quality and user satisfaction, and were able to integrate improvements into action plans for the following year.
For further details, see the specific information tables in the Appendix.
As well as measuring the quality perceived by users of the infrastructure, the companies implement systems to monitor the quality provided, in order to identify improvements for the main components of the service offered and evaluate the efficacy of the work carried out. With reference to the perimeter of the Italian motorway companies, in 2019, the indicators showed an overall improvement, with levels of service remaining high.
Development of information campaigns and projects to raise awareness regarding issues linked to the core business (safety, infrastructures, environment, etc.)
Shared planning of works for the development of the areas where motorway networks and airport infrastructures are present
Development of projects for the cultural enhancement and safeguarding of local areas
Considering the same perimeter as 2018, in 2019 Atlantia provided € 7 million in donations, community actions and investments, in addition to the amounts for Genoa. Added to this was the approx. €3.7 million spent by Abertis Group for social investments in all the countries the Group is present in, with particular attention paid to activities aimed at facilitating access to education and reducing the gender gap. Below are the details, considering the same perimeter.
In 2019, Atlantia made donations totalling approx. € 2.2 million. These included a series of actions such as the awarding of study grants, philanthropic donations, contributions to foundations, financing of solidarity and social promotion projects and donations.
In 2019, initiatives dedicated to the community amounted to approximately € 1.3 million. The most significant of these include a series of sponsorships of sports events, including the "Giro d'Italia" cycle race, as well as cultural, scientific and social events.
In 2019, approx € 3.3 million was invested in the development of awareness-raising initiatives regarding road safety and community engagement.
These values are net of the investments made in the Genoa are following the collapse of the Morandi Bridge; see the website www.autostrade.it/it/autostrade-per-genova
In 2019, approximately € 37 million was invested in works to improve local areas. These works mainly included environmental enhancement, redevelopment or construction of roads outside the motorway network, new slip roads requested by local areas and other actions (e.g. regarding parks, schools, cycling paths, etc.). The amount paid out for expropriation procedures totalled approximately € 50 million.
2019 saw the continuation of "Sei in un paese meraviglioso" (You are in a wonderful country), established in 2013, in collaboration with the Italian Touring Club and Slow Food Italy, to offer drivers a series of original, engaging travel experiences, promoting quality tourism and the beauty the Italian provinces have to offer. The figures of the initiative:
Over the years, Abertis Group has sponsored major exhibitions featuring the work of artists such as Picasso, Dalí, Velázquez and Miró, which have proved extremely popular, in cities including Paris, Madrid, Rome, Buenos Aires, Sao Paolo, Rio de Janeiro and Santiago del Chile. The Group also sponsors "Universo Miró", a travelling exhibition of a selection of works by Joan Miró hosted in a number of Spanish embassies abroad, organised in collaboration with the Joan Miró Foundation and the Ministry of Foreign Affairs, European Union and Cooperation.
Leonardo da Vinci airport, located in an area of major archaeological, landscape and cultural interest, also offers the opportunity to visit the numerous sites in the surrounding area, adding value and knowledge to the airport experience.
Aéroports de la Côte d'Azur explicitly mentions development of the surrounding regional area among its objectives.
For an analysis of other events that have had an impact on relations with the Group's stakeholders, and with particular reference to significant events in a regulatory context, see the Atlantia Financial Report.
Atlantia Group's supply chain management policy is founded upon a relationship with suppliers based on the principles of lawfulness, correctness and transparency. Each of the Group's suppliers - while also taking on responsibility for any subcontractors authorised - must comply with the ethical and behavioural principles set forth in the Atlantia Group Code of Ethics, undertaking to observe the social and environmental measures contained therein (safeguarding health and safety in the workplace, working hours, exploitation of underage workers, forced labour, discrimination of any kind, environmental protection, etc.).
The Group operates with the aim of pursuing an economic, technological and strategic competitive advantage, facilitating supplier accessibility and the protection and development of the market it operates in, compatible with the restrictions contemplated in the applicable regulations.
Suppliers are therefore selected in compliance with the principles of free competition, non-discrimination, equal treatment, traceability and rotation, based on objective criteria related to competitiveness and the quality of products and services, while also taking account of environmental aspects.
The Italian companies in the Group adopt Organisation, Management and Control Models, pursuant to Legislative Decree no. 231/2001 and the foreign companies adopt Compliance Programs, in which control protocols are also set out for processes regarding the supply chain. Organisational structures have been established to monitor the functioning, efficacy and compliance of the aforementioned documents.
The Group has also approved and distributed an Anti-Corruption Policy (www.atlantia.it/ it/corporate-governance/) policy-anticorruzione)), and each operating company has appointed an Anti-Corruption Officer to ensure constant monitoring of the risk of corruption.
A Code of Conduct is also applied to prevent discrimination and protect the dignity of the men and women in the Group, the scope of which also applies to persons who carry out their working activity within the Group by virtue of consulting or tender contracts or collaboration of any kind.
The task of the Group's Ethics Officer is to monitor compliance with the principles set forth in the Code of Ethics, and to deal with any reports of suspected breaches of said Code or of the Anti-Corruption Policy and the Organisational, Management and Control Models pursuant to Italian Legislative Decree 231/01, or of the Compliance Programs, etc.
Complaints regarding breaches of the rules and procedures in force and reports of unlawful conduct or irregularities can also be sent online through the new digital "Whistleblowing" platform (www.atlantia.it/it/corporate-governance/ whistleblowing), introduced in 2018 and open to employees, collaborators, suppliers and other subjects who have business dealings with the Company. The platform is managed by a specialised third party, independent from Atlantia Group. For details, see the "Governance/Internal control system" paragraph and the above-mentioned page of the Atlantia website, where reference can also be found to the Group's whistleblowing policy.
All the Group companies have internal departments responsible for the management of the supply chain and the procurement process, as well as internal procedures that define competences, responsibilities and procedures for the approval and formalisation of the procurement process, with the aim of:
Based on the measures set out in the Group's Risk Management guidelines and the pertinent procedure taken on board by the individual Companies, a yearly process is conducted for the identification, assessment and management of risks, including those linked to the supply chain. This activity, which takes the form of a discussion between the Risk Officers (appointed in each individual company) and the Risk Owners (responsible for supply chain management), resulted in the identification and assessment of the following main risk areas:
Assessment of the residual risk linked to the types of risks identified is in line with the Risk Appetite defined for the Group's operating companies.
| Breakdown of suppliers | ||
|---|---|---|
| Country | Total number of active suppliers during the year per country |
Annual expense (in Euros) |
| Italy | 5,454 | 1,359,333,226 |
| Spain | 2,808 | 43,138,123 |
| France | 6,894 | 451,477,925 |
| Brazil | 3,490 | 1,278,302,436 |
| Chile | 1,574 | 37,623,308 |
| Argentina | 844 | 116,608,788 |
| Poland | 802 | 29,031,393 |
| Puerto Rico | 213 | 39,118,464 |
| USA | 418 | 24,505,235 |
| India | 101 | 581,427 |
| Other | 241 | 22,304,354 |
| Total | 22,839 | 3,402,024,679 |
[5] Data calculated on the same perimeter, and not including Abertis Group, which in 2019 used local suppliers for approx. 84% of expense value.
Given the variety of businesses operated by the Group companies, the procurement chain has a particularly differentiated structure. The Group's main suppliers are businesses that provide products and services that differ widely from each other, including companies involved in the construction and maintenance of road and airport infrastructures, engineering and architectural firms, electronics, electrical engineering and IT operators and logistics firms.
In 2019, the Group used approximately 22,840 suppliers and subcontractors, with the following breakdown of spending: 40% Italy, South America 43%, France 13% and other countries 4%. 96% of goods and services were sourced locally in 2019[5].
789 critical suppliers (3.4%) were identified, with whom orders were placed for approximately € 308 million (9% of the overall annual amount spent). Atlantia defines "critical suppliers" as businesses with technical and/ or organisational, specific and/or unique technologies and know-how, which may or may not be validated by patents and certifications, with whom the Group companies establish a strong relationship of dependence, to the extent that a change in supplier would have a significant economic and/or organisational impact, or be detrimental to the continuity of operations.
The mapping of critical suppliers is an on-going process, carried out - for each new supply and for existing supplies - by the departments in charge of supply chain management, with the support of the requesting departures, through periodic market analyses mainly aimed at identifying possible alternatives. In addition, for supplies that could be considered critical, the activities carried out by the procurement departments include the following: acquisition of information from the market; monitoring of specific data banks; definition, where possible, of clauses of protection in the contracts; consideration of a possible dual sourcing strategy.
Critical suppliers are monitored at least once a year, through an analysis of significant events. At the same time, on-going scouting activity is carried out on the market.
Suppliers are identified through supplier registers drawn up by each company or by public tender. During the registration phase, subjects are requested to fill out a questionnaire to provide the main company information, including personal data, type of activity, organisational and corporate structure and sustainability information. The process is computerised for almost all the Group companies, and suppliers must keep the data and documentation entered updated, undertaking to promptly notify any changes pertinent for the purpose of registration. In order to supplement the process for the qualification and evaluation of companies on the supplier register, a number of operating companies in Atlantia Group have a Vendor Rating system, used to evaluate suppliers both at the qualifying stage and in terms of performance, by attributing scores to them based on economic indicators, certifications held and services provided. For analysing and evaluating suppliers, Abertis Group companies use the services of a leading external consulting company that runs a shared electronic platform and conducts sustainability assessments, as well as identifying and monitoring any improvement plans and developing a specific sustainability scoring system. Of the companies active in 2019, 3,644 companies were assessed based on sustainability criteria (92% of them in relation to environmental criteria and social criteria, and almost 100% in relation to anti-corruption criteria). Of
these, 252 were critical suppliers and subcontractors.
The Group has established that supply contracts must include clauses that compel suppliers to accept the rules and ethical principles set out in the Code of Ethics / Organisational, Management and Control Model pursuant to Italian Legislative Decree 231/01 (for the Italian companies) and Compliance Programs (for the foreign companies). Failure to comply with any one of the provisions contained in the aforementioned documents entitles the Group companies to terminate the contract; so before the contract is formalised, the Group companies require the supplier awarded the contract to provide the pertinent administrative documentation to demonstrate possession of the requisites declared.
The most significant suppliers are subjected to audits also aimed at verifying compliance with sustainability commitments. Audits are carried out locally (e.g.: with a visit to the supplier's premises) or at the offices of the Atlantia Group companies. During the audits, interviews are conducted with the company's top management and formalised by questionnaires undersigned by the supplier. The outcomes of the audits are filed by the internal departments of the Group's operating companies involved in the purchasing process. In 2019, 97 sustainability audits were conducted, 44 of them regarding critical suppliers and 30 regarding suppliers at high risk in terms of ESG aspects. Following these audits, in some cases, improvement actions were agreed upon, mainly regarding the obtaining of appropriate certifications (such as ISO9001). During 2019, 3 contracts were terminated.
124 125
The Group's decision-making processes and all the phases of its activity seek to ensure the highest level of environmental compatibility, on-going improvement and the responsible use of resources, combining economic growth with the safeguarding of natural heritage.
environmental inspections carried out
water recycled
87% waste recycled
Noise
539 km
covered by noise barriers
carriageways where noise abatement has been carried out by Autostrade per l'Italia
produced from renewable sources
avoided thanks to energy efficiency actions
100% carbon neutral airports
| Main indicators | 2018 | 2019 same perimeter [1] |
% Var with same perimeter |
2019 |
|---|---|---|---|---|
| Energy consumption per type (TJoule) | 3,479 | 3.609 | 3.7% | 5,218 |
| Petrol | 27 | 17 | -37.0% | 72 |
| LPG | 33 | 20 | -39.4% | 24 |
| Diesel | 549[2] | 819 | 49.2% | 1,291 |
| Electrical energy | 1,264[3] | 1,259 | -0.4% | 2,255 |
| Natural gas/Methane | 1,543 | 1,433 | -7.1% | 1,469 |
| Fuel oil | 53 | 44 | -17.0% | 44 |
| Thermal energy | 5 | 6 | 20.0% | 6 |
| Ethanol | 5 | 11 | 120.0% | 59 |
| Energy consumption/turnover (Joule/Euro) | 503[4] | 576 | 14.5% | 449 |
| Cost of energy (Euro/000) | 101,183[4] | 96,166 | -5.0% | 155,967 |
| % operating costs | 3.2 | 2.3 | -28.1% | 2.6 |
| CO2 emissions (t) | 230,051 | 246,413 | 7.1% | 355,989 |
| Total direct emissions (Scope 1) | 135,271 | 147,314 | 8.9% | 192,427 |
| Total indirect emissions (Scope 2)[5] | 94,780 | 99,099 | 4.6% | 163,562 |
| Scope 2 market-based emissions | 86,175 | 101,028 | 17.2% | 165,491 |
| CO2 emissions/turnover (g/Euro) | 33.3[4] | 39.3 | +18.0% | 30.6 |
| CO2 emissions avoided | 14,536 | 7,458 | -48.7% | 7,942 |
| Renewable sources: Electrical energy produced (MWh) | 11,914 | 12,737 | 6.9% | 14,059 |
| Waste produced (t) | 3,040,509 | 548,612 | -82.0% | 1,613,662 |
| % of waste recycled/recovered | 99.9 | 95.1 | -4.8% | 86.7 |
| of which hazardous waste | 2,355 | 646 | -72.6% | 1,333 |
| from works | 2,995,788 | 490,573 | -83.6% | 1,517,512 |
| from operating activities | 44,721 | 58,039 | 29.8% | 96,150 |
| De-icing salts and fluids (t) | 153,886 | 91,462 | -40.6% | 95,162 |
| Water withdrawal (m3) | 4,710,298 | 5,791,065 | 22.9% | 6,436,539 |
| Volume of water recycled/reused | 2,268,595.1 | 2,306,218 | 1.7% | 2,306,243 |
| % water recycled | 48% | 40% | -17.3% | 36% |
| Environmental investments and expenses (Euro/000) | 111,272 | 116,622 | 4.8% | 142,297 |
| Water, soil and landscape | 39,591 | 46,393 | 17.2% | 62,079 |
| Waste processing and management activities: | 16,415 | 12,629 | -23.1% | 15,124 |
| Emissions (into the air, water, etc.) treatment activities | 3,254 | 4,021 | 23.6% | 4,249 |
| Noise | 15,985 | 21,731 | 35.9% | 22,260 |
| Environmental reclamation and remediation activities | 11,536 | 14,182 | 22.9% | 15,746 |
| Energy systems, renewable energies and energy efficiency actions |
1,891 | 3,868 | 104.6% | 5,469 |
| Other environmental management costs (training, consulting, monitoring, insurance, sanctions, R&D, etc.) |
22,600 | 13,799 | -38.9% | 17,371 |
[1] Data calculated on the same reporting perimeter as 2018, excluding Abertis Group. [2] Data on the diesel consumed by the gensets in Chile in 2018 are not available. [3] Figure updated following a consolidation subsequent to the close of the Integrated Report 2018 on ETC data. [4] Data updated following a restatement of the income statement 2018. [5] Location-based emissions.
Environmental sustainability, meaning the safeguarding and enhancement of the areas surrounding the infrastructures and the reduction of the environmental impact of all corporate activities, is central to all Atlantia Group development policies. Atlantia's commitment to the environment involves the identification of appropriate technical, technological, management and organisational solutions to safeguard natural resources, with the aim of mitigating the current and foreseeable impacts generated by the business, and the implementation of innovative solutions able not only to meet, but to move a step beyond the standards established by the regulations in force. In the long-term decision-making processes, and at all the stages of the Group's activities, from the planning of new works to the development of new services, as well as logistics, the operation and maintenance of the infrastructures, due diligence, partnership and business development operations, the underlying aim is to guarantee maximum environmental compatibility, on-going improvement and the responsible use of resources, teaming economic growth with the safeguarding of our natural assets.
The Group undertakes to train and raise awareness among its stakeholders of environmental issues, taking action to spread knowledge and strengthen in-company communication aimed at employees, as well as promoting engagement activities vis-à-vis the Group's suppliers with a view to aligning their conduct with the standards required. Atlantia undertakes to step up checks on environmental performance, identifying effective indicators and carrying out monitoring, verification and inspection activities, in order to periodically assess the efficacy of its systems, how adequate they are to cope with change and to define actions and objectives aimed at constantly improving performance.
The Atlantia Group companies implement environmental management systems certified in accordance with recognised international standards (ISO 14001 and ISO 50001), with internal procedures and operating standards in place that define the methods and responsibilities for identifying and evaluating environmental and energy aspects (i.e. the use of water resources, drainage, waste, emissions, noise, contamination, use of energy resources, energy efficiency, etc.), as well as the criteria for managing surveillance activities and planning improvement targets.
Atlantia Group's energy management commitment involves the pursuit, over time, of an improvement in its energy performance in terms of efficiency, energy saving and the generation of energy from renewable sources.
This approach also offers benefits in terms of monitoring, managing and containing both direct and indirect CO2 emissions, and more generally regarding the approach to the issue of climate change.
The Group's main energy sources are made up of fuels - used directly for heating and air conditioning of buildings, running systems, maintenance machinery, service vehicles and gensets - and electrical energy for lighting and running various systems and equipment.
In 2019, 5218 TJoule was consumed, mainly for electrical energy, methane and diesel.
| Energy consumed by activity | ||||
|---|---|---|---|---|
| Motorways | Airports | Other activities[6] | Total | |
| Total energy in TJ | 3,298.6 | 1,626.6 | 293.3 | 5,218 |
| Energy consumption per country | |||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Italy | Spain | France | Poland | Brazil | Chile | Argentina Puerto | Rico | USA | India | Total | |
| Total energy in TJ 2,920.3 | 265.9 | 700.4 | 32.9 | 535.5 | 564.0 | 152.5 | 18.5 | 13.8 | 14.8 | 5,218 |
Despite the variability in the consumption of energy linked to investment plans to boost infrastructures, in ordinary operations, the aim of reducing and optimising consumption is always pursued specifically by:
The Group's airport companies - Aeroporti di Roma and Aéroports de la Côte d'Azur - also have an ISO 50001 certified Energy Management System in place in the airports managed.
During 2019, the Group produced approx. 14,059 MWh of electrical energy from renewable sources, 38% of which used for self-consumption on site, as well as 440 MWh of thermal energy, all of which was used for self-consumption.
90% of production comes from renewable sources installed in Italy, almost entirely by the Autostrade per l'Italia motorway network, with the addition of systems present in Spain, Brazil, France and Puerto Rico.
In addition to the various photovoltaic systems that account for 91% of electrical energy production, energy was also produced from hydroelectric, concentration solar power and wind power systems.
In addition to the energy produced, a significant amount of energy from renewable sources was also purchased, in particular with the airports of Nice, Cannes and Saint Tropez, managed by ACA Aéroports de la Côte d'Azur, which use 100% electrical energy from renewable sources.
As regards energy efficiency, Rome Fiumicino was the first airport in the world to set a target within the framework of the EP100 project promoted by The Climate Group in partnership with Alliance to save Energy. Aeroporti di Roma has undertaken to improve the energy productivity of Rome Fiumicino airport by 150% by the end of 2026 (with baseline 2006). This result will be achieved through investments in innovation and energy efficiency programmes, which are key tools for tackling climate change. ADR has already implemented over 300 energy efficiency projects in its two airports, including the installation of over 100,000 LED lights in the buildings, car parks and runways, the modernisation of systems, FDD systems and training for over 900 staff on how to reduce energy waste through everyday practices. The actions implemented by Aeroporti di Roma in Fiumicino airport have allowed for a reduction of about 40% in the specific consumption of electrical energy (per passenger per square metre).
2019 also saw the continuation of activities regarding lighting, with widespread use of LED technology, both in motorway tunnels and airports, as well as in buildings, which reduced electrical energy consumption by around 5.4 GWh. As regards air conditioning, modernisation of the systems continued, with more efficient machinery, such as refrigeration units, significant results have been obtained with monitoring and diagnostic platforms that have reduced waste, for a total saving of 3.7 Gwh of electricity.
There is a significant level of combined energy production (electrical, thermal, cooling) within the Group, with Fiumicino airport served by a methane power plant that satisfies almost all of its energy needs, and with the three Autostrade per l'Italia systems at the Head Office and the data processing centre (CED) in Calenzano (Florence). In 2019, 162,478 MWh of electrical energy and 60,264 MWh of thermal energy were produced, almost all of which was absorbed by Fiumicino airport.
Also with reference to cogeneration, energy efficiency actions were implemented at Fiumicino airport that made it possible to optimise production, with a saving of over 180,000 cubic metres of methane. A system has also been implemented to support the cooling batteries (high temperature) of the cogeneration units.
A further efficiency-boosting action has been the gradual replacement of the company fleet with low-emission vehicles, both electric and hybrid.
With regard to its carbon footprint, the Group calculates its direct emissions (Scope 1), indirect emissions from energy consumption (Scope 2) and other indirect emissions due to company activities that are not under its direct control (Scope 3). In 2019, Atlantia Group produced approx. 355 thousand tonnes of carbon dioxide equivalent (Scope 1 + Scope 2), mainly due to emissions deriving from the production of electrical energy consumed (46%) and emissions linked to the consumption of fuel for transport (21%) and for cogeneration (20%). The remaining emissions are emissions due to consumption for heating and to supply systems and emergency gensets.
For Atlantia Group, the climate change mitigation actions are mainly those described in the Energy Policy paragraph above, regarding energy efficiency and energy saving actions carried out on air conditioning and lighting systems, and on the company fleet, as well as the production of energy from renewable sources, and the emissions avoided thanks to the recycling of road surfaces. In 2019, these actions made it possible to avoid 7942 tonnes of CO2 emissions into the air. Most of this amount has been avoided thanks to the production of energy from renewable sources.
As regards Scope 3 indirect emissions, on the network managed by Autostrade per l'Italia, a calculation was made of the CO2 emissions caused by traffic congestion phenomena. This figure rose compared to 2018 as a result of the increased traffic restrictions imposed during 2019. This was followed by a calculation of the emissions linked to the distribution of gas and electrical energy, which, considering the same perimeter, registered a drop in 2018, mainly due to the decrease in the use of methane gas. On the other hand, a significant amount of emissions were linked to the purchase and transport of materials for works and chlorides, especially for motorway operations, with a particular incidence of over 4 million tonnes of material purchased by Abertis Group, including 1.4 tonnes of granular material in France alone.
Climate change - and in particular the physical risks it exposes us to - poses a threat to company operations and economic and financial performance.
The likelihood of physical risks, linked to increasingly extreme events with snow falls, floods, ice, periods of drought and high temperatures, could cause a number of problems and have a negative impact on the operations of the infrastructures managed. Specifically, it may lead to a rise in operating costs, the closures of some sections of motorways and flight cancellations, with knock-on effects such as a drop in revenue and higher costs for the reconstruction of structures that have been damaged.
For this reason, for operators such as Atlantia, the fight against climate change requires a strategy based on both impact mitigation and on the ability to adapt, involving:
Since 2004, the Group has been taking part in the Carbon Disclosure Project (CDP), one of the most important global platforms for the collection and sharing of information regarding the environmental performance of companies with regard to climate change.
| Carbon footprint (CO2eq tonnes) | ||||
|---|---|---|---|---|
| 2018 | 2019 with the same perimeter[1] |
% Var with the same perimeter |
2019 | |
| Transport | 35,337.1 | 35,423.1 | 0.2% | 73,267.4 |
| Emergency gensets | 3,041.4[8] | 22,831.4 | n.c. | 27,942.8 |
| Heating | 11,158.1 | 10,931.7 | -2.0% | 13,086.7 |
| Cogeneration | 76,153.7 | 72,098.3 | -5.3% | 72,098.3 |
| Systems | 9,580.4 | 6,029.6 | -37.1% | 6,031.8 |
| Total direct CO2 emissions (Scope 1) | 135,270.7 | 147,314.1 | 8.9% | 192,426.9 |
| (Scope 2)[9] Totale emissioni indirette CO2 |
94,780 | 99,099.2 | 4.6% | 163,562 |
| Motorway congestion phenomena [10] | 27,350 | 30,740.0 | 12.4% | 30,740 |
| Fugitive emissions and T&D losses | 14,200 | 13,641.9 | -3.9% | 17,579 |
| Purchase and transport of materials for works | 136,567 | 181,860 | 33% | 1,188,518 |
| Purchase and transport of chlorides | 70,338[11] | 42,917.6 | -39.0% | 65,467 |
| LTO cycle of aircraft | 589,865 | 585,432.0 | -0.8% | 585,432 |
| Employee travel | 1,487[12] | 1,184.9 | -20.3% | 1,848 |
| Waste processing and transport[13] | 12,773.6 | 25,579 | ||
| Total indirect CO2 emissions (Scope 3) | 839,806 | 858,550 | 3.4% | 1,915,162 |
[7] Until 2009 as Gruppo Autostrade per l'Italia.
[8] Data on the diesel consumed by the gensets in Chile in 2018 not available.
[9] Location-based emissions.
[10] The figure refers to the perimeter of Autostrade per l'Italia only.
[11] The 2018 figure has been recalculated following an update to the method of evaluating CO2 emissions.
[12] The 2018 figure has been recalculated following an update to emission factors.
[13] Value available from this year, for the calculation of which it was necessary to update the information collected. [14] "Other activities" include the operations of Pavimental, Spea and ETC.
| CO2 emissions (scope 1 and scope 2) by activity | |||
|---|---|---|---|
| Motorways | Airports | Other activities[14] | Total |
| tCO2 245,803 |
87,028 | 23,158 | 355,989 |
| Consumption of materials | |
|---|---|
| Type of material | tonnes |
| Quarry material and cement | 2,693,719 |
| Iron and steel | 14,220 |
| Asphalt concrete and bitumen purchased | 2,286,609 |
| Jersey barrier | 25,274 |
| Paper | 633 |
| Plastic | 600 |
| Other (batteries, glass, varnishes, dilutants, weedkillers etc.) | 16,038 |
| Salts, chlorides and de-icing products | 91 |
For airports, a calculation was made of emissions related to the landing and take-off of aircraft. Aircraft emissions, linked to movements within and in the vicinity of airports, are one of the main sources of indirect CO2 emissions regarding airport activities. Internal movements (taxi in and taxi out) are the only phases during which the airport management company can exercise indirect action, through the logistic management of the runways.
In 2019, the figure fell slightly (-0.8%), despite a rise of 2% in the total number of passengers through the airports managed by the Group.
Indirect emissions related to employee travel amounted to 1848 tonnes of CO2, while from 2019 Atlantia has also calculated emissions deriving from waste processing and transport, amounting to 25,579 tonnes of CO2.
With reference to the commitments undertaken by the Group companies, in June 2019, Aeroporti di Roma and Aéroports de la Côte d'Azur signed the ACI (Airport Council International) resolution supporting the objectives of the Paris Agreement and to continue efforts to further limit the increase in temperature to 1.5 degrees Celsius, undertaking to reduce to a minimum the net carbon emissions caused by airport operations under their own control by the end of 2050, reducing absolute emissions as widely as possible and managing residual emissions through investments in carbon capture and storage actions. This has allowed for an effective contribution not only to reducing aviation impact on global warming, but also to the complete decarbonisation of air transport over time.
Aeroports de la Côte d'Azur has gone further, and in January 2020 presented a plan that will allow it to achieve the Net Zero Carbon target by the end of 2030 for the three airports managed, by eliminating the use of fossil fuels for both airport systems and vehicles, developing renewable sources and implementing further energy efficiency actions.
All the airports managed by Atlantia Group are also "carbon neutral", as confirmed by the Airport Carbon Accreditation certification organised by ACI Europe to promote virtuous behaviour in the fight against climate change and obtained by both Aeroporti di Roma and Aéroports de la Côte d'Azur for their airports. The Neutrality level of the certification requires direct and indirect emissions (Scope 1 and 2) to be offset with the purchase of "carbon credit".
www.airportcarbonaccreditation.org
For its development, maintenance and operating activities, the Group uses raw materials, semi-processed goods and products, and is constantly looking for circular solutions able to limit environmental impact. The materials mostly used are quarry materials, bitumen, iron and steel, cement and products used in operations to prevent the formation of ice on the roads and on aircraft before take-off. In 2019, more than 5 million tonnes of materials were supplied, with a significant amount of granular material (over 2 million tonnes) and bitumen (1.8 million tonnes) consumed, as well as the use of conglomerate, milled material and cement.
For winter operations on motorways, 2019 also saw the purchase of de-icing salts, in particular 86,000 tonnes of sodium chlorides, almost half the figure for 2018 as a result of the milder weather, and 5000 tonnes of calcium chlorides. In 2019 there was a 30% decrease in snow hours compared to the previous year. In addition, over 3 million fluids were purchased for de-icing operations in airports and on motorways.
With reference to the reuse of materials, the projects created in implementation of the Group's investment plans for the Italian motorway network provided for the reuse - within the regulatory limits - of the earth deriving from excavations, in order to mitigate the environmental impact linked mainly to the procurement of inert quarry materials and the disposal in landfills of unused materials. They are reused to create embankments, landscaping and noise-absorbing dunes, as well as for the redevelopment of degraded areas (such as abandoned quarries).
In 2019, Pavimental, a group company specialising in the construction and maintenance of road, motorway and airport surfaces, reused over 2.6 million tonnes of excavation material.
In addition, approx. 155,000 tonnes of milled asphalt was produced during the year from the maintenance of damaged road surfacing. 10% of this amount was reused for the production of new asphalt concrete in the fixed and mobile systems belonging to the group companies, in particular by Pavimental, 95% was sent for recovery to specialised firms and a further 13% was sold to external companies for their production processes.
Abertis Group pays particular attention to the use of recycled materials in the maintenance and construction processes related to the management of infrastructures, so that waste can be recovered and returned to the production cycle, thus reducing the impact associated with the primary extraction of materials of this type.
Another positive example of materials management is the decision by Aeroporti di Roma to submit the planning of a number of new infrastructures for assessment to obtain LEED (Leadership in Energy and Environmental Design) certification, which requires a series of virtuous behaviours with regard to the environment, such as, for example, the recovery of almost all the waste produced by demolition activity and the reintroduction of said waste into the production/construction process. In addition, with a view to responsible design, the new infrastructures were built using, preferably, materials derived from recycling processes, thus reducing the consumption of raw materials and the impact of extraction and engineering processes. Another requirement imposed by the LEED protocol is to promote the use of materials sourced locally (from the region), thus also reducing the environmental impact of transport.
Fiumicino airport was also the first in the world to use an asphalt made with recycled plastic and graphene, spread on a stretch measuring 100 metres long and 8 metres wide of a taxiway used for intercontinental aircraft. Specifically, for half of the 100 metres of the taxiway, the new graphene technology (PmA) was used for the refurbishment of the base (15cm), binder (10cm) and wearing (5cm) courses. Used for the remaining 50 metres was the asphalt containing bitumen modified with polymers (PmB), normally used for this type of work (with the same courses and thicknesses). The whole section will contain milled asphalt from recycled surfacing. The works were carried out by the group company Pavimental, which decided to apply the two technologies to two consecutive segments, in order to monitor the differences in performance, since the carriages of the aircraft will touch both the stretch with Gipave and the traditional modified asphalt. This test will be particularly significant, because the area where the works were carried out is subject to a high level of traffic featuring aircraft such as Boeing 777 and Airbus A380, so it will offer the possibility to test the material in particularly critical operating conditions.
The aim of the experimentation is to ascertain the efficacy of the work in terms of the durability of the asphalt, a reduction in maintenance and repair work and an increase in the quantity of milled asphalt to be reused in individual works.
Considering the activities carried out by Atlantia Group, the production of waste is essentially aligned with the operations carried out for the development, maintenance and operation of the infrastructures. In line with the points covered in the paragraph above, also with regard to waste the Group companies are careful to limit environmental impact and to seek solutions that make it possible to reintroduce waste into its own production cycle or those of third parties, with an approach focused on the circular economy.
| Waste produced | |||||
|---|---|---|---|---|---|
| Type of waste | 2018 | 2019 | 2019 with the same perimeter as 2018 |
% recycling 2019 |
% recycling with the same perimeter |
| Waste from works (tonnes) | 2,995,788 | 1,517,512[15] | 490,573 | 89.00% | 99.00% |
| Waste from operating activities (tonnes) | 44,721 | 96,150 | 58,039 | 47.00% | 63.00% |
| Total | 3,040,509 | 1,613,617 | 548,612 | 87% | 95% |
| Waste management | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| 2019 (tonnes) |
Italy | Spain | France | Poland | Brazil | Chile | Argentina Puerto | Rico | USA | |
| Waste[16] | 1,613,662 | 509,740 | 38,645 | 992,901 | 34,036 | 18,179 | 10,115 | 4,618 | 5,427 | 1.3 |
| % recycled | 87% | 96% | 97% | 84%[17] | 99% | 3% | 4% | 23% | 0 | 52% |
| % to landfills | 13% | 4% | 3% | 2% | 1% | 97% | 96% | 77% | 100% | 48% |
[15] A significant portion of the total waste from works is accounted for by the 981,014 tonnes of waste deriving from the construction and demolition activities of the French concessionaires of Abertis Group. [16] Figures for India not available.
[17] The recycling figure has been updated from the figure published by Abertis in its report, following a number of changes subsequent to the publication of the report.
Most of the waste produced is due to construction and maintenance work carried out on motorways, resulting in the production of mixed waste from demolition and construction activities (1.2 million tonnes, amounting to 78% of the total), earth and rocks (84,000 tonnes, amounting to 5% of the total) and bituminous mixes (152,000 tonnes, amounting to 9% of the total).
The amounts of these categories of waste vary very significantly from year to year, because they are mainly linked to investment plans, but in any case, almost all of this waste is sent for recovery and recycling. In 2019, 86.7% of the waste produced, amounting to 1.4 million tonnes, was recovered, reused and recycled.
During 2019, the two Roman airports of Fiumicino and Ciampino continued to closely monitor the environmental performance of its food & beverage service providers with regard to the separate waste collection programme. A door-to-door type tariff system for users is designed to encourage users to separate waste more rigorously. The results of this monitoring are sent regularly to the service providers. A sample analysis is also carried out on unsorted waste to check that the percentage of "sortable" waste it contains is within the maximum levels contemplated. Any non-conformities are notified to the service providers so they can take steps to improve their performance.
At Fiumicino airport, the amount of waste sent for recovery and recycling reached 98% [18], and in order to reduce the amount of waste produced, a composting plant was built for the treatment of 1000 tonnes of organic waste.
The organic (food) waste from the restaurants and bars in the terminals in Fiumicino airport is turned into compost, creating a virtuous circle based on a small-scale composting (self-composting) system that begins and ends in the local area where the waste is produced. The compost obtained will be reused in the green areas of the airport.
This system promotes the local use of compost and reduces polluting and CO2 emissions connected with the process of transporting waste to external treatment plants. A composting plant has also been built at Saint Tropez airport to reduce the amount of organic waste produced by the airport restaurant, and training has also been provided to employees by the Saint Tropez community. In 2019, the restaurants in Nice airport also began separating organic waste[18].
Traffic infrastructures (roads, airports and railways) and the traffic connected with them are the main sources of environmental noise and noise impact in urban areas.
This is why noise protection is a high-priority issue for the Group, whose efforts begin from the planning and design stages of the new works, with the development of innovative solutions, tools and methods to guarantee optimal environmental conditions for citizens.
[18] Percentage of waste sent for recovery recalculated without considering the waste made up of the sludge from septic tanks and oily water mixes. [19] Maximum level of cover permitted.
Up to 2019, Abertis Group had monitored noise impact on a total of 3334 km, equal to 41% of the network managed. Every 5 years, the French company Sanef, one of the concessionaires of Abertis Group, produces strategic noise maps that show the noise footprint of its motorway network. These lists are made available to the public, and offer those interested the opportunity to see in which sound pressure range they are. Sanef Group also installs specific protection in places identified as Noise Black Spots, and noise pollution containment actions in the town of Roberval in France have included the protection of the windows and doors on the facade of a castle along the A1.
Along the network managed, the Group's companies have installed noise barriers totalling 539 km in length, of which 468 km in Italy alone.
Noise abatement is currently implemented by means of:
Italian motorway network of the Group, originally used to improve road safety levels, but which is also
With regard to airports, the question of noise is particularly closely regulated, with the institutions, the local areas and the airlines liaising constantly with each other.
A number of actions have been taken to reduce noise impact, including: artificial dunes, plant barriers to contain noise within the airport grounds, quick exits along landing runways to limit engine reverse commands, soundabsorbing barriers for engine testing areas and other activities of an operational nature.
Fiumicino and Ciampino airports have a monitoring system that regularly detects any breaches of the limits set by airport noise zoning, and links them with the data and the flight paths of the aircraft responsible.
To mitigate the noise impact on the most densely built-up areas, 2019 also saw the continuation of the encounters that began in 2018 with ENAV (Italian air navigation service provider), with the aim of containing noise levels within the limits established by "airport noise zoning" by spreading flight operations over the various runway heads, compatibly with the weather conditions that impact airport operations.
In 2019, the Fiumicino monitoring system showed that the limits set by the airport noise zoning plan in force were complied with in full.
Currently being implemented in Ciampino airport is the "Noise abatement and containment plan" that involves the start of experimentation with a new take-off procedure aimed at bringing the noise footprint closer to the airport noise zoning plan reducing the number of commercial flights arriving at night (11:00 p.m. - 06:00 a.m.) and reducing the number of commercial flights taking off at night almost to zero. A further action contemplated by the plan, set to have clearly positive knock-on effects on local communities, is the start of a noise abatement programme involving some 25 schools, where a rise of noise levels above the pertinent limits has been detected. This programme will involve the replacement of counterframes and door and window frames and the installation of indoor wall linings and panels to obtain excellent noise performance for the facades of the buildings.
For Aéroports de la Côte d'Azur, mitigating the noise impact of airport operations is one of the main environmental objectives.
In 2000, Nice airport installed a detection system to optimise noise levels. The data collected are available at "Espace Riverain" in Terminal 1 and are published online monthly. This same system has also been present at Cannes Mandelieu since 2011. One of the main actions implemented to reduce noise impact is the installation of electrical sockets (400 Hz) and a pre-conditioning system for commercial aircraft. Numerous actions have been undertaken at Cannes Mandelieu, one of which involves the modification of the take-off and landing paths of the helicopters, in order to reduce the surface of the areas they fly over. The continuity of these efforts and actions is guaranteed in the "Charter of Good Conduct" signed in 2016.
Operating procedures have been implemented that have made it possible to reduce noise impact, for example by means of satellite landing routes that guarantee more accurate trajectories and greater stabilisation.
taken from the FAO report.
Reducing water consumption is an important issue for Atlantia Group companies, which operate in various countries worldwide, including countries with a medium-high level of water stress, and are endeavouring to optimise consumption and maximise the recovery and recycling of water used mainly for industrial purposes.
[20] FAO Report "Progress on Level of Water Stress Global baseline for SDG indicator 6.4.2 – 2018". [21] "Other activities" include the operations of Pavimental, Spea and ETC.
In 2019, at Group level, 6.4 million cubic metres of water was withdrawn, distributed as follows
Withdrawals by activity
Natural capital
As regards withdrawals, 3.5 million cubic metres are considered "fresh water" [22], i.e. water that can be used for final purposes, without requiring any treatment, while in terms of use, 51% of withdrawals regard the airport sector, where the volume of passengers in transit and the number of people working for the various companies operating there make the use of water (both for drinking and for industrial use) a significant environmental impact factor. 15% of total water withdrawals, with an increase of approx. 300,000 m3 compared to 2018, are attributable to the companies operating in the Santiago de Chile area, where the weather and climate conditions require a greater use of water for refilling the tanks of the fire fighting network and for the irrigation of municipal green areas under their management within the framework of concession agreements.
Approx. 9% of withdrawals, with an increase of over 400,000 m3, is attributable to the works for the extension of the third lane on the Barberino-Florence North A1 motorway, where significant volumes of water were necessary for cooling the TBM cutting machine used for the mechanical excavation of the Santa Lucia tunnel.
Withdrawals are mainly from aqueducts and groundwater, and for the latter, a system for the continuous monitoring of water treatment plants and water quality has been implemented, which includes controlling piezometric groundwater to monitor its evolution and detect any contamination from sea water.
Particular attention is paid to the monitoring and purification of waste water, especially to the treatment of rainwater from the motorway roadbed, the parking areas and the transit of vehicles in the service areas and on the airport runways and aprons.
Waste water is collected and treated in dedicated treatment plants in order to guarantee the quality levels required by local regulations for discharge into the environment.
Fiumicino airport has a biological purification plant for the treatment of the airport's waste water, as well as a water refinement plant and water storage system. The water purified by these plants can then be reused for industrial applications, such as heat systems, fire fighting and for other technical purposes.
The water management policy adopted by Aeroporti di Roma has allowed for a 29% reduction in water consumption per passenger in Fiumicino airport between 2012 and 2019.
Nice airport also has a water treatment and recovery system and between them, the two airports recovered 2.3 million cubic meters of water, equal to approximately 70% of their total water withdrawals, and 36% of total withdrawals for the Group.
Environmental monitoring is carried out from the planning stage to the carrying out of works, in order to ensure regulatory limits are complied with and to evaluate their impact on the various aspects of the environment. In 2019, around 10,000 environmental inspections were carried out, over 6000 of them by Spea Engineering on the motorway stretches managed by Autostrade per l'Italia, a decrease of about 30% compared to the 9067 of the previous year, as a result of the completion of the preliminary works for the Gronda di Genova junction and the works following the construction of the Variante di Valico bypass and the conclusion of a number of works of the Barberino Florence North and Florence South Incisa sections. Over 1800 inspections were carried out at Fiumicino airport, where a number of activities are under way for the expansion of the infrastructure.
About half of the monitoring activities regarded the groundwater sector.
During 2019, 82 environmental criticalities were reported, 26 of them related to the thresholds being exceeded for surface water parameters regarding hydrocarbons in sediments, turbidity, pH and conductivity. Other reports regarded fuel spills and waste being abandoned.
The number of reports remains limited thanks to the vigilance on the part of the Construction Site Managers and the figures responsible for the inspections, including the Environmental Protection Managers, and to the greater attention paid to environmental issues by Contractors.
At Group level, in 2019 there were 61 spills of hazardous materials, 25 of them in airports, and mostly regarding spills of AVIO fuel, the handling of which is regulated by specific internal procedures covering all the main emergencies and the management of environmental risks. 36 events regarded motorways, mainly caused as a result of accidents involving fuel spills and loss of loads.
Number of environmental inspections carried out
Number of criticalities reported
Drafting of the Report Analytical data
Summary tables
This Report offers a comprehensive overview of Atlantia Group, and provides information and data describing its business, the context the Group operates in, the strategies adopted, the results obtained and governance. It provides stakeholders with a picture of the economic and financial performance and results of Atlantia S.p.A. and of the companies included in the perimeter of consolidation, as well as its social and environmental performance for the financial year that ended at 31 December 2019.
As a Public Interest Entity (pursuant to article 16, para. 1, of Legislative Decree no. 39 of 27 January 2010), Atlantia S.p.A., falls within the scope of application of Legislative Decree no. 254/2016, which implements Directive 2014/95/EU on non-financial reporting. For this reason, in order to comply with the obligations set forth in articles 3 and 4 of the aforementioned Decree, Atlantia is required to draft a consolidated non-financial statement (DNF) that describes the business model for the management and organisation of the company's activities, the policies applied by the company and the results achieved through them, as well as the main risks, generated or sustained, deriving from the company's activities as a whole regarding the most significant aspects of sustainability: the social dimension, personnel, respect for human rights, the fight against active and passive corruption, the environmental dimension to the extent necessary to ensure understanding of the company's activities, performance, results and impact.
As provided for by article 5 of the Decree, this is a separate report, with a different title, in order to identify it as a consolidated non-financial statement, in compliance with the regulations.
The perimeter of the economic and financial data and information corresponds to that of the consolidation area used for the consolidated financial statements[1].
Compared to last year's Report, the perimeter of the social and environmental data and information includes Abertis Group.
Specifically, for the sections "Human capital", "Social capital", "Natural capital",the reporting perimeter covers 99% of revenue and 97.8% of staff. This difference is due, in particular, to the information regarding Abertis Mobility Services (AMS), an Abertis Group company, for which it was not possible to obtain the information with the same level of breakdown. Only in the tables "key figures" and "headcount by qualification level" in Human capital, does the figure for staff also include AMS and therefore cover 100% of the Group perimeter.
Any further limitations to the perimeter are specifically indicated in the text, and do not affect a proper understanding of the business activity.
In order to allow for comparability of data and information over time and to assess the Group's performance, data are presented as final amounts based on two-year trends, except where specified in the table.
The 2019 Integrated Report is the eighth Atlantia's annual integrated report, prepared based on the International Framework set out by the International Integrated Reporting Council (www.theiirc.org/international-ir-framework/) and drafted in accordance with the GRI Sustainability Reporting Standards published in 2016 by GRI – Global Reporting Initiative, according to the "in accordance core" option.
At the end of the document, "GRI Content Index" indicates the content reported in compliance with the GRI. For some information, as indicated in the index above, explicit reference is made to other company documents[2].
The selection of the questions and indicators examined was based on a structured materiality analysis process, aimed at identifying the significant topics for the Group according to their impact on business, their importance for stakeholders and the likelihood and extent of the risks/opportunities associated with them.
In line with 2018, the process adopted to define the 2019 matrix of materiality involved interviews with the top management of Atlantia and its main subsidiaries, as well as the use of the Datamaran platform to examine the external perspective and context, through an automated analysis of the multitude of information available from public sources, including company reports, regulations, voluntary initiatives, news and social media The resulting matrix of materiality was submitted to the Atlantia Control, Risk and Corporate Governance Committee during the session held on 14 April 2020 and to the Board of Directors of Atlantia during the meeting held on 17 April 2020, was was approved by the latter together with this Report.
The document, approved by the Board of Directors of Atlantia S.p.A. on 28 April 2020, was subjected to "limited assurance engagement" in accordance with the criteria indicated by ISAE 3000 Revised, by the auditing firm Deloitte & Touche S.p.A..
The Report is published in Italian and English on the Atlantia website (www.atlantia.it/it/sostenibilita).
The data collection process was managed by the company's "Sustainability" organisational department, using the CIR (Corporate Integrated Reporting) IT system for sustainability data management and collaborative disclosure management. Where estimates were used for specific indicators, they have been duly identified, and the calculation method adopted has been provided. Explanatory notes are provided in the text for any data missing (because they were difficult or impossible to source, or not sufficiently reliable), any variations in the calculation/estimate methods used, changes to the perimeter, etc.
In order to have the most up-to-date, accredited emission factors per individual source of emission, national and international bibliographical sources and pertinent databases and aggregators were used for the calculation of direct and indirect CO2 emissions (see Natural capital):
[1] For the list of consolidated companies in the Group, see the section "Scope of Consolidation and Investments of Atlantia Group" of appendix 1 to the Atlantia Annual Financial Report at 31 December 2019.
[2] Code of Ethics, Remuneration Report, Report on Corporate Governance and Ownership Structure, Annual Financial Report.
With regard to the calculation of CO2 emissions by Scope3 , following an update to the method, parameters were reset for a number of values of FY 2018 shown in the preceding 2018 Integrated Report. The following abbreviations are used in this Report:
| Source | Scope |
|---|---|
| UNFCCC national inventory (average 2016-2018) | ‹ Fixed and mobile sources and use of fuel |
| UK Government GHG Conversion Factors for Company Reporting 2019 ‹ Thermal energy purchased | |
| ‹ Goods transport by air and sea | |
| ‹ Passenger transport (all means of transport) | |
| GHG protocol (cross sector emission database 2017) | ‹ Goods transport by train |
| DEFRA- European ARTEMIS project aggregator | ‹ HGV transport |
| DEFRA - EEA CO2 monitoring databases aggregator | ‹ Van transport |
| Ispra report 303/2019 | ‹ Electricity network losses |
| EcoInvent 3.5 (in use on Sima Pro 9.0 software) | ‹ Goods/materials purchased |
| ‹ Waste (processing in landfills) | |
| ‹ Waste (recovery and reuse) | |
| Emission factors for the production of electrical energy per country | ‹ National references of the countries the Group operates in |
| Personnel by contract category, gender and geographical area | ||||||||
|---|---|---|---|---|---|---|---|---|
| 2018 | 2019 with the same perimeter |
2019 | ||||||
| Men | Women | Men | Women | Men | Women | |||
| Italy | Permanent | 8,727 | 2,697 | 9,114 | 3,035 | 9,533 | 3,145 | |
| Temporary | 724 | 646 | 535 | 443 | 535 | 443 | ||
| Spain | Permanent | 1,309 | 683 | |||||
| Temporary | ||||||||
| France | Permanent | 415 | 253 | 428 | 257 | 2,111 | 1,162 | |
| Temporary | 5 | 4 | 4 | 2 | 4 | 2 | ||
| Brazil | Permanent | 1,029 | 680 | 1,037 | 687 | 3,381 | 2,759 | |
| Temporary | 1 | |||||||
| Chile | Permanent | 520 | 100 | 541 | 113 | 1,434 | 380 | |
| Temporary | 21 | 13 | 93 | 55 | 93 | 55 | ||
| Argentina | Permanent | 1,208 | 854 | |||||
| Temporary | ||||||||
| Poland | Permanent | 123 | 127 | 154 | 138 | 154 | 138 | |
| Temporary | 32 | 54 | 22 | 62 | 22 | 62 | ||
| Puerto Rico | Permanent | 42 | 15 | |||||
| Temporary | ||||||||
| Other countries | Permanent | 229 | 196 | 223 | 172 | 266 | 176 | |
| Temporary | ||||||||
| Total | 11,825 | 4,771 | 12,151 | 4,964 | 20,092 | 9,874 | ||
| Turnover[3] | ||||
|---|---|---|---|---|
| Hirings | % | Terminations | % | |
| Men | 2,655 | 13.7% | 2,746 | 14.1% |
| Women | 1,651 | 17.7% | 2,000 | 21.5% |
| Italy | 1,510 | 11.9% | 850 | 6.7% |
| Spain | 279 | 14.0% | 110 | 5.5% |
| France | 157 | 4.8% | 163 | 5.0% |
| Poland | 91 | 31.2% | 22 | 7.5% |
| Chile | 372 | 20.5% | 509 | 28.1% |
| Brazil | 1,674 | 27.3% | 2,830 | 46.1% |
| USA | 164 | 42.9% | 196 | 51.3% |
| Argentina | 50 | 2.4% | 56 | 2.7% |
| Other countries | 9 | 7.7% | 10 | 8.5% |
[3] The percentages show terminations and hirings calculated on the total headcount of permanent employees, broken down by gender and country.
The expression "like-for-like", used in the Report to comment on changes in a number of consolidated economic and financial figures, indicates that the values posted in the fiscal years compared were calculated by eliminating some elements from the 2018 and 2019 consolidated data, including changes to the scope of consolidation, variations in the exchange rates of balances of consolidated companies with a functional currency other than the Euro, events and/or transactions not necessarily strictly related to operations that have a significant impact on the balances of at least one of the two fiscal years considered for comparison. For further details, see the section "Group economic and financial performance" in the Atlantia 2018 Annual Financial Report.
| Training | ||||
|---|---|---|---|---|
| Hours delivered | ||||
| Total hours of training received by employees (including e-learning and on-the-job training) | 531,880 | |||
| of which: health and safety | 185,195 | |||
| of which: organisation, management and control model, compliance programme, risk management, corruption and bribery, privacy[4] |
20,145 | |||
| Training | ||||
| Men | Women | |||
| Total hours of training received by employees | 381,884 | 149,996 | ||
| Average hours | 19 | 15 | ||
| Training | ||||
| Executives | Middle managers |
White collar[5] |
Blue collar |
|
| Total hours of training received by employees (also include e-learning and on-the-job training) |
5,600 | 50,286 | 398,583 | 77,411 |
| Average hours | 15 | 25 | 18 | 15 |
[4] Breakdown of training hours provided: 78% (15,770 hours) in Italy, 11% in the USA, 5% in Brazil, 3% in France, 2% in Poland and 1% in Chile. In 2019, Abertis Group provided anti-corruption training to 6,982 people. For further details, see the specific section in the "Appendix to the 2019 Directors' Report Follow-up of the CSR Master Plan".
The industrial relations system is characterised by solid, constructive dialogue with workers' organisations, and 87% of the Group's employees are covered by national collective agreements.
During 2019, the social partners were strongly focused on negotiations for the renewal of the National Collective Bargaining Agreement for employees of the motorway and tunnel concessionaire companies, which expired on 31 December 2018. The renewal agreement of 16 December 2019 led to the signing of the new National Collective Bargaining Agreement, containing a review of both the regulatory and economic aspects. Lastly, the Funded Training Committee Agreement of 28 November 2019 set out the guidelines for training of the personnel of the Group's Italian companies in 2020.
| Management of motorway claims |
|---|
| Telepass phone sales (opening contracts, promotional conditions not applied, assistance, etc.) |
| Customer relations (behaviour of personnel, website, Sales Call Centre, PuntoBlu, etc.) |
| 2018 | 2019 with the same perimeter |
Var % 18- 19 with the same perimeter |
2019 | |
|---|---|---|---|---|
| Service areas | 293 | 417 | 42% | 434 |
| Tollbooth payment operations | 6,736 | 8,752 | 30% | 9,165 |
| Traffic and road conditions and infrastructure | 2,531 | 3,427 | 35% | 7,026 |
| Breaches of privacy | 1 | - | -100% | 1 |
| Telepass contracts (additional services, assistance, etc.) | 4,196 | 5,297 | 26% | 5,429 |
| Telepass phone sales (opening contracts, promotional conditions not applied, assistance, etc.) |
142 | 66 | -54% | 66 |
| Customer relations (behaviour of personnel, website, Sales Call Centre, PuntoBlu, etc.) |
1,163 | 867 | -25% | 22,813 |
| Other | 2,785 | 2,233 | -20% | 10,398 |
| Total | 17,847 | 21,059 | 18% | 55,332 |
[5] in the table, the entry "white collar" also includes the toll collectors of the Group's motorway companies. For Abertis Group, the entry "white collar" also includes blue-collar workers.
Appendix
| Customer Satisfaction Index : Components | ||
|---|---|---|
| Components | 2018 | 2019 |
| SAFETY % of satisfied customers (rating > or equal to 7-scale 1:10) |
58.5 | 60.20 |
| Overall rating (average mark scale 1:10) | 7.33 | 7.00 |
| ROAD AND TRAFFIC INFORMATION % of satisfied customers (rating > or equal to 7-scale 1:10) |
73.1 | 73.30 |
| Overall rating (average mark scale 1:10) | 7.23 | 7.25 |
| TOLLBOOTHS % of satisfied customers (rating > or equal to 7-scale 1:10) |
75.7 | 73.50 |
| Overall rating (average mark scale 1:10) | 7.21 | 7.25 |
| PAYMENT SYSTEMS % of satisfied customers (rating > or equal to 7-scale 1:10) |
83.4 | 82.90 |
| Overall rating (average mark scale 1:10) | 7.94 | 7.45 |
| ROAD AND TRAFFIC CONDITIONS % of satisfied customers (rating > or equal to 7-scale 1:10) |
63.5 | 69.20 |
| Overall rating (average mark scale 1:10) | 6.83 | 6.94 |
| SERVICE AREAS % of satisfied customers (rating > or equal to 7-scale 1:10) |
73.5 | 72.00 |
| Overall rating (average mark scale 1:10) | 7.15 | 7.19 |
| CSI TOTAL FREQUENT TRAVELLERS | 7.21 | 7.14 |
| FIUMICINO | |||
|---|---|---|---|
| ENAC quality indicators (% of passengers satisfied) | 2018 | 2019 | |
| Travel safety | Luggage check/security service | 95.0 | 95.4 |
| Perception of the level of personal safety and security at the airport | 97.6 | 97.5 | |
| Regular service provision | Overall perception of the regular service provision in the airport | 97.0 | 96.2 |
| Comfort during stay | Cleanliness and functioning of toilets | 92.3 | 92.4 |
| at the airport | Availability of luggage trolleys | 93.4 | 92.2 |
| Efficiency of air conditioning systems | 94.5 | 92.8 | |
| Brightness of airport building | 97.9 | 98.0 | |
| Noise level in the airport building | 94.9 | 98.0 | |
| Additional services | Shops/newsagents - service quality/prices | 91.5 | 89.8 |
| Availability/quality/prices of bars/restaurants | 92.1 | 90.0 | |
| Information services | Availability of flight information monitors | 95.8 | 93.5 |
| for the public | Clarity of announcements | 88.8 | 90.7 |
| Relational and behavioural aspects |
Staff professionalism | 94.9 | 94.3 |
| Services at information | Queues at check-in | 92.0 | 90.9 |
| desks/gates | Queues at passport control | 90.5 | 93.8 |
| Modal integration | Availability, frequency and punctuality of bus/train/taxi connections | 92.0 | 93.0 |
| Presence of clear, comprehensible and effective signs outside the airport | 94.9 | 94.4 |
| CIAMPINO | ||||||||
|---|---|---|---|---|---|---|---|---|
| ENAC quality indicators (% of passengers satisfied) 2018 2019 |
||||||||
| Travel safety | Luggage check/security service | 90.2 | 93.3 | |||||
| Perception of the level of personal safety and security at the airport | 93.7 | 95.1 | ||||||
| Regular service provision | Overall perception of the regular service provision in the airport | 91.3 | 94.1 | |||||
| Comfort during stay | Cleanliness and functioning of toilets | 89.2 | 89.6 | |||||
| at the airport | Availability of luggage trolleys | 87.2 | 89.5 | |||||
| Efficiency of air conditioning systems | 92.8 | 92.9 | ||||||
| Brightness of airport building | 95.4 | 95.3 | ||||||
| Noise level in the airport building | 87.7 | 86.6 | ||||||
| Additional services | Shops/newsagents - service quality/prices | 73.5 | 73.2 | |||||
| Availability/quality/prices of bars/restaurants | 75.1 | 74.9 | ||||||
| Information services | Availability of flight information monitors | 95.1 | 94.9 | |||||
| for the public | Clarity of announcements | 85.1 | 87.6 | |||||
| Relational and behavioural aspects |
Staff professionalism | 94.1 | 94.6 | |||||
| Services at information | Queues at check-in | 92.7 | 92.3 | |||||
| desks/gates | Queues at passport control | 93.5 | 92.3 | |||||
| Modal integration | Availability, frequency and punctuality of bus/train/taxi connections | 85.7 | 87.3 | |||||
| Presence of clear, comprehensible and effective signs outside the airport | 93.3 | 89.6 |
| 2018 | 2019 | |
|---|---|---|
| Automatic access/exit and Telepass gates Number of automatic and cash gate transits (24h) |
4,979.0 | 5,312.0 |
| Calls for assistance at the tollbooths % of requests with waiting times of over 20" |
3.21 | 4.70 |
| Technical information on traffic % of calls managed by operator - TRAFFIC |
99.65 | 99.94 |
| Technical information on Telepass % % of calls managed by operator - TELEPASS |
98.50 | 98.21 |
| Reply to communications and complaints from customers Average time taken to reply to communications and complaints received by mail or web (days) |
7.30 | 6.03 |
ISO 39001 Road Safety Management System certification has also been obtained by Autostrade per l'Italia, Pavimental, Rodovia MG050 and the Spanish, Chilean and Argentinian concessionaires of Abertis Group.
Fiumicino Energia is EMAS certified for the production process of electrical and thermal energy.
| Suppliers assessed as higher risk according to ESG parameters – 2019 suppliers Critical subcontractors Supply chain companies (active during the year) at risk in relation to sustainability 201.0 0 of which companies at high risk according to social criteria 158.0 0 |
||||||||
|---|---|---|---|---|---|---|---|---|
| of which companies at high risk according to environmental criteria | 161.0 | 0 | ||||||
| of which companies at high risk according to anti-corruption criteria 188.0 0 |
Perimeter of certifications (% on headcount) Perimeter of certifications (% on turnover)
| Main environmental criticalities identified and actions undertaken in 2019 | |||||||
|---|---|---|---|---|---|---|---|
| Component | Location | Criticality | Action | ||||
| Groundwater | Barberino - Firenze Nord, Source on Tidda property |
Anomalous decrease in flow | Water supplied to the property by tanker |
||||
| Surface water | Barberino - Firenze Nord, Mulinaccia Torrent |
Action thresholds exceeded for pH Actions taken by the company to | prevent inflows into the diversion ditch of the motorway escarpment. |
||||
| Surface water | Barberino - Firenze Nord, Mulinaccia Torrent |
Action thresholds exceeded for turbidity |
No action taken, since the values were due to bank erosion caused by heavy rainfall over the preceding days along the section upstream from the junction box, which created a wave of turbidity. |
||||
| Surface water | Firenze Sud -Incisa, Ema Torrent |
Action thresholds exceeded for turbidity |
The company declared that it followed the procedure by providing advance notification of the start of work on the river bed. |
||||
| Surface water | Firenze Sud -Incisa, San Giorgio Gully |
Action thresholds exceeded for turbidity |
Checks carried out by the company in the construction area to identify possible causes of the phenomenon |
||||
| Soil | Courmayeur | Quad abandoned on the rest area | Removal and disposal free of charge | ||||
| Soil | Tarquinia | Cleaning of the Tarquinia areas | Reclamation of area | ||||
| Soil | Rosignano Marittimo | Spillage on Rosignano service area | Reclamation of area | ||||
| Soil | Rosignano Marittimo | Hazardous waste disposed of under Coltano viaduct |
Reclamation of area | ||||
| Surface water | Rosignano Marittimo | Analysis and disposal Tanks of Rimazzano tunnel |
Reclamation of area | ||||
| Natural | Rosignano Marittimo | Vehicles set on fire km 198+600 south |
Reclamation of area | ||||
| Soil | Rosignano Marittimo | Diesel tanker Rosignano barrier | Reclamation of area | ||||
| Surface water | Rosignano Marittimo Collesalvetti |
Analysis and sanification of water network |
Sanification of the area |
The assessment of the GRI Indicators, shown in the table below, was conducted in accordance with the criteria set out in the "ISAE 3000" standard by the International Auditing and Assurance Standards Board, as indicated in the "Report of Independent Auditors" in the "Assurance" section of this Report
| GRI Standard Indicators | |||||||
|---|---|---|---|---|---|---|---|
| General disclosure | Description | Page | Notes / Omissions |
||||
| Organizational | 102-1 | Name of the organization | 12 | ||||
| profile | 102-2 | Activities, brands, products, and services |
11, 13-16, 76-91 | ||||
| 102-3 | Location of headquarters | 173 | |||||
| 102-4 | Location of operations | 11, 13-16 | |||||
| 102-5 | Ownership and legal form 17 | ||||||
| 102-6 | Markets served | 11, 13-16 | |||||
| 102-7 | Scale of the organization | 64, 94, 147 www.atlantia.it/it/investor-relations/titolo-borsa |
|||||
| 102-8 | Information on employees and other workers |
94, 147, 148 | |||||
| 102-9 | Supply chain | 120-123 | |||||
| 102-10 | Significant changes to the organization and its supply chain |
144-146 | |||||
| 102-11 | Precautionary Principle or approach |
26 – 31 | |||||
| 102-12 | External initiatives | 50 – 52 | |||||
| 102-13 | Membership of associations |
53 – 55 | |||||
| Strategy | 102-14 | Statement from senior decision-maker |
6 | ||||
| 102-15 | Key impacts, risks, and opportunities |
19, 26 | |||||
| Ethics and integrity |
102-16 | Values, principles, standards, and norms of behavior |
34 – 47 www.atlantia.it/it/corporate- governance |
||||
| 102-17 | Mechanisms for advice and concerns about ethics |
30, 31, 39 – 43 | |||||
| Governance | 102-18 | Governance structure | 34 – 39 | ||||
| 102-21 | Consulting stakeholders on economic, environmental, and social topics |
53 – 55 | |||||
| 102-38 | Annual total compensation ratio |
The ratio is 64. The indicator is calculated on the Italy perimeter. |
|||||
| 102-39 | Percentage increase in annual total compensation ratio |
The ratio is 3,06 |
| General disclosure | Description | Page | Notes / Omissions |
||
|---|---|---|---|---|---|
| Stakeholder | 102-40 | List of stakeholder groups | 54, 55 | ||
| engagement | 102-41 | Collective bargaining agreements 148 | |||
| 102-42 | Identifying and selecting stakeholders |
53 – 55 | |||
| 102-43 | Approach to stakeholder engagement |
53 – 55 | |||
| 102-44 | Key topics and concerns raised | 53 – 55, 117 | |||
| Reporting practice |
102-45 | Entities included in the consolidated financial statements |
144 – 146 | ||
| 102-46 | Defining report content and topic Boundaries |
144 – 146 | |||
| 102-47 | List of material topics | 50 – 52 | |||
| 102-48 | Restatements of information | 64, 126, 130 | |||
| 102-49 | Changes in reporting | 144 | |||
| 102-50 | Reporting period | 144 | |||
| 102-51 | Date of most recent report | Published on www.atlantia.it in April 2019 | |||
| 102-52 | Reporting cycle | 144 | |||
| 102-53 | Contact point for questions regarding the report |
173 | |||
| 102-54 | Claims of reporting in accordance with the GRI Standards |
144 | |||
| 102-55 | GRI content index | 154 | |||
| 102-56 | External assurance | 170 |
| Topic specific GRI standards |
Description | Page | Notes / Omissions |
|---|---|---|---|
| Economic performance (2016) | |||
| 103 | Management Approach | See general disclosures: 102-14, 102-15 | |
| 201-1 | Direct economic value generated and distributed |
89, 90 | |
| 201-2 | Financial implications and other risks and opportunities due to climate change |
28 | |
| 201-3 | Defined benefit plan obligations and other retirement plans |
107 | |
| 201-4 | Financial assistance received from government |
Financial assistance received from the State amounting to approx. € 47.8 million in the form of contributions for investments, projects, energy incentives, subsidies and other minor contributions (38.5 million in 2018, 35 million in 2017). |
|
| Indirect economic impacts (2016) | |||
| 103 | Management Approach | See general disclosures: 102-14, 102- 15 | |
| 203-1 | Infrastructure investments and services supported |
19, 77 – 91 | |
| 203-2 | Significant indirect economic impacts | 118 – 122 | |
| Procurement practices (2016) | |||
| 103 | Management Approach | 120, 121 | |
| 204-1 | Proportion of spending on local suppliers | 122 | |
| Anticorruption (2016) | |||
| 103 | Management Approach | 27, 31, 44, 45, 152 | |
| 205-1 | Operations assessed | 41 – 43 The risk assessment activity with regard to anticorruption is conducted on the whole perimeter of the Group. |
|
| 205-2 | Communication and training about anti-corruption policies and procedures |
The Anti-Corruption Policy has been communicated to all employees and made available on the Group companies' intranet. In 2019, approx. 31% of people in the Group received training on anti-corruption. The Group's Anti-Corruption Officer prepares half-yearly reports on the monitoring activity, which are sent to the Supervisory Body of Atlantia S.p.A, the Board of Statutory Auditors of Atlantia S.p.A., the Committee for Control, Risks and Corporate Governance of Atlantia S.p.A. and the Group's Risk Management department. These reports are brought to the attention of the Board of Directors |
|
| 205-3 | Confirmed incidents of corruption and actions taken |
41 – 43 |
| Topic specific GRI standards |
Description | Page | Notes / Omissions |
|---|---|---|---|
| Energy (2016) | |||
| 103 | Management Approach | 127, 128 | |
| 302-1 | Energy consumption within the organization | 126 | |
| 302-2 | Energy consumption outside the organization 130 | ||
| 302-3 | Energy intensity | 126 | |
| 302-4 | Reduction of energy consumption | 128, 129 | |
| Emissions (2016) | |||
| 103 | Management Approach | 127, 128, 129 | |
| 305-1 | Direct (Scope1) GHG emission | 126, 130, 131 | |
| 305-2 | Energy indirect (Scope2) GHG emission | 126, 130, 131 | |
| 305-3 | Other indirect (Scope3) GHG emission | 130 | |
| 305-4 | GHG emissions intensity | 126 | |
| 305-5 | Reduction of GHG emissions | 126, 131 | |
| 305-7 | Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions |
Given their significance, the emissions from the cogeneration plant on the grounds of Fiumicino airport are shown. NOx emissions (kg): 24.902 (2019); 23.152 (2018); SOx emissions (kg): 761 (2019); 946 (2018); PM10 emissions (kg): 255 (2019); 240,4 (2018). For other Group activities, the emissions generated are not considered significant. |
|
| Employment (2016) | |||
| 103 | Management Approach | 95, 96 | |
| 401-1 | New employee hires and employee turnover | 99, 147 | |
| 401-2 | Benefits provided to full-time employees that are not provided to temporary or part-time employees |
106, 107 | |
| 401-3 | Parental leave | 107 | The indicator is covered for letters a), b), c) and e) and does not include ADR Group in the perimeter |
| Labor/Management relations (2016) | |||
| 103 | Management Approach | 45, 46, 101, 102 | |
| 402-1 | Minimum notice periods regarding operational changes |
The minimum notice period for workers in the event of organisational changes is between 60 and 90 days for the Italian and foreign motorway and airport companies of the Group and between 20 and 30 days for companies that perform engineering and construction/maintenance activities. The indication regarding the minimum notice period is provided in the national collective bargaining agreements. With regard to the Abertis Group companies, the minimum notice period is 30 days in all countries except Chile, where it is 45 days, and France, where it depends on the period of consultation with the competent bodies. |
for letters a), b), c) and e) and does not include ADR Group in the perimeter
| Topic specific GRI standards |
Description | Page | Notes / Omissions |
|---|---|---|---|
| Occupational health and safety (2018) | |||
| 103 | Management Approach | 30, 95, 104 | |
| 403-1 | Workers representation in formal joint management worker health and safety committees |
104, 105 | |
| 403-2 | Hazard identification, risk assessment, and incident |
30, 40 | |
| 403-3 | Occupational health services 104 | ||
| 403-4 | Worker participation, consultation, and communication on occupational health and safety |
104, 105 | |
| 403-5 | Worker training on occupational health and safety |
94, 103, 148 | |
| 403-6 | Promotion of worker health | 107 | |
| 403-7 | Prevention and mitigation of occupational health and safety impacts directly linked by business relationships |
30, 103 | |
| 403-8 | Workers covered by an occupational health and safety management system |
104, 152 | |
| 403-9 | Work-related injuries | 104, 105 | |
| Training and education (2016) | |||
| 103 | Management Approach | 95, 96 | |
| 404-1 | Average hours of training per year per employee |
103, 148 | |
| 404-2 | Programs for upgrading employee skills and transition |
95, 96, 101 – 103 | |
| 404-3 | Percentage of employees receiving regular performance and career development reviews |
103 | |
| Diversity and equal opportunity (2016) | |||
| 103 | Management Approach | 95, 96 | |
| 405-1 | Diversity of governance bodies and employees |
38, 39, 97 – 100 | |
| 405-2 | Ratio of basic salary and remuneration of women to men |
100 | |
| Non-discrimination (2016) | |||
| 103 | Management Approach | 30, 45, 46, 99, 120 | |
| 406-1 | Incidents of discrimination and corrective actions taken |
41 – 43 |
| Topic specific GRI standards |
||
|---|---|---|
| Freedom of association and collective bargaining (2016) | ||
| 103 | Management Approach | 30 |
| 407-1 | Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk |
121, 148, 152 |
| Local communities (2016) | ||
| 103 | Management Approach | 53, 118 |
| 413-1 | Operations with local com munity engagement, impact, assessment and development program |
69, 70, 110, 119, 120 |
| 413-2 | Operations with significant actual and potential negative impacts on local communities |
20 – 23 |
| Public policy (2016) | ||
| 103 | Management Approach | 44, 45 |
| 415-1 | Political contributions | No contributions were made to political parties |
| Customer health and safety (2016) | ||
| 103 | Management Approach | 111, 112 |
| 416-1 | Assessment of the health and safety impacts of product and service categories |
112 – 115 |
| 416-2 | Incidents of non-compliance concerning the health and safety impacts of products and services |
40, 121 |
| Customer privacy & information security | ||
| 103 | Management Approach | 52, 58, 59 |
| 418-1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data |
No cases of loss or theft of personal data occurred. Only one complaint was made regarding a breach of privacy in one of the Group's foreign companies |
| Material topics not related to specific disclosures of the GRI Standards | |||||||
|---|---|---|---|---|---|---|---|
| Topic | Description | Page | Notes / Omissions | ||||
| Governance | |||||||
| 103 | Management Approach | See general disclosures: 102-16, 102-17, 102-18 | |||||
| Customer satisfaction | |||||||
| 103 | Management Approach | 110, 115 – 117 See also general disclosures: 102-2, 102-42, 102-43, 102-44 |
|||||
| Innovation and digitalization | |||||||
| 103 | Management Approach | 52, 58, 59 | |||||
| GRI Standards indicators relating to non-material topics, shown in the Summary tables | |||||||
|---|---|---|---|---|---|---|---|
| Topic-specific GRI standards |
Description | Page | Notes / Omissions |
||||
| Materials (2016) | |||||||
| 301-1 | Materials used by weight or volume | 133 | |||||
| 301-2 | Recycled input materials used | 134 | |||||
| Water and effluents (2018) | |||||||
| 303-1 | Interactions with water as a shared resource |
139.140 | |||||
| 303-3 | Water withdrawal | 139.140 | |||||
| 303-4 | Water discharge | 139.140 | |||||
| 303-5 | Water consumption | 139.140 | |||||
| Effluents and waste (2016) | |||||||
| 306-2 | Waste by type and disposal method | 126.135 | |||||
| 306-3 | Significant spills | 141 | |||||
| 306-5 | Water bodies affected by water discharges and/or runoff |
140 | |||||
| Supplier environmental assessment (2016) | |||||||
| 308-1 | New suppliers that were screened using environmental criteria |
123.152 | |||||
| 308-2 | Negative environmental impacts in the supply chain and actions taken |
123.152 | |||||
| Child labor (2016) | |||||||
| 408-1 | Operations and suppliers at significant risk for incidents of child labor |
31,41,42,43,121. No cases were reported. |
|||||
| Forced or compulsory labor (2016) | |||||||
| 409-1 | Operations and suppliers at significant risk for incidents of forced or compulsory labor |
31,41,42,43,12. No cases were reported. |
|||||
| Security practices (2016) | |||||||
| 410-1 | Security personnel trained in human rights policies or procedures |
103 | |||||
| Supplier social assessment (2016) | |||||||
| 414-1 | New suppliers that were screened using social criteria |
123.152 | |||||
| 414-2 | Negative social impacts in the supply chain and actions taken |
123.152 |
Material aspects – topics as per Legislative Decree no. 254/16 – GRI standards indicators
| Material topics (matrix of |
Topics as per Legislative materiality) Decree no. 54/2016 |
GRI standards | Internal perimeter of materiality |
External perimeter of materiality |
Type of impact |
||
|---|---|---|---|---|---|---|---|
| Anticorruption and bribery |
The fight against active and passive corruption |
Anticorruption 2016) | 205-1 Operations assessed for risks related to corruption 205-2 Communication and training about anti-corruption policies and procedures 205-3 Confirmed incidents of corruption and actions taken |
Atlantia Group |
Investors and the financial community Institutions |
Direct – caused by Atlantia Group |
|
| Health & safety and wellbeing | Regarding personnel Human rights |
Occupational health and safety (2018) | 403-1 Workers representation in formal joint management–worker health and safety committees 403-2 Hazard identification, risk assessment, and incident investigation 403-3 Occupational health services 403-4 Worker participation, consultation, and communication on occupational health and safety 403-5 Worker training on occupational health and safety 403-6 Promotion of worker health 403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships 403-8 Workers covered by an occupational health and safety management system 403-9 Work-related injuries |
Atlantia Group |
Suppliers | Direct – caused by Atlantia Group |
|
| Product and service safety | Social | Customer health and safety (2016) | 416-1 Assessment of the health and safety impacts of product and service categories 416-2 Incidents of non-compliance concerning the health and safety impacts of products and services |
Operating Companies |
Community and environment Customers Employees |
Direct – caused by Atlantia Group, and indirect – connected with Atlantia Group activities |
| Material topics of materiality) (matrix |
topics as per Legislative Decree no. 54/2016 |
GRI standards | Internal perimeter of materiality |
External perimeter of materiality |
Type of impact |
||
|---|---|---|---|---|---|---|---|
| Customer satisfaction | Social | Stakeholder engagement (2016) Governance (2016) |
102-2 | Activities, brands, products, and services Atlantia 102-42 Identifying and selecting stakeholders 102-43 Approach to stakeholder engagement 102-44 Key topics and concerns raised |
Group | Community and environment Customers |
Direct – caused by Atlantia Group and indirect – connected with Atlantia Group activities |
| Governance | The fight against active and passive corruption |
Governance (2016) | 102-16 Values, principles, standards, and norms of behavior 102-17 Mechanisms for advice and concerns about ethics 102-18 Governance structure |
Atlantia Group |
Community Institutions Investors and the Financial Community |
Direct – caused by Atlantia Group |
|
| Energy efficiency | Environmental | Energy (2016) | 302-1 302-2 302-3 302-4 |
Energy consumption within the organization Energy consumption outside the organization Energy intensity Reduction of energy consumption |
Atlantia Group |
Institutions Community and environment |
Direct – caused by Atlantia Group |
| Innovation and digitalization |
Social Environmental |
approach (2016) Management |
103 | Management approach | Atlantia Group |
Customers Community and environment |
Direct – caused by Atlantia Group |
| Climate change & air quality |
Environmental | Emissions (2016) | 305-1 305-2 305-3 305-4 305-5 305-7 |
Direct (Scope1) GHG emission Energy indirect (Scope2) GHG emission Other indirect (Scope3) GHG emission GHG emissions intensity Reduction of GHG emissions Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions |
Atlantia Group |
Institutions Community and environment |
Direct – caused by Atlantia Group and indirect– connected with Atlantia Group activities |
| Customer privacy & information security |
Social Respect for human rights |
Customer privacy (2016) | 418-1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data |
Atlantia Group |
Customers Community and environ - ment |
Direct – caused by Atlantia Group |
| Material topics of materiality) (matrix |
Topics as per Legislative Decree no. 254/2016 |
GRI standards | Internal perimeter of materiality |
External perimeter of materiality |
Type of impact |
||
|---|---|---|---|---|---|---|---|
| Regarding personnel |
401-1 | New employee hires and employee turnover |
Atlantia Group |
Direct – caused by |
|||
| Human rights |
401-2 | Benefits provided to full-time employees that are not provided to temporary or part-time employees |
Atlantia Group |
||||
| 401-3 | Parental leave | ||||||
| 402-1 | Minimum notice periods regarding operational changes |
||||||
| Labor rights | Employment (2016) | 405-1 | Diversity of governance bodies and employees |
||||
| Diversity and equal opportunity (2016) Non-discrimination (2016) |
405-2 | Ratio of basic salary and remuneration of women to men |
|||||
| Labour and management relations (2016) | 406-1 | Incidents of discrimination and corrective actions taken |
|||||
| 407-1 | Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk |
||||||
| The fight against |
201-1 | Direct economic value generated and distributed |
Atlantia Group |
Employees Community |
Direct – caused by |
||
| active and passive corruption |
Economic Performance (2016) Political contributions (2016) |
201-2 | Financial implications and other risks and opportunities due to climate change |
environment Institutions Investors and the Financial Community Suppliers Customers |
and | Atlantia Group |
|
| Transparency | 201-3 | Defined benefit plan obligations and other retirement plans |
|||||
| 201-4 | Financial assistance received from government |
||||||
| 415-1 | Political contributions | ||||||
| Social | 203-1 | Infrastructure investments and services supported |
Atlantia Group |
Employees Investors |
Direct – caused by |
||
| Long-term value and development business |
Indirect economic practices (2016) impacts (2016) Procurement |
203-2 | Significant indirect economic impacts |
and the Financial Community |
Atlantia Group |
||
| 204-1 | Proportion of spending on local suppliers |
||||||
| Regarding personnel |
404-1 | Average hours of training per year per employee |
Atlantia Group |
Direct – caused by |
|||
| People management, development and attraction |
Human rights |
education (2016) Training and |
404-2 | Programs for upgrading employee skills and transition |
Atlantia Group |
||
| 404-3 | Percentage of employees receiving regular performance |
||||||
| Local community support |
Social Respect |
Local community (2016) |
413-1 | Operations with local community engagement, impact, assessment and development program |
Atlantia Group |
Community and environment |
Direct – caused by Atlantia |
| for human rights |
413-2 | Operations with significant actual and potential negative impacts on local communities |
Group |
| Global Compact | ||||||
|---|---|---|---|---|---|---|
| Category | Global Compact Principle | Company systems and activities | GRI Disclosures |
|||
| HUMAN RIGHTS | Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights. |
Code of Ethics; Ethics Officer; Code of Conduct for the prevention of discrimination and the protection of the dignity of women and men in the Group; promotion of the code of ethics and continuous monitoring of compliance with its principles; on-going Health and Safety training for all workers; Occupational Health and Safety Management system in accordance with the OHSAS 18001 standard; training on the protection of human rights in the performance of "security" operations |
403-1, 403-2, 403-3, 403-4, 403-5, 403-6, 403-7, 403-8, 405-1, 405-2, 406-1, 410-1, 413-1, 413-2, 418-1. |
|||
| Principle 2: Businesses should make sure that they are not complicit in human rights abuses. |
Code of Ethics; Ethics Officer; Code of Conduct for the prevention of discrimination and the protection of the dignity of women and men in the Group; Model pursuant to Legislative Decree no. 231; regular monitoring of workers and subcontractors; inclusion in contracts and supplies of specific clauses of compliance with the Code of Ethics; internal audits and inspections on construction and maintenance companies |
414-1, 414-2 | ||||
| Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining. |
Collective bargaining at national level, ongoing dialogue with trade unions |
102-41, 402-1 407-1 |
||||
| LABOUR | Principle 4: Businesses should uphold the elimination of all forms of forced and compulsory labour. |
Compliance with ILO standards; local labour laws and national collective agreements |
409-1 | |||
| Principle 5: Businesses should uphold the effective abolition of child labour. |
Compliance with ILO standards; local labour laws and national collective agreements |
408-1 | ||||
| Principle 6: Businesses should uphold the elimination of discrimination in respect of employment and occupation. |
Code of Ethics; Ethics Officer; Code of Conduct for the prevention of discrimination and the protection of the dignity of women and men in the Group; Hiring policies; Remuneration and development policies; social responsibility initiatives in favour of employees; flexible working schemes and protection of parents, investments in training |
102-8, 401-3, 404-1, 404-2, 404-3, 405-1, 405-2, 406-1 |
| Global Compact | ||||||
|---|---|---|---|---|---|---|
| Category | Global Compact Principle | Company systems and activities | GRI Disclosures |
|||
| Principle 7: Businesses should support a precautionary approach to environmental challenges. |
Environmental Management Systems; integrated approach to energy and climate change, environmental audits and monitoring; environmental impact assessed from the design phase to the operating management phase of an infrastructure; multi-year plans for noise reduction, optimisation of activities to ensure lower consumption of environmental resources. |
102-11, 201-2, 301-1, 302-1, 302-2, 302-3, 303-1, 305-1, 305-2, 305-3, 305-7 |
||||
| ENVIRONMENT | Principle 8: Businesses should undertake initiatives to promote greater environmental responsibility. |
Reuse and recycling of waste; integrated approach to energy and climate change, investments in renewable energy, investments in energy efficiency solutions, carbon footprint, mitigation of environmental impact for transport, initiatives to promote environmental responsibility, protection of biodiversity. |
301, 302, 303, 305, 306, 308 |
|||
| Principle 9: Businesses should encourage the development and diffusion of environmentally friendly technologies. |
Investments in renewable energy; investments in technologies for improving the energy efficiency of buildings and infrastructures managed; investments in technologies for recycling the materials used. |
302-4, 302-5 | ||||
| ANTI-CORRUPTION | Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery. |
Code of Ethics; Ethics Officer; Model pursuant to Legislative Decree 231; Internal Control System; training on anti-corruption |
102-16, 102-17, 201-4, 205-1, 205-2, 205-3, 415-1 |
| Ensure healthy lives and promote wellbeing for all at all ages | ||||
|---|---|---|---|---|
| GRI 403: Occupational Health and Safety | 403-2 | Hazard identification, risk assessment, and incident investigation | ||
| 403-3 | Occupational health services | |||
| 403-4 | Worker participation, consultation, and communication on occupational health and safety |
|||
| 403-5 | Worker training on occupational health and safety | |||
| 403-6 | Promotion of worker health | |||
| 403-7 | Prevention and mitigation of occupational health and safety impacts directly linked by business relationships |
|||
| 403-8 | Workers covered by an occupational health and safety management system |
|||
| 403-9 | Work-related injuries | |||
| GRI 306: Effluents and Waste | 306-2 | Waste by type and disposal method | ||
| 306-3 | Significant spills | |||
| 306-5 | Water bodies affected by water discharges and/or runoff | |||
| GRI 305: Emissions | 305-1 | Direct (Scope1) GHG emission | ||
| 305-2 | Energy indirect (Scope2) GHG emission | |||
| 305-3 | Other indirect (Scope3) GHG emission | |||
| 305-7 | Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions |
| Ensure availability and sustainable management of water and sanitation for all | |||
|---|---|---|---|
| GRI 303: Water | 303-1 | Interactions with water as a shared resource | |
| 303-3 | Water withdrawal | ||
| GRI 306: Effluents and Waste | 306-2 | Waste by type and disposal method | |
| 306-3 | Significant spills |
| Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all |
||
|---|---|---|
| GRI 102: General Disclosures | 102-8 | Information on employees and other workers |
| 102-41 | Collective bargaining agreements | |
| GRI 403: Occupational Health and Safety | 403-2 | Hazard identification, risk assessment, and incident investigation |
| 403-3 | Occupational health services | |
| 403-4 | Worker participation, consultation, and communication on occupational health and safety |
|
| 403-5 | Worker training on occupational health and safety | |
| 403-6 | Promotion of worker health | |
| 403-7 | Prevention and mitigation of occupational health and safety impacts directly linked by business relationships |
|
| 403-8 | Workers covered by an occupational health and safety management system |
|
| 403-9 | Work-related injuries | |
| GRI 302: Energy | 302-1 | Energy consumption within the organization |
| 302-2 | Energy consumption outside the organization | |
| 302-3 | Energy intensity | |
| 302-4 | Reduction of energy consumption | |
| GRI 303: Water | 303-3 | Water withdrawal |
| GRI 401: Employment | 401-1 | New employee hires and employee turnover |
| 401-2 | Benefits provided to full-time employees that are not provided to temporary or part-time employees |
|
| 401-3 | Parental leave | |
| GRI 402: Labor Management Relations | 402-1 | Minimum notice periods regarding operational changes |
| GRI 405: Diversity and Equal Opportunity | 405-1 | Diversity of governance bodies and employees |
| 405-2 | Ratio of basic salary and remuneration of women to men | |
| GRI 406: Non-discrimination | 406-1 | Incidents of discrimination and corrective actions taken |
| GRI 407: General Disclosures | 407-1 | Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk |
| GRI 404: Training and Education | 404-1 | Average hours of training per year per employee |
| 404-2 | Programs for upgrading employee skills and transition | |
| 404-3 | Percentage of employees receiving regular performance | |
| GRI 201: Economic Performance | 201-1 | Direct economic value generated and distributed |
The following table has been prepared based on the summary document drafted as part of the SDG Compass project. The table considers the objectives on which the Group's business has the greatest impact, which are also highlighted in the report, and the GRI indicators.
| Ensure sustainable consumption and production patterns | |||||
|---|---|---|---|---|---|
| GRI 302: Energy | 302-1 | Energy consumption within the organization | |||
| 302-2 | Energy consumption outside the organization | ||||
| 302-3 | Energy intensity | ||||
| 302-4 | Reduction of energy consumption | ||||
| GRI 306: Effluents and Waste | 306-2 | Waste by type and disposal method | |||
| 306-3 | Significant spills | ||||
| 306-5 | Water bodies affected by water discharges and/or runoff | ||||
| GRI 402: Labor Management Relations | 402-1 | Minimum notice periods regarding operational changes | |||
| GRI 305: Emissions | 305-1 | Direct (Scope1) GHG emission | |||
| 305-2 | Energy indirect (Scope2) GHG emission | ||||
| Other indirect (Scope3) GHG emission | |||||
| 305-7 | Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions |
||||
| GRI 303: Water | 303-3 | Water withdrawal | |||
| GRI 204: Procurement Practices | 204-1 | Proportion of spending on local suppliers |
| Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation |
||||
|---|---|---|---|---|
| GRI 201: Economic Performance | 201-1 | Direct economic value generated and distributed | ||
| GRI 203: Indirect Economic Impacts | 203-1 | Infrastructure investments and services supported |
| Make cities and human settlements inclusive, safe, resilient and sustainable |
||
|---|---|---|
| GRI 203: Indirect Economic Impacts | 203-1 | Infrastructure investments and services supported |
| GRI 302: Energy | 302-1 | Energy consumption within the organization |
|---|---|---|
| 302-2 | Energy consumption outside the organization | |
| 302-3 | Energy intensity | |
| 302-4 | Reduction of energy consumption | |
| GRI 306: Effluents and Waste | 306-2 | Waste by type and disposal method |
| 306-3 | Significant spills | |
| 306-5 | Water bodies affected by water discharges and/or runoff | |
| GRI 305: Emissions | 305-1 | Direct (Scope1) GHG emission |
| 305-2 | Energy indirect (Scope2) GHG emission | |
| 305-3 | Other indirect (Scope3) GHG emission | |
| 305-4 | GHG emissions intensity | |
| 305-5 | Reduction of GHG emissions | |
| 305-7 | Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions |
|
| GRI 201: Economic Performance | 201-2 | Financial implications and other risks and opportunities due to climate change |
| GRI 102: General Disclosures | 102-16 | Values, principles, standards, and norms of behavior |
|---|---|---|
| 102-17 | Mechanisms for advice and concerns about ethics | |
| 102-21 | Consulting stakeholders on economic, environmental and social topics |
|
| GRI 205: Anti-corruption | 205-1 | Operations assessed |
| 205-2 | Communication and training about anticorruption policies and procedures |
|
| 205-3 | Confirmed incidents of corruption and actions taken | |
| GRI 416: Customer Health and Safety | 416-2 | Incidents of non-compliance concerning the health and safety impacts of products and services |
| GRI 418: Customer Privacy | 418-1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data |
| GRI 406: Non-discrimination | 406-1 | Incidents of discrimination and corrective actions taken |
| GRI 415: Public Policy | 415-1 | Political contributions |
| Strengthen the means of implementation and revitalize the global partnership for sustainable development |
|
|---|---|
GRI 203: Indirect Economic Impacts 203-2 Significant indirect economic impact
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