csr report 2012 abertis group

ABERTIS INFRAESTRUCTURAS, S.A.

Corporate Social Responsibility Report12


CONTENTS

1. President’s Letter ............................................................................ 3

2. 10 years of CSR at abertis................................................................ 5

3. Main characteristics of the report ...................................................... 6

4. Triple Results: an overview ............................................................ 12

5. abertis and corporate social responsibility ........................................ 15

6. abertis’s activity: a service for customers and for society ................... 22

7. abertis’s human team .................................................................... 35

7.1. The human team ................................................................... 36

7.2. Managing talent and professional development ......................... 38

7.3. Promoting networking in the organisation ................................. 40

7.4. Managing diversity and equal opportunities .............................. 43

7.5. Extension of company benefits ................................................ 47

7.6. Promotion of health and safety in the workplace ....................... 48

8. Adapting to the needs of our setting ................................................ 50

8.1. Mitigation of climate change ................................................... 60

8.2. Waste and wastewater management ....................................... 74

8.3. Biodiversity management ....................................................... 78

8.4. Noise management ................................................................ 82

8.5. Raising environmental awareness ............................................ 85

9. Suppliers ...................................................................................... 88

10. Adding value to the community ....................................................... 93

10.1. Consolidating our relationship with the local community ............. 95

10.2. Social action and sponsorship ................................................ 100

11. Verification report ....................................................................... 103

12. GRI Content Index and Indicators ................................................. 104

13. GRI Review Report ...................................................................... 112


1. PRESIDENT’S LETTER

Dear readers,

We are happy to present our tenth Corporate Social Responsibility Report, a document which serves as

a complement to the information published in our Annual Report, our Corporate Governance Report

and Annual Accounts, and which includes information on economic, social, environmental and

governance indicators.

The evolution of CSR within the organisation has been progressive, advancing parallel to the

transformations witnessed at abertis during this time and in step with the development of social

responsibility. In 2002 the European Commission published its first communication on this matter, and

two more have been published since. In 2004 and 2005, we formalised our commitment by joining the

United Nations Global Compact, the first international initiative concerning these issues oriented to the

private sector. We are also actively participating as an Organisational Stakeholder with the Global

Reporting Initiative, the world leader in reporting using non-financial or ESG (environmental, social

and governance) indicators. Since then, we have strived to systematise and monitor our level of social

responsibility. The annual publication of this report is a reflection of our efforts in the field, our aim

being to maintain the full scope of the CSR report and increase the exhaustiveness of information

whilst adapting its content to meet the various internationally recognised drafting and verification

standards.

Today, more than ever, after the publication of ISO 26000 and the advances made by the

International Integrated Reporting Council (IIRC) which was set up in 2008, corporate social

responsibility enjoys greater operationality, constituting the basis for the identification of new

processes for change and business opportunities that will help to attain economic, social and

environmental objectives.

In this regard, during 2012, the overall carbon footprint has been extended and updated in keeping

with the requirements of the Carbon Disclosure Project and the legal parameters used in France and

the United Kingdom. In addition to our continued improvement in energy efficiency through the

reduction of our CO2 emissions for another year running, we have also continued to develop services

with positive environmental impacts such as the promotion of carpooling, Via-T and

telecommunications services for intelligent cities, along with actions that reduce noise and preserve

biodiversity.


The campaign “You’ve got one life left. Don’t lose it on the road” was extended to Chile and Puerto Rico, the creation of the “Road Behaviour Observatory” in France and the

Auriga and SafeTRIP projects are just some of the projects implemented in 2012 which foster road safety. Similarly, the research resulting from the abertis chairs,

sponsored projects and Voluntaris abertis (abertis Volunteers)programme are all concrete examples of our active participation in the social fabric of the communities where

we operate. This participation directly involves abertis’ human team and, when coupled with our internal communication campaigns and the extension and dissemination of

our Code of Ethics, has helped to foster networking and cohesion within the group.

The inclusion of social and environmental criteria in our purchasing decisions, a process made possible through the evaluation and approval system on our supplier portal,

and the significant increase in purchases made from Special Work Centres, has helped to generate more incentives that will further our commitment to the organisations

that work with us.

Our ongoing capacity for adaptation, which is related to our resilience, is part and parcel of the strategy embraced by a transformed abertis with its sights set on the

future. Similarly, our capacity to perceive the information needed to offer a prompt response and, much like the design of an intelligent city, to maximise efficiency in the

use of resources and services for people is one of the essential characteristics which enables an international organisation such as abertis torespond to the challenges and

opportunities of today.

In this sense, the creation of shared value carries special relevance as a challenge and opportunity for the future, as it allows us to identify solutions from a system-wide

perspective that takes into account innovation and the expectations of stakeholders at fundamental aspects, as well as the direct and indirect relationships existing among

economic, social and environmental variables. This allows us to attain greater competitiveness while the social and economic conditions of the communities where we

operate continue to develop.


2. 10 YEARSOF CSR AT ABERTIS


3. MAIN CHARACTERISTICS OF THE REPORT

The tenth edition of the CSR Report provides a complete overview of abertis’

performance in 2012, which, along with our Annual Report, Corporate

Governance Report and the report on the foundation’s activities serves as an

exhaustive summary of the different social, environmental and economic impacts

arising from the Group's activities.

For further information regarding the content of the CSR Report or its

preparation, please direct your queries to the following e-mail address:

[email protected], which has been set up for this specific purpose and

made available to all stakeholders.

CSR report content and principles

The content contained in this report meets the requirements established by the

Global Reporting Initiative (GRI), the main international standard for reports of

this kind, following its Guidelines for the preparation of sustainability reports

(version G3.1), the AOSS Airport Operators Sector Supplement (AOSS) and the

pilot version of the Telecommunications Sector Supplement.

The method established by the GRI lays out specific recommendations on the

Report preparation process as well as the content that must be included in the

same. This report also includes the principles described in the United Nations

Global Compact, the information requirements established in the Carbon

Disclosure Project and the recommendations included in the Accountability

Principles concerning stakeholder relations, as set out in the AA1000AS (2008)

standard, which was used as the basis for revising this Report.

Methodology used to compile, present and verify information

The CSR database is the principal tool used for handling and compiling the

information contained in this report. The different management systems used by

the business units allow for continuous monitoring of the indicators reported and

centralised in this database. The database contains more than 200 indicators

which have been classified in keeping with the strategic lines of the CSR plan.

This tool is updated annually in response to changes occurring both internally and

externally. Accordingly, in 2012, the database and the associated indicator

handbook were updated. This work involved the following tasks:

Inclusion of questionnaires specific to climate change following the

information requirements of the Carbon Disclosure Project. With the aim

of progressively extending the carbon footprint calculation and

centralising external information queries, four new questionnaires were

created in relation to this subject.

Updating of existing indicators in light of improvement proposals

detected during the previous year's report preparation phase.

Inclusion of current indicator equivalents in line with the ISO 26000, in

accordance with the equivalence documents released by the Global

Reporting Initiative. The aim was to progressively incorporate the

recommendations contained with the guidelines published by the ISO

concerning social responsibility, in order to include this standard in the

organisation’s social responsibility management processes.

mailto:[email protected]


Once the various business units have reported all the indicators applicable to their

sphere of action, this information is added and analysed to identify the causes of

any variations in data and the degree to which established objectives have been

attained. Similarly, Deloitte has carried out the external auditing of the

information contained in the report, the aim being to increase the exhaustiveness

and reliability of data and identify potential areas for improvement at both the

information processing and handling levels and in terms of social responsibility.

The report containing conclusions from the audit is included in chapter 11, in

addition to the specific reference list of indicators that have been added to the

GRI indicator index.

In addition to the independent review performed by Deloitte, the Global Reporting

Initiative has reviewed the report, stating that it meets the requirements

established in GRI standards (including the G3.1 guidelines and the AOSS, the

Airport Operators Sector Supplement) awarding it an A+ rating as stated in the

declaration issued by the GRI contained in chapter 13.

The structure and presentation of the report remains the same to facilitate

comparison of data. During the year, we have focused on practical actions which

allow us to analyse the practical application of the various management

approaches used.

It is important to note the change in the information regarding climate change.

This information has been adjusted to meet the requirements of the Carbon

Disclosure Project to include the principal risks and opportunities associated to

climate change, the actions implemented and the calculation of our carbon

footprint. Accordingly, efforts have been made to extend the carbon footprint to

include all the available data concerning the three scopes defined by the

GreenHouse Gas Protocol. In addition, related information was extended to

include emissions by country, activity and source. This has led to a recalculation

of our carbon footprint for the previous three years, updating all the emissions

factors that had been used. The sources utilised in the selection of emission

factors include the Intergovernmental Panel of Climate Change (IPCC Guidelines

2006), the Department for Environment, Food and Rural Affairs in the UK

(DEFRA, May 2012 update), the International Energy Agency (CO2 Highlights

2012) and the Environmental Defense Fund (ACV).In the case of the United

Kingdom and France, which are both subject to specific legislation in this field, we

have made use of emission factors established by said laws.

The information has been analysed based on the turnover and the activities of the

different business units, so that it can be analysed in both relative and absolute

terms.

The CSR report differs from the rest of the reports published by the Group in its

scope, as it includes the ADF figure and data on environmental costs and other

indicators which do not correspond with the data published in the 2012 Annual

Report. In cases such as these, in which limits have been placed on the scope of

the reported information, explicit reference has been made wherever said

indicator is shown, in addition to the notes provided in chapter 13.

Activity

indicator Definition

Average Daily

Flow (ADF)

Total number of vehicles per kilometres

travelled over a given time period, divided by

the length of the motorway and multiplied by

a given number of days. This indicator is

calculated using infrastructures for which

abertis is the concession holder.

Passengers Total number of passengers that have passed

through the airport. The relative indicator has

been calculated per thousand passengers.

Technical centres Total number of technical centres installed.

Activity Data (adjusted to scope of report) 2010 2011 2012

Average Daily Flow (ADF) 22,518 22,186 21,080

Thousands of passengers 21,517 23,089 23,281

Technical centres 63,076 74,709 73,448

The number of passengers does not include the activity of the Colombia airport,

as this activity is measured in number of flights.


Coverage

This report covers 92% of the abertis group’s total turnover1; no changes with

respect to 2011 have occurred in the business units included in this report.

The airports covered by this report differ in their management models, which has

a direct influence on the management capacity available to each of the areas

included within the report. Three of the airports included in the report (Belfast,

Cardiff and Stockholm Skavsta) are owned by abertis, while the others are state-

owned and are operated by abertis under a concession contract in which the

Group has the capacity to control the business plans, the strategy being agreed

with the infrastructure owner.

The airport activities over which abertis has control remain constant with respect

to the previous year. These include:

The operation and maintenance of the airport, security, car park and

ground services in the case of Sweden. Ground services at London

Luton, Cardiff and Belfast airports are provided by third parties and are

excluded. Some of the airport services are provided via external

contracts, which means that abertis has an influence through the

established contracts.

The operation of the terminal, infrastructure maintenance, security,

administration of commercial areas and facilitation in the airports in

Bolivia. The Ground Handling Services teams are also included and are

outsourced in the cases of El Alto and Viru-Viru.

The maintenance of the two runways and their surroundings in Bogotá

Airport.

The management of the terminal, including the catering and retail

services through concessions, the management of the car park, cargo

services and fuel supply in Orlando.

1The following companies are not included:Arteris Brasil, Abertis Autopistas Chile, Abertis Tower, MBJ Airports

Limited, TBI Real Estate Holdings, BIP & GO or the following multi-group companies:Trados45 and Areamed

2000.

*sanef includes sanef, sapn, eurotoll, SEA14 and bet’Eire Flow

**gco manages the autopistas del oeste

•abertis infraestructuras

•serviabertis

•abertis foundation

Central Services

Business Lines

Toll R

oads

•Spanish Toll Roads

•abertis Spanish Toll Roads

•acesa AP7/AP2 netword

•Gencat network

•aumar AP7 network

•Ebro AP68 network

•South-Central network

•French Toll Roads

•sanef*

•International Toll Roads

•gco** (Argentina)

•apr (Puerto Rico)

•elqui (Chile)

•rutas del Pacífico (Chile)

Tele

com

munic

ations

•abertis telecom (including retevisión and tradia)

Airport

s

•Codad (Colombia)

•tbi

•London Luton

•Cardiff

•Belfast

•Orlando (USA)

•Stockholm Skavsta (Sweden)

•Sabsa (Bolivia)


Coverage and context of sustainability

The scope of the report includes a total of ten countries in Europe and the

Americas. The international nature of the organisation entails considering a

context of global sustainability based on the local contributions of each business

unit.

Actions are implemented and objectives established at the local level, while the

analysis aims to aggregate this information and present abertis's performance as

a global player in a context of sustainability, considering the organisation's

contributions to sustainability, at both local and global level.

Materiality and participation of stakeholders

To detect relevant matters for inclusion in the report and identify our

stakeholder’s expectations, the organisation implements a variety of actions and

channels of communication with its stakeholders.

The activities in bold colours are the ones included in the scope of this

report.

Materiality and Participation of

Stakeholders

Institutional relations, customer satisfaction surveys, together with periodic meetings with

the legal representatives of

employees. Observations made by

the investment community during

meetings with investors, the

Shareholder’s Office and the General

Shareholders’ Meeting.

Implications derived from the development

of the London Benchmarking Group

methodology.

Comments and suggestions received

from CSR organisations and academic institutions.

Evaluations of the Dow Jones Sustainability Index, by way of the report published by

RobecoSAM, the Global Compact and the Carbon Disclosure

Project.

Participation in questionnaires and external analysis, including research

projects and specific indexes.

Interviews with the managers of all the

business units, together with the CSR report

verification process, the CSR committee and the

specific survey for stakeholders.


Changes have been made to the materiality survey conducted during the

preparation of this report with respect to those of previous years. The aim of this

survey was to determine the degree to which the published CSR report meets

stakeholders’ expectations.

With this aim in mind, the survey included in its first part nine statements which

were rated by stakeholders on a scale of 1 to 4, representing the degree to which

they agreed or disagreed with each of the statements. In addition, they were

asked which five areas of the report were the most important, their preferred

format for the CSR as well as their opinion on the adoption of the GRI standard,

external report verification and the preparation of an integrated report containing

financial, environmental, social and governance information.

Priority areas identified in the survey

The areas of waste and wastewater were not selected either externally or

internally. Supplier evaluation and selection and climate change were only

identified as being priorities by stakeholders, while matters related to noise were

only identified as being priorities internally.

The three most important issues for the various stakeholders were:

Strategy and management of economic, environmental, social and good governance aspects (15.1%)

Principal indicators for meeting economic, social, environmental and good governance levels (10.6%)

Opinion on established objectives and the setting of new objectives (11.1%)

For the question regarding the format of the report, the majority of the

participants prefer the pdf format (69%) over the online format (31%).

Opinion of surveyees

Positive Negative DK/NA What is your opinion on our

adoption of the GRI standards?

66.67% 0.00% 33.33%

What is your opinion on the external verification of the

report? 85.71% 0.00% 15.87%

What is your opinion on preparing a single integrated report containing information on financial, environmental,

social and governance aspects?

92.06% 3.17% 6.35%

The most pertinent qualitative comments included making the report content

more interactive, including images or other elements to make it more reader-

friendly, reducing the length of the report, adding indicators from other

companies in the sector for comparison, giving greater weight to actions that

combat climate change and greater dissemination of the CSR report.

The graph below shows the level of agreement among both the stakeholders and

the various organisational areas vis-à-vis the statements included in the report.

0,0% 5,0% 10,0% 15,0% 20,0%

Strategy and management

Compliance indicators

Opinion of objectives

Internal standards and procedures

Legal non-compliance

Climate change

Waste and waste water

Biodiversity

Noise

Services provided

Customer satisfaction

Health and safety

Staff relations and profile

Professional development

Diversity and equal opportunities

Occupational health and safety

Relationship with communities

Sponsorship and social action

Supplier evaluation and selection

Internal External


The circumference size indicates the divergence between internal ratings and the

weighted average of stakeholder ratings according to their level of response.

Materiality Matrix

In general, the degree of agreement was high, with the lowest rating being 2.9.

The table below presents the degree of agreement ranging between 3 and 4 in

order to visually represent this degree in each of the aspects analysed.

Results of the materiality analysis

Em

plo

yees

Custo

mers

Suppliers

Govern

ment

Com

munity

Inte

rnal

The CSR report presents the impacts arising from activity carried

out throughout the year in a clear, concise and transparent manner, and how these impacts were managed.

In the report, best practices are illustrated using real and specific

examples of actions described in each and every one of the

chapters.

The information included in the CSR report allows stakeholders to

evaluate the performance of the organisation in the economic,

environmental, social and governance fields and to use this

evaluation as a basis for decision-making.

The report shows the evolution of the organisation in different

areas, allowing for comparison across periods and also with

respect to other organisations.

The topics pertaining to the area of the group’s human team are

in keeping with the expectations of stakeholders.

The area of customers and suppliers includes relevant information

that is in line with the expectations of stakeholders.

The information linked to relationships with communities,

including the active participation in organisations and social

action, provides stakeholders with a clear overview of objectives and actions undertaken as well as their impact.

The areas related to the environment show impacts that arise within the sphere of the activity and meet the expectations of the

stakeholders.

The CSR report shows how human rights and corruption

management are an integral part of the organisation’s corporate

culture.

Degree of agreement among stakeholders

Disagree

Somewhat agree

Moderately agree

Strongly agree

2,75

3,00

3,25

3,50

3,75

4,00

2,75 3,00 3,25 3,50 3,75

In

tern

al

level o

f ag

reem

en

t

Stakeholders' level of agreement

Report

transparency

Rating of

practical cases

Compliance

evaluation

Evolution of the

organisation

Stakeholder

expectations

Customers and

suppliers

Relationship

with

communities Environment

Corruption and

integration of

human rights



4. TRIPLE RESULTS: AN OVERVIEW

ABERTIS’S ACTIVITY SOCIAL PERFORMANCE — EMPLOYEES

CS

R S

tra

teg

ic

Pla

n

Strategic lines 2, 4, 5, 7 and 8

Maintaining transparency with the investment community

Maintaining a close relationship with customers and ensuring their satisfaction

Extending the commitment of social responsibility to suppliers and contractors

Promoting and systematising dialogue channels

Guaranteeing the monitoring and control of the CSR Plan

Strategic lines 3 and 7

Ensuring the motivation and involvement of human resources in the

continual improvement of the company Promoting and systematising dialogue channels

Exam

ple

s o

f P

racti

cal

Exp

erie

nce 2011

The new Global Reporting Initiative accountability guidelines | Socially responsible investment indexes and

other tools | Responsible communication | New motorway services | Road safety on motorways |

Connected television – TDTcom | abertis telecom receives the EFQM 500+ seal from the European

Foundation for Quality Management (EFQM) | Customer services and airports | Supplier registration

Company jobs catalogue | “talent”competence-based management system |

Management development programmes | Intrabertis 2.0 opens abertis to

the world | HUB “Sharing knowledge”| Road Volunteer | Long-term incentive

plans | Health and safety management in abertis

2012

CSR Conference | Socially responsible investment indexes and other tools | Development and improvement of motorway customer service | New abertis telecom services |Road safety on motorways |

Airport customer satisfaction | The SARTRE Project | Adding social value to the Group | “Meet the buyer”

meetings return to Luton Airport | Implementation of a new electronic negotiation tool

“talent”: competence-based management system | “Abertis Campus”: one

step further in the improvement of management development programmes

| Technology and collaboration for effective internationalisation | Certificate

of Excellence in Diversity | “Mission Hándicap”



ABERTIS’S ACTIVITY SOCIAL PERFORMANCE — EMPLOYEES

Main

in

dic

ato

rs

Distribution of the economic value created2

Turnover

Workforce at 31/12

Average Daily Flow (ADF) on

toll roads3:

21,080

Km of managed

roads2:

3,765

Telecommunications

centres:

73,448

Passengers passing

through airports2:

23,281,203 85% of women with

permanent contracts

6,956 men and

3,417 women in

the workforce at

31/12 Retention

rate:

Women 77%

Men 99%

508 meetings with 56 works

councils

Quality management system

implanted in 89.5% of

business turnover

Overall customer

satisfaction rating:

7.594

6,587 queries and

opinions handled by the Shareholders' Office

3,490 supplier companies evaluated

90% of men with

permanent contracts

Turnover rate:

Women 5.65

Men 5.47

19.5 hours of

training per male

employee5

14% women in

top

management

positions and

23% as

department heads

€1,489,526

invested in non-work-

related

activities

96.2% of turnover covered

by a health and safety

system 11.1 hours of

training per female employee5

2The added value statement has been conducted based on the abertis consolidated P&L account (including the percentage of turnover, which is beyond the scope of this report).

3 The ADF corresponding to toll roads included within the scope of the report, different from the value corresponding to the total for the Group and published in the annual report.

4Datafrom Orlando airport has not been included, owing to the change in customer satisfaction calculation method. Belfast data was not included either as satisfaction rate in 2012 was not analysed. No data for 2012 was obtained from central

services, telecommunications or motorways; the 2011 figure was assumed to still be valid. 5The gender-itemised training data cover 76% of the workforce, since the itemised data for the remaining staff are not available. The distribution of the excluded item of data is 28% women and 72% men.

17.62%

13.75%

20.45%

1.89%

0.30%

0.11%

11.11%

1.26%

19.65%

4.21%

9.65%

Suppliers

Personnel

expenses Financial

expenses Corporate Tax

Environmental

expenses Investment in

social actions Dividends

Other

Depreciation

Provisions

Reserves

0.15%

82.06%

10.55%

7.24%

Central Sevices Toll Roads

Telecommunications Airports

39.89%

30.15%

9.11%

6.66%

6.50%

4.00%

1.78%

0.46% 0.40% 0.21%

0.85%

Spain France Argentina Chile

United Kingdom Bolivia Sweden USA

Colombia Puerto Rico Other countries



ENVIRONMENTAL PERFORMANCE SOCIAL PERFORMANCE – COMMUNITY RELATIONS

CS

R

Str

ate

gic

Pla

n Strategic lines 1 and 7

Minimising environmental impact

Promoting and systematising dialogue channels

Strategic lines 6 and 7

Becoming involved with the community and social fabric Promoting and systematising dialogue channels

Main

in

dic

ato

rs

93.4 % of turnover is

covered by an

established

environmental

management

system

EUR 14.7 million

invested in the

environment

54.4 t of CO2 per

million euros of

turnover

232 m3 of water

consumed per

million euros of

turnover

100 MWh of electricity

consumed per million

euros of turnover 263 meetings held with 136

community associations EUR 5.2 million invested in social action,

equal to 0.5% of consolidated net profit

2,954 l of liquid fuel

consumed per million euros of turnover

176,895 t of waste

generated, of

which 21% was

treated

2,503 km subjected to noise

study 34% of operations

carried out using Via-T

LBG contribution by types

Contribution to the community by fields

of activity

Relative indicators

based on activity Toll Roads

(ADF) Telecommunications

(Technical centres) Airports

(Thousand passengers)

CO2e emissions by activity

(t) 4.92 0.57 2.14

Water consumption (m3) 18.24 0.12 18.66

Electrical consumption

(MWh) 5.41 2.08 3.76

Natural gas consumption

(MWh) 0.278 0.002 1.037

Liquid fuel consumption

(litres) 387.90 14.53 63.47

13%

16%

30%

41%

Management costs

Occasional donations

Community investment

Commercial initiatives

Exam

ple

s o

f P

racti

cal

Exp

erie

nce

2011

Results from the first year of “Paquet Vert” | OASIS Project | Towards “Smart Cities”|

Environmental forum on airports held third year running | 2009-2011 Surface access strategy for Luton airport | Energy savings and efficiency plan: reduction of consumption and carbon footprint |

Toll road innovations to protect the environment | Improvements in waste management |

Improvements to the management and treatment of wastewater on toll roads | sanef Biodiversity

Audit | Inventory of protected areas on SpanishToll Roads | Biodiversity around airports |

Conservation of local biodiversity | Noise in airports | Actions for managing acoustic impact on toll

roads | Aristos continues to expand | Online training platform

Corporate volunteer plan | abertis chairs | The airport, another member of the

community | 1% cultural: Conservation of historical heritage | “Paisaje y Entorno”

Award | abertis and Cáritas |

2012

abertis telecom and Smart Cities | Results of the second year of “Paquet Vert” | Energy savings and efficiency plan | Improvements to airport access roads | Promotion of Via-T and carpooling |

Improvements in wastewater management | Re-use of electrical and electronic waste | E-receipt |

Luton surface water management plan | sanef Biodiversity Audit | Fostering biodiversity around

toll roads | Aristos continues its environmental awareness programme in abertis

abertis chairs | Creation of the Road Behaviour Observatory | Corporate volunteer plan | Promotion of tourism in regions around toll roads | abertis, a member of the

community | Sponsorship of the Dalí exhibition at the Pompidou Museum |

Sponsorship conference

45%

22%

5%

20%

8%

Social Accessibility and Socioeconomic

Development Cultural Accessibility

Mobility and Road Safety

Protecting the Environment

Training/Research



5. ABERTIS AND CORPORATE SOCIAL RESPONSIBILITY

STRATEGIC LINE 7: Promoting and systematising dialogue channels

STRATEGIC LINE 8: Guaranteeing monitoring and control in the implementation of the CSR Strategic Plan

abertis's CSR strategic plan is divided into different strategic lines. These, along

with our CSR policy, Code of Ethics, regulations and procedures for corruption

and fraud management, and the requirements established as part of our supplier

portal, constitute the standards for managing social responsibility within the

organisation.

In 2012, efforts were made to extend the regulations linked to the Code of Ethics

on a country-by-country basis in order to adapt the corporate Code of Ethics

guidelines to local requirements. Similarly, work continues on the formation and

coordination of Code of Ethics committees.

Our support of the principles of the Global Compact exemplifies abertis’s

commitment to human rights and the fight against corruption. Accordingly, our

approach in social responsibility management is aligned with our approach in

human rights management, which is present across the entire CSR strategic plan.

At the sector level, human rights involve specific questions, such as, for example,

human trafficking in airports. In this regard, the management of this aspect in

airports managed by abertis is the responsibility of the public authorities. The

airports collaborate in everything which the public authorities request of them

with the aim of preventing cases of human trafficking.

In 2012, work continued on the management of criminal risk. Training initiatives

for employees, including top managers, were developed in the field of criminal

responsibility, which will be made effective in 2013. Similarly, a prevention and

control system is being developed for criminal risk which is expected to be

implemented sometime in 2013.

Mission

To be a leading operator in the infrastructure sector

Vision

To provide solutions for transport and telecommunications needs, balancing the

satisfaction of our customers, shareholders and employees with social development.

Values

Credibility, Customer Service and Efficiency, Proactivity, Responsibility, Dialogue and

Collaboration, Trust in People

CSR STRATEGIC PLAN



CSR management and design structure

The abertis CSR Committee is responsible for the corporate management of CSR

in the Group. It is made up of representatives from each business unit, including

corporate services. In 2012, three Committee meetings were held. At the first

meeting, new and noteworthy aspects of the report were analysed, as were the

evolution of CSR indicators and the proposals for ongoing improvements for the

following year.

In 2012 improvements were made to the CSR database which will facilitate

access and data queries. This work is in keeping with the objective of converting

the database into a tool that will allow regular queries to be made by the business

units.

As part of the corporation’s management systems and ongoing process of

improvement, the different business units set specific objectives in the areas of

quality, environment, health and safety. These objectives are qualitatively pooled

at the Group level in the CSR report, by setting out the actions implemented and

the degree to which they are achieved. In this way, performance is analysed

annually and an overall perspective of abertis is obtained with regard to social,

environmental and good governance impacts.

The governance structure of the organisation is made up of the Board of Directors

and the various boards (Executive, Audit and Control, Appointments and

Compensation). Its priorities include corporate transparency and the ethical

behaviour of employees. In 2012, the Corporate Bylaws, the Regulations for

General Shareholders’ Meetings and the Regulations for the Board of Directors

continued to be adapted to recent regulatory changes through revision of their

texts to attain best practices of Corporate Governance. The organisation’s Annual

Corporate Governance Report and Annual Report now include more information

regarding this matter.

Board of Directors

Chairman

Chief Executive Officer

Corporate Management of Institutional Relations

Corporate Social Responsibility Unit

Social Responsibility Committee

Social Responsibility Coordinators in every Business Unit

Toll Roads Telecommunications Airports



Main channels of communication and dialogue with stakeholders

abertis has a number of channels of communication and involvement with

stakeholders.

Shareholders and investment community

- Briefings/meetings

- Press releases

- Shareholders' Office

- Website

- Shareholders' Magazine

- Shareholders’ Meeting

Workers

- Internal communication plan

- Intranet 2.0

- Internal publications

- Correspondents

- Works councils and legal representation

- Ethical Channel

Customers

- Attention to customers' requirements through

the marketing and sales departments.

- Dialogue and assistance for passengers at

airport terminals.

- Information offices and 24-hour customer care

line.

- Specific on-site and interactive customer care

points on toll roads.

- Specific quality surveys.

- Complaints and claims books.

- Communication via radio, print media and

internet.

- Specific magazines and websites

- abertis telecom service desk

Community

- Membership of different community

associations and groups (business people,

residents, etc.). - Participation in national and international CSR

forums.

- Promotion of cultural accessibility in the

community as a whole.

- Coordination of a citizen information centre for

telecommunications-related matters.

- Active dialogue and collaboration with

organisations, associations, federations and

guilds.

- Cooperation with NGOs.

- Management and implementation of

sponsorship.

- abertis foundation

Suppliers

- Communication to promote widespread

observance of the Code of Ethics and good

practices among suppliers.

- Supplier approval system.

Public authorities

- Development of cooperation agreements with

state, regional and local authorities.

- Relationship with local councils.

- Active dialogue and collaboration in the

management of infrastructure planning and

development.

Media

- Publications and communication with the

media.

- Continuous two-way attention.



Communication with the investment community

The Investor Relations Department, whose main objective is to maintain

direct contact with the investment community, provides all the information on the

company’s status and abertis’s main business, organisational and operative

strategies. It also provides assistance in answering investors’ questions. This

department is also responsible for designing and implementing the Group’s

communication strategy with the investor community. This involves holding

meetings with institutional investors and financial analysts, shareholder meetings,

conference calls, publishing the shareholder magazine and managing its call

centre and a website that is constantly updated.

In 2012, this department saw a high level of activity with institutional investors

and financial analysts: the department held meetings with 310 investment

institutions (consultants), visited 22 cities, prepared 33 press releases for the

investor community and sent 47 Material Event notices to Spain’s Comisión

Nacional del Mercado de Valores (Securities Market Commission; CNMV).

The Shareholders’ Office is responsible for relations with non-institutional

shareholders and the management of communication channels: the Shareholder

Hotline, email, regular post, and the corporate website which contains a specific

section for the investment community and includes information on the company’s

evolution, growth, stock information and compensation policy. During 2012, the

Shareholders’ Office received a total of 6,587 queries, 56% of which were

received via ordinary post, 39% via telephone and 5% via email.

The General Shareholders’ Meeting, held on 27 March 2012, was attended by

5,516 voting shareholders, representing 68.83% of the share capital. With an aim

to improving access to the organisation by abertis shareholders, an electronic

voting system was implemented.

Further detailed information on the financial performance and corporate

governance can be found in the Annual Report, Annual Accounts and Corporate

Governance Report for the year 2012.



Institutional relations: favouring value creation processes

To develop a relational model that takes into account and wholly integrates the

numerous relational types and models demanded by the various stakeholders

requires recognition of the context and its integration within the organisation.

Strong relations with stakeholders facilitate business processes and contribute to

the creation of value. With this aim in mind, it is important to define an

institutional roadmap which, when coupled with our stakeholders’ roadmaps, will

foster exchange, contact and relations with entities, public authorities and all

types of organisations. These mechanisms which encourage personal and public

relations are one of our most important tools.

All of this activity is supported by official diplomatic channels, and especially by

the work carried out by the Spanish Ministry of Foreign Affairs and Cooperation.

The Group has established an intensive and efficient collaborative relationship via

the Ministry’s network of embassies in different countries.

Some examples of actions in this regard include the Group’s relations with the

Spanish Ministry of Foreign Affairs and Cooperation, its active participation in

diplomatic organisations (such as the various Council Foundations, Marca España,

the Centre of International Studies, bilateral Chambers of Commerce, etc.) and

strong relationships with the pertinent ministries abroad.

External organisations and recognition

abertis’s connection with the community in which it operates is partly reflected in

the organisation’s participation in associations and organisations, both sector-

specific and transversal, linked to the Group’s activity.

During 2012, abertis business units received the following awards and

distinctions:

abertis received the Best Business Operation Award from the newspaper

elEconomista, in recognition of the operation undertaken in Brazil which

led to the purchase of OHL motorways.

The 2012-13 Sustainability Yearbook published by RobecoSAM included

abertis in its Bronze Class in the Industrial Transportation Sector.

London Luton Airport received the ExxonMobil Aviation Safety Award.

abertis telecom has renewed its 500+ Seal of Excellence Award, the

highest, from the EFQM.



Practical experience

CSR Conference

abertis organised a conference on corporate social responsibility (CSR), held on June 13th at Castellet.

The conference focused on the profitability of CSR policies, as seen from a number of viewpoints offered by guest speakers. Guests to the conference included the U.S.

Ambassador to Spain, Alan D. Solomont; the former Director of the Philanthropic Initiative Susan Solomont; the Director-General of Self-Employment, Social Economy

and Corporate Social Responsibility for the Ministry of Employment and Social Security, Miguel Ángel García Martín; ESADE lecturer, Josep Maria Lozano; senior advisor to

PWC Jordi Sevilla and the Head of Sustainability Services at Robeco SAM, Edoardo Gai.

The following are some of the reflections shared by speakers at the conference:

The need to change our notion of what a company is, and the important role the Government can play in corporate responsibility.

The importance of conveying sustainability information to investors as one of the keys to help them understand the profitability of sustainability. This is especially

important during difficult economic times such as the present.

Social responsibility depends on how the company views its mission; companies should have a vision for the future. It is inconceivable that a company would be

an integral part of society without taking CSR into consideration.

The importance of reflecting upon how company resources can be fully utilised to improve the community. There is a commitment to CSR, but we are still in a

period of transition. Social responsibility must be totally integrated within the departments that make up a company and cut across the company as a whole.

Society will place more trust in a company if it makes use of good CSR policies. This in turn will positively influence the company's profitability. We must hold

ourselves accountable for our values.



Socially responsible investment indexes and other tools The consideration of information regarding environmental, social and governance issues (ESG) in the investment decision-making process has brought about the

development of analytical tools which examine company performance in these areas. Accordingly, traditional financial analysts have incorporated ESG data into their

analysis, and other initiatives that focus on these issues have also emerged. For instance, abertis participates in the annual evaluation conducted by RobecoSAM for the

Dow Jones Sustainability Indexes. As a result, abertis has been included in the Bronze Class in the Sustainability Yearbook, in recognition of its activities to date. The

opinions from other organisations that are part of the RobecoSAM assessment havehelped abertis to identify new opportunities for improvement.

In parallel, abertis has been participating in the Carbon Disclosure Project, the largest global initiative to collect and analyse data on climate change in a manner that is

relevant to the investment community. Other indexes have also been included, such as the ECPI and ASPI indexes, prepared by Bloomberg and Vigeo respectively, and

the FTSE4GOOD index, created by EIRIS. Participation in these assessment systems for the investment community provides abertis with different visions and opinions

that it can include in its process of ongoing improvement. It also facilitates communication of the Group's activities in the area of corporate social responsibility to the

investment community, thus emphasising the organisation’s commitment to CSR.



6. ABERTIS’S ACTIVITY: A SERVICE FOR CUSTOMERS AND FOR SOCIETY

STRATEGIC LINE 4:Maintaining a close relationship with customers and ensuring their satisfaction

STRATEGIC LINE 7:Promoting and systematising dialogue channels

Policy Main features Practical experiences 2012

Maintaining a close relationship with customers and ensuring their satisfaction.

Improvement of customer service Development and improvement of customer service on toll roads

New abertis telecom services

Road safety on toll roads Customer satisfaction at airports

The SARTRE Project

The policy

Summary of

indicators

89.5% of turnover is

covered by a quality

management system

certified to ISO 9001

standards

The overall customer

satisfaction index is

7.59 out of 10

96.8% of all enquiries,

complaints and

suggestions answered

The Policy

OBJECTIVE:

To guarantee

customer

service quality

abertis strategic

quality plan Management

indicators

Evaluation

ISO 9001

EFQM



ISO 9001 certification level

2010 2011 2012

Central services serviabertis

Toll Roads

SpanishTol

l Roads(1)

French Toll

Roads(2)

International Toll Roads

gco

(autopistas

del oeste)

rutas del

pacífico

elqui

apr

Telecommunications abertis

telecom

Airports TBI(3)

% Turnover*

91.14 %

8.15 %

90.51 %

8.68 %

89.48 %

8.51 %

99.3 % 99.2 % 97.99%

(1) SpanishToll Roads have an integrated system of certification.

(2) French Toll Roads certification does not cover all the Group’s activities. (3) Two TBI airports have implemented a quality management system but have

not yet achieved certification: Cardiff International, Stockholm Skavsta and

London Luton Airports are currently undergoing implementation. * In relation to the scope of the report

Implemented and certified Implemented

In the process of being implemented

Aligned with abertis’s management values, the quality of the Group’s activities is

ensured through the use of quality management systems as a core tenet. They

are based on the ISO 9001 Standard and the EFQM model of excellence. The

management system allows the organisation to work towards the ongoing

improvement of the services it provides, as well as towards customer satisfaction.

Ongoing revision of compliance with current legislation is a key part of any

management system. In 2012, abertis telecom received a fine of EUR 13.76

million issued by the National Competition Commission which is currently under

appeal.

Another point that is worthy of mention is that after several years in which the

Group’s different companies have obtained certification based on the ISO 9001,

ISO 14001 and OHSAS 18001 standards, in 2012, SpanishToll Roads obtained

the multi-centre certification for its integrated management system for said

standards. To obtain this single certification, which encompasses all of the

companies managed by SpanishToll Roads, all of the processes of the different

companies were standardised over a three-year period, as were all operations

related with toll road activities. The companies that are covered by this unified

certification are: acesa, aucat, invicat, aumar, avasa, aulesa, castellana,

iberpistas and abertis toll roads.

With regardtoabertis telecom,this company was once again awarded the 500+

Seal by the Club de Excelencia en Gestión for its EFQM certified quality

management system.

Measuring customer satisfaction is one of the main components of quality

management, and different tools are used by the business units when they

require specific information on this subject. To calculate the general satisfaction

index, a weighted value is calculated using ratings given by customers on each

business unit, over the total turnover. In the case of telecommunications, the

survey is conducted every two years, which means that the next survey will be

conducted in 2013 (in 2012, the company specifically used customers identified in

the previous survey).



Customer satisfaction index 6 scale of 0 to 10

2010 2011 2012

Overall satisfaction index

7.39 7.45 7.59

Customer Satisfaction Index by business area 6

Throughout 2012, abertis’s business units have implemented actions to improve

services as well as making new services available to customers. Other actions

included enhancing road safety and communication in order to meet the

objectives set for 2012.

6Data from Orlando airport has not been included in 2012 data, owing to the change in customer satisfaction

calculation method. Belfast data was not included either as satisfaction rate in 2012 was not analysed.No

data for 2012 was obtained from central services, telecommunications or motorways; the 2011 figure was

assumed to still be valid.The toll road satisfaction index published in 2010 and 2011 has been changed due

to the detection of an error.

In this regard, SpanishToll Roads has developed a new unified system to

manage customer enquiries, complaints and suggestions which will be launched in

2013. It has also implemented a new application for maintenance and centralised

warehouse management. In the area of road safety, training was provided for

managers responsible for employees who work on roads.

Belfast and London Luton airports have joined the social networksFacebook and

Twitter, fostering interaction with passengers, customers and suppliers.

Customers, in turn, are provided with information on cancelled and delayed

flights, airport offers, etc. In addition, London Luton Airport developed a web

application for mobile phones. Stockholm Skavsta’s terminal has been expanded,

which has reduced queues and waiting times for passengers and increased their

satisfaction as a result, while Orlando Airport has improved its website.

To continue with these improvements, abertis’s business units have set the

following objectives for 2013:

Toll Roads:

SpanishToll Roads: in terms of satisfaction and services provided to

customers, 2012 saw numerous improvements made to toll roads,

including the addition of a third lane, improvement of slip roads and

payment automation, in addition to the installation of panels offering

information on journey times. Additionally, a new CRM (Customer

Relationship Management) system was implemented in order to foster

customer knowledge and relationships, which is expected to become

operational in 2013. To improve road safety, new median and lateral

safety barriers have been installed.

French Toll Roads: To develop policies that will improve customer

service and measure the quality of service offered in service areas. In

addition, improvement actions will be designed, implemented and

followed up during the second phase of the programme.

International Toll Roads: in 2013, autopistas del oeste plans to

increase the ratio of electronic toll traffic to total traffic. elqui's

objective is to have qualified staff to conduct internal audits, as well as

more supervisors on night shift and specialised administrative staff.

76 74 76 74 76 74

81

74 76 75 81 79

0

10

20

30

40

50

60

70

80

90

100

Central Services Toll Roads Telecommunications Airports

%

2010 2011 2012



Telecommunications:

Determine which indicators are needed to measure its different

processes.

Automate the provision of services and improve their efficiency.

Continue with the SIRA Network inventory project.

Improve accountability vis-á-vis customers and reporting, as well as the

tender approval process.

Improve the entire information security system and obtain ISO 27001

certification.

Implement actions that contribute to customer satisfaction.

Airports:

Luton: Increase the quantity and quality of communication to improve

the reputation and knowledge of the airport, improve the website and

complementary services and use digital technology to improve the flow

of people through the airport and their purchases.

Orlando: Continue work on increasing the overall satisfaction of

passengers and raise local awareness of air transportation services

provided by the airport.

Stockholm Skavsta: continue monitoring key performance indicators.

Activity over the year

abertis’s activityfocuses on the management of infrastructures for mobility (toll

roads and airports) as well as the management of technical telecommunications

centres.

Activity indicator (adjusted to scope) 2011 2012 Average Daily Flow (ADF)

SpanishToll Roads 20,938 18,752

French Toll Roads 23,575 22,899


Argentina 76,916 76,995

Puerto Rico 16,972 17,867

Chile 12,348 13,503

Technical centres

abertis telecom 74,709 73,448

Passengers 7

Total airports 23,089,200 23,281,203

Domestic flights Origin (airport) 3,936,339 4,219,148

Destination (airport) 3,967,096 4,237,126

International flights Origin (airport) 7,562,393 7,383,219

Destination (airport) 7,623,372 7,441,710

Flights 8

Total airports 445,024 1,032,953

Commercial (passengers)

Day 292,787 327,498

Night 37,299 33,587

Commercial (cargo) Day 22,558 4,016

Night 4,109 4,369

General aviation Day 55,666 619,7459

Night 5,300 13,694

Institutional flights Day 34,626 26,310

Night 2,679 3,734

Cargo transported (tonnes)

7codad is not included in this indicator as no passenger date is available. 8There are no overnight flights leaving /arriving at the Orlando Airport.codad departing flights have not been

included as no itemised data was available, nor have incoming cargo flights or general flights. 9This increase is due to the addition of 574,210 general daytime flights to Orlando Airport over the previous

year.



Activity indicator (adjusted to scope) 2011 2012 Total airports 91,556 79,874

Commercial flights 10

Inbound 2,259 2,601

Outbound 1,622 1,088

Cargo flights 11

Inbound 49,275 46,515

Outbound 38,400 29,670

A total of 44,240 passengers used abertis-managed airports for connections with

other destinations. Any variation with respect to the previous year is owing to the

fact that sabsa did not provide connecting passenger information in 2012.

Total number of flights 2012 12

Departures Arrivals Day Night Day Night

Commercial (passengers)

Domestic 45,178 10,316 146,998 9,330

International 49,971 6,265 85,351 7,676

Commercial (cargo)

Domestic 2,277 921 971 2,495

International 574 144 194 809

General aviation

Domestic 300,159 5,935 300,063 5,787

International 9,956 803 9,567 1,169

Institutional flights

Domestic 1,989 1,950 20,169 1,691

International 616 68 3,536 25

Main channels of communication and dialogue with customers

abertis has a number of channels of communication with its customers for it

believes that this communication is essential to knowing their concerns and

needs. That is why abertis invested EUR 1.6 million in 2012 towards

communication actions.

10sabsa and codad are not included in this indicator as this item of data is not available.Commercial flights

from Stockholm Skavsta do not transport cargo. 11Orlando does not operate cargo flights.There are no segregated data for Belfast or Cardiff on commercial

and cargo flights; hence, the entire item is imputed to cargo flights. 12There are no overnight flights from/to Orlando Airport.Codad outbound flights have not been included as no

itemised data was available, nor have inbound cargo flights or general flights.

The main channels of communication made available to customers are:

- Information lines

- Customer service points

- Websites with online information, as well as forms for signing up for

discounts

- Informative magazines

- Customer account managers

- Complaint and suggestion forms

- Social networks and communications services via mobile telephone and

Bluetooth technology

- Information services via radio and variable message signs on toll roads

- “Truck Tweet” twitter account for transportation professionals

In 2012 a total of 653,253 communications were received, of which 96.8% were

handled. The communications received increased by 9% over the previous year.

Enquiries, complaints and suggestions

2012

Received Dealt with

Enquiries 643,202 96.8%

Complaints 9,909 99.4%

Suggestions 142 76.8%



Customer services

abertis works to improve its facilities on an ongoing basis and to provide services

that meet the needs of infrastructure users.

Additional services offered to customers

Toll Roads

- Electronic platform for accessing invoices, copies

thereof and toll booth receipts sent via e-mail to Via-T

customers.

- Up-to-date information about travel times and routes,

potential build-ups and traffic situation.

- 24-hour customer service line and customised service

channel for companies.

- Websites and specialised publications: autopistas.com

website, Link autopistas and Link Truckers magazines. - Interactive information points in service areas with

information of interest and downloads.

- Play area in Sagunto service area during the summer

months. - Discounts for frequency, route and rural areas and for

the use of Via-T.

- Accident and breakdown service in less than 30

minutes and medical attention.

- Promotion of tourism in and around the area - Communications and road safety actions.

- Online carpooling service. - Tourist guides for the main Spanish and European

cities, downloadable on smartphones.

Any interruption of the services provided by abertis has a direct impact on the

community where the infrastructures are located, which is why the consideration

of this aspect is essential in infrastructure management. All the companies that

make up the Group have put in place security measures which guarantee service

continuity in emergency situations.

Additional services offered to customers

Airports

- Passenger information point.

- Translation services in 150 languages.

- Multilingual signs and PA announcements.

- Lost and found service.

- First aid for passengers.

- Facilities adapted for use by individuals with reduced

mobility (special counters, help staff, seat booking,

waiting rooms, availability of wheelchairs, etc.).

- Guides available for passengers with disabilities.

- Aid scheme for travellers with financial problems.

- Shuttle service from all car parks to terminal.

- Prayer room.

In the case of its toll roads, abertis has implemented a set of emergency

procedures, namely:

- Spanish Toll Roadsuses and regularly updates operational documents

to obtain necessary information during the recovery of critical processes

affected by a serious interruption to services. The personnel involved

have also received training, and various procedures and instructions are

available.

- French Toll Roads has also defined procedures for traffic management

and crisis management to guarantee the continuity of toll road services.

- International Toll Roadshave emergency procedures or handbooks as

in the case of rutas del pacíficoand apr; a Crisis Committee as in the

case of autopistas del oeste; or a set of service regulations such as

those used by elqui,which designate critical levels in emergency

situations and indicate who should act and in what order.

Accordingly, with the aim of ensuring an appropriate level of service, a number of

measures were deployed to guarantee road safety and minimise the effects on

traffic flow in Catalonia’s road network during the three toll road protests

occurring in May and June. A total of 9,632 cases of non-payers were counted

(0.25%, 1.34% and 0.9% of the total transactions during each of the protests).



abertis telecom has implemented a Business Continuity Plan which identifies the

critical points that will ensure the continuity of services.

Our airports make use of emergency plans or handbooks which contain protocols

for action in emergency situations to prevent interruption to services. These

protocols assist in response planning, which help to reduce the potential impact of

the emergency and to ensure service recovery as soon as possible if interruption

occurs. At codad, emergency management is excluded from abertis’s scope of

management.

At Belfast Airport, management staff have received crisis management training

which was cascaded to the other staff. London Luton Airport has developed and

approved a crisis management plan which provides a framework and protocol of

action which will guarantee service continuity during a crisis situation. Training

and education was provided to a team of staff in 2012, and further training has

been planned for 2013.

Access to airports

All the airport facilities managed by abertis can be accessed by public and

private transportation except for Orlando Airport, which can only be accessed by

private transportation. The rest of the Group’s airports have access to public bus

networks. Cardiff and London Luton airports also have rail access.

Another point worthy of mention was the approval in 2012 of London Luton

Airport's surface access strategy once the public consultation period ended. This

strategy includes a free bicycle service and rail discounts for employees.

Road safety

As part of its policy to offer quality services to its customers, abertis iscommitted

to improving safety on the road networks it manages. That is why in 2012 it has

undertaken a number of actions designed to improve facilities and raise

awareness among users to increase safety and reduce accidents. These actions

included 22 road safety campaigns developed by abertis in 2012, some of which

were in collaboration with public institutions.

Customer confidentiality and security

abertis makes use of a set of mechanisms that guarantee customer

confidentiality and security. Every company that is part of the Group complies

with current laws of the country where it operates to ensure the confidentiality of

personal information provided by customers.

The airports also use security procedures that are in keeping with the legislative

requirements of the country where they operate. In the case of image-recording

security systems within the airport, access thereto is restricted to security

personnel and a court order is required to extract related information.




Development and improvement of customer service on toll roads

Throughout 2012 various actions were undertaken to bridge the gap between abertis toll roads and theircustomers, letting them see how toll roads are managed, the

different activities that are carried out, all the services that are available to customers, etc., as well as facilitating access to services and communication between

customers and abertis by promoting new and existing digital communication channels. Some of the more noteworthy actions include:

The launch of the “Innovation on the Motorways” section in www.autopistas.com which provides regular information on relevant new technology and innovation projects.

Promoting visits to our Operations Centres: reports on Operations Centres, section on website for requests to visit centres, information regarding different visits paid to centres, etc.

Launch of www.autopistas.comfor mobile devices: Activation of toll road emergency call function via the mobile website, improved tourist content and the addition of new guides that are freely downloadable, agreements with tourism departments to advertise the service and publicity in Service Areas. Visits to www.autopistas.com increased by 38% between 2011 and 2012.

Creation and publication of reports on the various services provided for toll roads: Mobile website, TruckPark, and the publication of journey times.

Promotion of channels of communication:

o Launch of twitter account for carriers: Truck tweet

o Improved and expanded services offered via the website: journey time information on map, electronic receipts and billing, etc.

o Commercial agreements to advertise www.autopistas.com, which offer attractive advantages to Via-T customers:

Campaigns with tour operators to promote car travel.

Campaign offering Via-T customers discounts at auto repair shops.

Agreements with organisers of large events located near toll road networks.

o Constant updating of accessible information on YouTube, with videos describing new services and actions.

o Reorganisation of the customer service unit (information line and email). New tools were implemented that facilitate requests for information and incident management.

http://www.autopistas.com/






New abertis telecom services

abertis telecom continues to develop and expand new and existing services. A few of the actions undertaken in this regard in 2012 were as follows:

Service desk. A new service is being offered to customers called Service Desk. This service unifies information pertaining to incidents, projects and follow-up that is exchanged between abertis telecom and its customers on a single site, information which was hitherto available from separate sites. The Service Desk provides customers with information on access to the abertis telecom systems they use. The project is in its pilot phase and is being tested on a single customer with more customers being added at a later date.

Product offices. The abertis telecom Product offices have been created to guarantee the successful development and launch of new products and services

offered by abertis telecom. They are headed by Product Managers and have representatives from the following departments:

o Marketing (Product Managers): to provide vision of market and competitors, etc.

o Business (Account Managers): to provide the customer’s perspective.

o Technology: to provide a technology-based vision including information on technological advances in the market as well as potential technology alliances.

o Operations: to provide a vision of potential operations and maintenance services that may need these products/services.

By creating these offices we seek to meet two other objectives: first, to receive feedback from customers, feedback on competitors and market and product positioning in order to develop the product if necessary; second, to specify improvements in products / services.

The Product Office will ensure that product and service development is carried out in accordance with the approved project. In the period leading up to the product launch, the Product Office convenes more frequently. Post-launch, the frequency of follow-up meetings is lower but appropriately timed to ensure the objectives set at product launch are met.

Connected Television. abertis telecom attended IBC2012, the annual audiovisual sector event held in September in Amsterdam. At this event, which brings

together experts from telecommunications and broadcasting companies, abertis telecom presented its multi-screen OTT cloud-based television service via internet, which was developed in collaboration with the digital television division of IT and security provider Nagra.

The system developed by abertis telecom and Nagra incorporates the European HbbTV standard (Hybrid Broadcast Broadband TV), which features outstanding advantages in pay-television, as well as flexibility and ease in offering online live or on-demand services and content to any connected device.

This turnkey package of HbbTV services includes broadcast/broadband content in a single product range. These services can also be marketed to free-to-air television broadcasting companies looking to consolidate their model and gain complementary broadband services through which viewers can access online services such as catch-up TV (a service which allows viewers to select programmes which aired within the last week on demand), video on-demand, interactive

and customised advertising, games, voting, social media, etc.



abertis telecom,along with other organisations, has reached an agreement with the EuropeanBroadcasting Union (EBU) to promote HbbTV services in Europe via multi-screen cloud-based internet television. The broadcasting companies affiliated with the EBU will participate in pilot tests to determine this product’s potential in their current business models, as well as the integration of elements from the internet into the audiovisual sector.

Mobile World Congress. In 2012, abertis telecom participated in the seventh Mobile World Congress, held in Barcelona from February 27th to March 1st. The

theme this year was “Redefining Mobile”. Since 2006, abertis telecom has participated as the official provider of mobile television networks for the congress. At this edition of the congress, abertis deployed a digital network infrastructure for DMB Mobile TV, DAB digital radio and DAB+ demos, to verify the feasibility of DAB and DMB standards for the transmission of digital radio and mobile TV and their transmission to mobile devices (smartphones and tablets). During the congress, abertis telecom demonstrated and presented its own technology. Demos were held for:

o Technology developed for mobile-based communication for security and emergency forces.

o The platforms developed for smart cities, such as the first Smart Zone in Spain or Barcelona's Cuitat Intel.ligentproject.

o The cloud-based, multi-screen OTT (Over The Top) television service via internet, which features all the services needed for end-to-end content management for operators, broadcasting companies and content providers.

Road safety on toll roads

In order to improve road safety, in 2012 abertis undertook numerous activities aimed at improving facilities, raising road safety awareness among users and improving

emergency procedures. Some of these actions included:

Emergency simulation exercises to assess emergency procedures and to improve coordination between the different agents involved in accidents, thereby improving motorway safety and services:

o AP-7 Muscarat Tunnel. Participants in this simulation exercise included the Motorways Agency and the Civil Guard, Spain’s Department of Transport, the Emergency Coordination Centre through the 112 emergency line, the Alicante Fire Fighting Department, SAMU (Emergency medical services), Civil Protection and the Calpe, Benissa and Altea City Councils. With a total of 100 people participating including operative forces, simulated victims, observers or assistants, the exercise simulated an accident between three passenger vehicles in the tunnel’s interior. In addition to the accident itself, the simulation included a fire in one vehicle, a build-up of vehicles inside and outside the tunnel and a range of injuries.

o AP-7/AP-2 Network. Winter road simulation exercise to gauge the real status of the various types of equipment and knowledge of workers (both internal and external) involved in the winter road campaign. This exercise also served to provide workers with updated information regarding the Winter Road Protocol.

o Aumar, Aucat and AP-6 Tunnels. Exercises to practise response to incidents in tunnels according to Emergency Plans and Operation Handbooks.

o Winter maintenance operation by SpanishToll Roads.



Campaigns developed by French Toll Roads that focus on raising awareness of users, including Autoroute Académie, which raises awareness on the importance of keeping a safe distance between vehicles, a personal safety campaign and another campaign on the problems arising when driving while tired. Another campaign by SpanishToll Roads involved informative email messages and brochures with road safety advice. Autopistas del oeste has carried out two campaigns, one on road safety on toll roads and a road safety education campaign in schools.

Improvements to facilities such as repainting sections of the C-32, AP-7 and AP-2 toll roads to increase road safety and improve customer service, or upgrading the vehicle containment barriers and median barrier on motorways C-32 and AP-7 to adapt these roads to new regulations and to prevent cross-median accidents.

In 2012 an agreement was signed with the Spanish Red Cross for the provision of accident prevention services and first aid as part of the pre-hospital care required in emergency situations. Under this agreement, the Red Cross provided assistance at two points on the AP-7 motorway. The aim here was to offer first-line medical attention and transport to hospital in the event of a road accident; assistance was provided at medical assistance points and other locations on days with the highest traffic volume. The Red Cross provided its services for a total of 82 days at the Empordà site and 138 days at La Selva and El Penedès.

In October, the abertis foundation, along with the Catalan Government’s Department of Education, the Guttmann Institute and the Catalan Transport Service, launched the Auriga Project, part of the campaign “You've got one life left. Don't lose it on the road”. The aim of this project is to raise awareness of the importance of driving responsibly among 14 to 18 year olds who have just started using vehicles. A volunteer from the Guttmann Institute was on hand to tell the story of how they became a paraplegic after a motorcycle accident at the age of 18. The volunteer gave students from eleven schools in Barcelona and Viladecans advice on responsible road use. The programme is in the pilot phase in these two cities, and future plans include extending the programme to other areas.

2012 saw the launch of the campaign “You've got one life left. Don’t lose it on the road” in Chile. This campaign was created jointly with the Ministry of Public Works, the Concessions Coordinating Department, the Chilean Police Force and the National Transit Safety Commission (CONASET). The aim of this campaign was to alert young people of the dangers of drinking and driving. It was launched with the distribution of informational brochures at the toll gates on Highway 68 during a local holiday weekend.

Participation in SafeTRIP. The SafeTRIP project is funded by the European Commission and its objective is to create a platform that will enable third parties to develop applications in the field of road transport. They mainly include safety applications, but there are others designed for passenger entertainment.

The applications developed as part of the SafeTRIP project provide additional services to drivers and infrastructure managers. They make trips safer and provide infrastructure management companies with more real-time information on what is happening on the road. Some of the available applications have been designed to receive images in real-time via satellite or UMTS and information on vehicles and their exact location in the event of an incident. Some assist in making emergency calls, displaying road surface temperature and humidity data or creating on-the-spot alerts for incidents.

In 2012, SafeTRIP went through its definition, prototype and platform development phases. The prototype and application were installed in five sanef and acesa maintenance vehicles. Tests were subsequently conducted on sanef and acesa toll roads (AP-7); the results have been analysed and will be published in 2013. A number of acesa departments participated in prototype installation, pilot and testing phases while coordination, assistance, support, training and results analysis

were carried out by abertis toll roads.



Customer satisfaction at airports

abertis is present in nine airports, located in Cardiff, Belfast, Luton, Stockholm, Orlando, Bolivia and Colombia, with a total of 26,394 direct and indirect workers. The

characteristics of these airports define part of the services and activities conducted therein.

Description and characteristics of the airports

Total area of

airport (km2) Number and length of

runways Minimum flight

transfer time Number of

airlines served

Number of

destinations

served

tbi

London Luton (UK)

2.35 1 runway (2.16 km) 40 minutes 17 95

Belfast International

(UK) 3.97

2 runways (2.78 km and 1.89

km) Does not operate

connecting flights 16 Over 70

Cardiff International

(UK) 2.06 1 runway (2.39 km)

Does not operate


Orlando Sanford

(USA) 12.14

4 runways (2.93 km, 2.13 km,

1.83 km and 0.3 km) Does not operate


Stockholm Skavsta (Sweden)

4.40 2 runways (2.88 km and 2.04

km) Does not operate

connecting flights 4 61

El Alto (Bolivia) 6.00 2 runways (4 km and 2 km) Between 30 and 90

minutes 11 32

Viru-Viru (Bolivia) 2.30 1 runway (3.5 km) Between 30 and 90

minutes 10 30

Jorge Wilstermann (Bolivia) 2.91 2 runways (3.8 km and 2.65

km) Between 30 and 90

minutes 5 25

Codad (Colombia) 10 2 runways (3.8 km and 3.8

km) Not available 18 78

In 2012, all the airports operated by abertis, except for Belfast and Orlando, continued to participate in the ASQ Survey, a programme which measures passenger

satisfaction and includes data from over 190 airports. Users are surveyed to determine their level of satisfaction with a variety of airport services, including: Overall satisfaction

Airport access

Check-in

Passport control

Security



Ease of finding boarding gates, information panels, within-airport walking distances, ease of getting connecting flights.

Airport services: shops, waiting areas, restaurants, internet access, etc.

Cleanliness and ambience

Arrival services: luggage collection, passport and visa control, customs.

In 2012, Orlando Airport introduced a new system that measures customer satisfaction. In this system, surveys are conducted using touchscreens on which airport users

answer questions. This new system ensures greater privacy and anonymity, allowing for better feedback and, because the data is processed automatically, quicker

results. In addition, it was found that users were more likely to share their opinions with this system; it was estimated that 90% of the people that were invited to take

the survey answered the survey questions. This survey asks users to rate airport services such as cleanliness, security and check-in as well as food and beverage

services. Of those surveyed, 96% rate their visit to the airport as being excellent or very good.

To improve the information provided to stakeholders, a group which includes airport users, Belfast and London Luton airports joined facebook and twitter in 2012. These

two communication channels will enhance interaction between airports and passengers, giving the latter direct and rapid access to information such as flight cancellations,

delays, airport offers, etc.

The SARTRE Project

abertis autopistas in collaboration with the firm IDIADA has participated in the SARTRE project, funded by the European Comission. The aim of the project is to develop

strategies and technology that will permit automated roadtrain driving on motorways, an innovation that offers many advantages in terms of environmental protection,

safety and comfort for drivers.

The goal of this project is to test, on motorways and under real conditions, the vehicle and infrastructure technology developed to improve motorway user safety and

services. Specifically, tests were carried out on the AP-2 toll road using roadtrains in autonomous driving mode.

During the test period, an acesa vehicle followed the roadtrain convoy for the entire journey to provide support in the event of an incident and to signal the existence of

the roadtrain to the rest of the vehicles circulating on the motorway. The tests were supervised at all times by the Control Centre. In addition an employee from the

innovation department reported the status and progress of the tests to the control centre and marketing department of abertis autopistas.

The main advantage of driving in a roadtrain is that it saves on fuel, thereby lowering the vehicle’s impact on the environment. This is particularly true for roadtrains

made up of trucks. This innovation is also safer and provides greater comfort for drivers as they are able to rest or carry out other tasks as their vehicle circulates.



7. ABERTIS’S HUMAN TEAM

STRATEGIC LINE 3: Ensuring the motivation and involvement of the human team in the continual improvement of the

company



Ensuring the motivation and involvement of employees in the continual improvement of the

company

The human team

Managing talent and professional development Talent: a competence-based management

system

abertis Campus

Promoting networking in the organisation Technology and collaboration for effective

internationalisation

Managing diversity and equal opportunities Certificate of excellence in diversity

Mission Hándicap

Extension of socialbenefits

Promotion of health and safety in the workplace

Summary of

indicators

88% of the workforce

has permanent contracts

EUR 3,665,682

invested in training

96% of turnover is

covered with an

occupational risk

management system in

line with OHSAS 18001



7.1. The human team

The policy

In keeping with its values, abertis goes beyond ensuring full compliance with the

legislation of the different countries in which it operates by promoting ongoing

dialogue and appropriate social measures that help reach solutions.

Performance

Total abertis Scope of the CSR

Report

Number of workers at 31

December 18,494 10,376

Equivalent average workforce 11,331 9,695

85% of the equivalent average workforce falls within the scope of this report. This

percentage is lower than that of the previous year due mainly to the increase in

the total number of staff at abertis. This figure includes new staff recruited for

toll roads in Brazil and Chile at the end of 2012, which was proportionally high (a

total of 6,837 people).

The equivalent average workforce included in this report is lower than the

previous year due to changes in France and Spain. The toll automation process

that took place in Spain entailed the implementation of a voluntary staff

redundancy plan, with exits programmed throughout 2014. Spain and France are

the countries with the highest proportion of staff – 70% of the total – followed by

Argentina, Chile and the United Kingdom, which represent 22%. 88% of the

workforce have permanent contracts. Broken down by gender, this figure is 90%

for men and 85% for women (the geographic distribution is very similar save for

elqui,where 49% of the total workforce have permanent contracts). Of the total

workforce, 4.5% work part-time (1% of men and 11.5% of women).

Number of workers by country (workforce at 31/12)

Distribution of the workforce by age group

2.993

1.948

483 444 479 362 115 27 35 18 55

1.146

1.180

462 247 195 53 70 21 6 4 33

0

1.000

2.000

3.000

4.000

5.000

Men Women

16% 15% 14%

48% 48% 48%

23% 24% 26%

13% 13% 12%

0%

20%

40%

60%

80%

100%

2010 2011 2012

<30 years 30-45 years 46-55 years >55 years



Equivalent average workforce by business area

Staff turnover has remained nearly constant at 5.9%. This figure was mainly

affected by the increased turnover among managerial staff and its reduced weight

overall. The workforce is classified into three groups in keeping with the

professional classification based on the HAY methodology. According to this

classification, 0.98% of the workforce consists of top managerial staff and 6.32%

are classified as middle management.

Workforce turnover rate to workforce at 31 December

Men Women Total

Workforce turnover 5.47 5.65 5.92

Men Women Total

Top managers 19.32 35.71 21.57

Heads of Departments 3.17 1.99 2.90

Other employees 5.47 5.69 5.54

Company/worker relations

All of the business units work under collective bargaining agreements except for

codad, sabsa, apr and Orlando airport, where abertis deploys a corporate

labour relations framework that fulfils the same functions. 90% of the Group’s

equivalent average workforce (84% of the workforce as of 31 December) is

covered by a collective bargaining agreement, as in addition to those working for

the aforementioned companies, top managerial staff are covered by a separate

relations framework.

Relations between the organisation and its workers as a collective are coordinated

via 56 works councils holding a total of 508 meetings throughout the year.

According to the agreement reached at the end of 2011, in 2012 a European

Information and Consultancy Committee was set up in abertis to promote

transnational cooperation between company management and workers’

representatives to deal with matters of general interest and especially those

concerning the Group’s evolution and its future prospects.

With its headquarters in Barcelona, the European Committee is composed of a

total of 17 members representing European workers. Its members are appointed

in proportion to the number of employees per country: eleven members

represent the Spanish employee collective, four for French workers, one for the

United Kingdom and another one for Sweden. To streamline and facilitate their

day-to-day tasks and coordinate the work plan, a Select Committee was formed,

made up of five elected members.

Recognised at the European level as a body for consultation and information on

behalf of workers regarding large international projects or investments that affect

more than one country, it may not substitute or condition the rights and duties of

national workers’ organisations in each of the companies that make up the Group

under any circumstances.

On 30 October 2012, the European Committee initiated its activity with a

constituent session to discuss its rights and the scope of its responsibility,

approve its internal regulations, establish its communication structure and elect

its President and Secretary.

290.40

6,755.25

1,306.69 1,343.00

0

1500

3000

4500

6000

7500

Central services Toll Roads Telecommunications Airports



7.2. Managing talent and professional development

The policy

abertis is consolidating its commitment to training, a key component in the

professional development of its human team, by organising professional

development programmes to improve and guarantee the talent of its staff. As

stated in the Strategic Plan, it is abertis’s wish to contribute to its employees’

welfare.

Performance

To coordinate training needs and demands, all of the business units except

Cardiff, London Luton and sabsa have a training plan in place. In addition to

developing online training platforms which foster and facilitate knowledge,

training has been provided to 86% of the workforce, with each employee

receiving an average of 15.3 hours of training. Of the training provided, 11,042

hours were devoted to the topics of social responsibility and human rights.

Top

Managers Heads of

Departments Other

employees Average training hours by

professional category 22.64 21.28 16.11

Men 23.28 21.15 19.23

Women 18.71 21.70 10.49

Percentage covered by the

indicator13 97% 90% 75%

13This percentage refers to the percentage of the workforce for which this item of data, broken down by

professional category and gender, is available.acesa and gencatAP7/AP2, and abertis toll roads do not have gender-segregated data.Similarly, data from rutas del pacíficoand elquihas not been included as

validated data was not available.

Evolution of investment in training

The Group’s objective-oriented management model recognises different levels of

objectives and identifies employees’ contribution to each, including overall and

individual objectives. These are set in accordance to the overall objectives of the

organisation, and are further specified at the individual level so that they are in

line with the workers' values.

Employees included in the management by objectives model

14Percentage of the total individuals in each category Top managers 94%

Men 94%

Women 93%

Heads of Departments 87%

Men 85%

Women 94%

Other employees 20%

Men 22%

Women 15%

14Data from codad, rutas del pacífico and elquihas not been included as it was not available

3.801.121 3.711.112 3.665.682

0

1.000.000

2.000.000

3.000.000

4.000.000

2010 2011 2012




“talent”: a competence-based management system

In “talent”, the professional development management system at abertis, employees carry out self-appraisal and review their results with their supervisor who later helps

them to define a personal development plan. The system thus allows top and middle managers to manage the development of work teams.

After the tool’s initial assessment in the various business units of abertis infrastructuras and abertis telecom in 2010, different actions were implemented as part of

each employee’s individual Development Plan. In June 2012, the tool was launched for a second time in abertis infrastructuras for the entire workforce. A pilot tool was

also launched in abertis airports. In addition, design and adaptation of the pilot and its launch in SpanishToll Roads is also planned for the first quarter of 2013.

Set to be deployed in gradually, this system will make it easy to align the views of managers and employees. It will also facilitate feedback from managers which will help

employees improve their professional skills. So far, it has been rated ever more highly among employees.

“abertis Campus”: one step further in improving managerial development programmes

In order to support employee development, in particular for those who have been identified as having high potential, the abertis Campus was created. This is an e-

learning platform that can be deployed by the business units and implemented along with their training programmes. The e-learning platform boasts 2.0 level features

(virtual classrooms, forums, wikis, etc.) that complement the website, which was designed and launched in 2011: “Leader’s Corner” (collaborative environment for

employees with high potential).A complement to abertis Campus, this collaborative environment contains a number of resources (videos, articles, etc.) linked to both

leadership-oriented topics, to foster managerial development, and internal abertis content that may be of interest. These materials keep employees abreast of

noteworthy topics and prepare them for any opportunities that may arise within the Group. The first collaborative experiences have already begun with both the abertis

Campus e-learning platform and the “Leaders’ Corner”.



7.3. Promoting networking in the organisation

The policy

Internal communication is a basic tool for promoting group cohesion, professional

pride and engagement with the company’s corporate mission. It is abertis’ aim

to achieve smooth two-way communication with the staff to obtain better results

and improve the organisation day by day.

Performance

abertis believes that organisational culture should be built from the ground up,

which is why it places special emphasis on the creation and distribution of

welcome handbooks. In addition to the Group's main identifying characteristics

(vision, mission and values), the handbook also provides all the relevant

information that new staff will need to carry out their duties following the

principles and main criteria found in the Code of Ethics, corporate policy,

operations and systems handbooks focusing on both quality, health and safety

and other pertinent documents.

The Group's increasing internationalisation is reflected in the expansion of its

network of correspondents, which in 2012 welcomed new members in Argentina,

Chile and Puerto Rico. Acting as in-house journalists, these correspondents

identify relevant facts, pro-actively search for new opportunities and audit

corporate communication actions. The network has become fundamental to the

success of Linking, the Group's internal magazine.

In step with social trends characterised by greater online connectivity and the

growing use of mobile devices, Linking has evolved too, launching its digital

version. This format allows immediate access to the magazine from anywhere in

the world, in five different languages. The digital magazine features more content

for readers thanks to the inclusion of QR codes that facilitate direct access to

multimedia articles (podcasts, videos, image galleries and extra information).

The deployment of intrabertis 2.0 continued in 2012, with the addition of abertis

airports. This has meant the incorporation of more than 800 new users into the

communication space available in three languages (Spanish, English and

Swedish). Facilitating fluid communication between people located in diverse

geographical locations, this platform features functionalities that foster

participation and collaborative work.

An example of this participation is the increase in collaborative environments

within the intranet platform: functional minisites geared towards specific

collectives or projects in which users can share documents, participate in

discussion forums, share contact lists, interesting links and calendars or follow up

on tasks. To reinforce and improve the management of these communities of

shared interests and knowledge, in 2012 an internal community management

model was created for both the collaborative environments and the e-learning

platform. This involved the creation of informative materials and training sessions

for the key users of these environments. Thanks to these platforms, business

Projects such as Lisa and Sira in telecommunications, cross-cutting management

areas such as the Customer Care Service and the Internal Corporate

Communication, and communities such as Voluntaris have all seen

improvements in the way they are managed.

During 2012, Voluntaris has preserved its participative character thanks to a

number of general voluntary activities communicated via the “Voluntaris

proposes” section in intrabertis. The initiative has also undertaken more specific

actions such as the “4th Volunteer Day”, organised by the abertis foundation

and Voluntaris on 13 December under the motto “Now, more than ever, let’s

redouble our efforts”. Various communication and awareness-raising campaigns

maintained the high level of participation in activities such as the food drive

(which this year enjoyed greater international support), voting for charity projects

through which to channel foundation contributions, and also in the money raised

through the “One Euro for Charity” initiative, which this year had more

supporters.

In addition to the informational space devoted to the Code of Ethics in

intrabertis and its specific communication channel (the Ethics Channel), great

efforts were made to deploy the associated set of Regulations adapted to the local

laws and contexts of the various countries in which the Group operates. Further

efforts were made to raise awareness among employees on the importance of the

Code. Work along these lines also ensured that employees had access to and

were aware of the communication channels available for their queries and

incidents. Individualised communication was conveyed to nearly 75% of the

employees. In addition, ethics committees are being formed in the countries



where the Group is present and management procedures for the Code of Ethics

Committee and handling of reported incidents are being optimised.

During 2012, four reports of violations to the Code of Ethics were received; two

via the Ethics Channel and two were reported directly. These violations concern

behaviour and interpersonal relations within the organisation and have been

handled in accordance with the parameters established by the Code of Ethics

Committee.




Technology and collaboration for effective internationalisation

2012 saw a number of practical examples which demonstrate how a collaborative work model in an increasingly global context requires a sound technological structure.

“Ciabertis” is the collaborative website that brings together all those professionals involved in internal communication within the Group as well as participating

companies to create a more complete, more international vision of abertis. With an operations-based focus, "Ciabertis" is a place to discuss and select internal

communication policies, new initiatives, procedures and tools, etc. This space also contains the materials and content for use in the correspondents’ respective network

and for distribution in their respective organisations. This site facilitates access to the rules and procedures that guide activities and offers access to resources and

relevant and educational articles. abertis's Internal Communication Forum makes it possible to overcome the barriers of distance and time.

The collaborative environment of Voluntaris has also promoted the coordination and management of internal activities undertaken by this community, especially with

respect to the organisation of the Corporate Volunteer Day.As a repository of available resources, documentation for drafting and reviewing and tasks pending, and as a

place to discuss actions that can best promote and support the goals of Voluntaris, the platform has reduced decision-making times and facilitated the follow up of

activities.

With the aim of improving the performance of these environments as tools which support the Group’s collaborative work model, a project was launched in 2012 for

abertis communities which will be extended through 2013 and beyond.Based on dialogue with present community managers and analysis of activities in existing

collaborative environments, the project’s aim is to establish the best ways to stimulate and promote in each case.These guidelines will serve as a basis for progressive

training of community management teams, promoting network communication, collaboration and networked co-creation within the organisation.

Linking is the Group’s internal magazine. First published in 2009, its aim is to present and disseminate news on the diverse activities and geographies of abertis.

Through technology, it has also helped to build knowledge and awareness of the Group's global presence. The new online edition provides all the members of abertis with

expanded, enhanced and more dynamic content; it is also available in more languages, which has widened its scope.



7.4. Managing diversity and equal opportunities

The policy

abertis has an explicit commitment in favour of equal opportunities and non-

discrimination, which is highlighted in the four areas of the Diversity Management

project: gender, generation, race and disability. This is the case in all the Group’s

companies, and it goes beyond the provisions established by law.

Performance

Among its various requirements, the Spanish law on equality stipulates that all

organisations with more than 250 workers must have an equality policy. Except

for Colombia, the countries where abertis operates all have laws on equal

opportunities, such as the Equality Act and the Sex Discrimination Act in the

United Kingdom, the Equal Opportunities Act in Sweden, the Salary Equality Act

in France, Chile and Orlando and the Anti-Discrimination Legislation in Puerto

Rico, Chile and Bolivia. In addition, abertis hassigned the Diversity Charter, a

European Initiative which companies and institutions may join voluntarily to

support and promote the principles of diversity and non-discrimination in their

workplaces.

The different business units have undertaken a number of actions relating to this

issue, including training on diversity, awareness-raising campaigns for the

workforce on equal opportunities, the inclusion of these issues in contractual

processes and the adaptation of language. To comply with Spanish equality

legislation, an equality policy has been implemented in abertis telecom, the

aumar Network, aulesa and AP4, along with abertis infrastructuras and

serviabertis. The remaining business units are now in the process of formalising

and negotiating their equality policies. With regard to equality policies, abertis

telecom has conducted awareness-raising actions, disseminated a non-sexist

language guide and trained the members of the equality committee.

Evolution of the presence of women in top management positions

Evolution of the presence of women as heads of departments

90% 88% 86%

10% 12% 14%

0%

25%

50%

75%

100%

2010 2011 2012

Women

Men

78% 77% 77%

22% 23% 23%

0%

25%

50%

75%

100%

2010 2011 2012

Women

Men



Evolution of the workforce according to gender

97% of top managers come from local communities. Salary policies do not

discriminate between sexes. The relationship between initial salary and the local

minimum salary is the same for both men and women, except in the case of

Cardiff, whose salary ratio is 163% for men and 174% for women.

Initial salary/ Minimum salary

Spain 161%

France 106%

England 139%

Wales 164%

Ireland 121%

Sweden 120%

United States 173%

Argentina 356%

Puerto Rico 103%

Bolivia 210%

Retention rate15

2011 2012

Men Women Men Women

Individuals taking parental leave 111 125 128 130

Number of individuals who have returned to their job after parental leave

111 96 127 112

Number of individuals who continue in the organisation after 12 months

111 81 127 99

Integration of disabled persons

In 2012 the Group continued work on implementing the EDC model created by

the Seeliger and Conde Foundation. This model promotes diversity in

organisations with the aim of achieving excellence over and above the specific

legal requirements stipulated by current legislation.

All of the countries in which abertis is present, except Chile, Bolivia and Sweden,

have legislation regarding the integration of disabled individuals. The implications

of this legislation vary from country to country, but generally require neutral

recruitment processes and the adaptation of the workplace in keeping with the

needs of disabled individuals. In Spain and France, this legislation sets minimum

quotas for contracting disabled workers. As part of the EDC project in Spain and

the Handicap Missionin France, the Group is promoting the recruitment of

disabled persons and use of suppliers that prioritise hiring policies of this type, as

in the case of Special Work Centres.

At present, the percentage of disabled persons working for the Group in Spain

(both directly and indirectly) represents 2.48% of the workforce, while in France

these workers represent 6.43% of the workforce.

15Data from codad was not included as this information was not available.

75% 67% 67%

25% 33% 33%

0%

25%

50%

75%

100%

2010 2011 2012

Women

Men



Workers with a disability recruited directly by abertis in Spain 1.12%

Workers with a disability recruited in Spain, both directly and

via alternative measures 2.28%

The increase in the purchase of goods and services from Special Work Centres

reflects abertis’s commitment to this type of purchase as part of the EDC

framework. Purchase of goods and services from and donations to Special Work Centres

Management of impatriates and expatriates

The idea of the abertis Expatriation Policy is for employees to settle in quickly

and easily, meeting their personal needs and those of their family in order to help

expatriates and impatriates adapt to their new environment.

As is the case every year, there were variations in the movement of employees

and management staff in international postings. This group is broken down into

two types of expatriates: long-term (those individuals posted abroad for more

than one year) and short-term (those who are posted for under one year). The

aim of expatriation is the transfer of knowledge in certain fields and the

professional development of employees and managerial staff.

The number of expatriates in the Group is low, with most expatriates being

posted to France, the United Kingdom, Spain, Argentina, Chile, Mexico, Jamaica,

Puerto Rico, the United States, Colombia, Ireland and Canada.

189,5

95

238,1

18

181,9

62

268,3

85

673,2

83

171,4

68

0

100000

200000

300000

400000

500000

600000

700000

800000

Purchases of goods and services Donations

2010 2011 2012




Certificate of excellence in diversity

The EDC Model created by the Seeliger and Conde Foundation promotes excellence in the inclusion of disabled individuals; not only does it foster compliance with the

LISMI, but it also emphasises values, policies, processes, recruitment, accessibility strategies and many more related areas. It is a process of ongoing improvement which

began in 2011 as a pilot project, and the aim is for it to be extended to all the companies in the Group.

Awareness sessions have yielded positive initial results; the aim here was to raise awareness and bring to light those issues related to disability which, due to lack of

information, were not being handled in an appropriate manner. In addition to fostering acceptance and normalising disability within the organisation, these policies carry

fiscal benefits for employees and the company. A review of purchasing procedures has also begun in order to promote the selection of suppliers which favour best

practices in disability management excellence.

Handicap Mission

Committed to responsible business and in keeping with its public service mission, sanef has been working towards improving integration, recognition and better work

conditions for disabled individuals in recent years. This project began in 2008 with an audit aimed at establishing an action plan to increase knowledge and understanding

of disability, and to eliminate prejudice and mistaken preconceptions associated with this issue. Four areas of actions were defined: recruitment, employment

maintenance, company adaptation and awareness-raising communication. In 2011 sanefsigned an agreement with AGEFIPH, an association which handles funds for the

professional integration of people with disabilities, whose mission is to promote employability and maintain employment for disabled individuals in the private sector. In

force since the end of 2012, this agreement has made it possible to reinforce, formulate and enhancing visibility of voluntary actions in this area.

Entitled Handicap Mission,this project is an umbrella initiative comprising all the pro-disability actions that have been undertaken. The main actions carried out include: Training of 60 top and middle managers.

Awareness-raising meetings. In 2012 more than 1,000 people participated in these meetings, with new meetings planned for 2013.

Close collaboration with leading organisations in the field of disability.

Participation in the Handi2day virtual employment fair for persons with disabilities.

An internal communication campaign, the aim of which was to combat mistaken notions associated with disability and show that it is not a barrier to employment. This campaign included awareness-raising sessions, articles on the company intranet, flyers and a video.

A Handicap Missionstand at the 2012 annual convention to raise awareness among business people.

sanefhas increased its number of disabled workers from 55 in 2008 to 187 in 2012 (representing 6.43% of its workforce), an increase of 200%.



7.5. Extension of company benefits

The policy

abertis has a company benefits policy for all workers that aims to encourage a

balance between work, family life and free time, favouring integration and

motivation with the company.

Performance

Contributing to employee satisfaction and improving their quality of life are the

main objectives of abertis’s company benefits policy. In addition to timetable

flexibility in accordance with different professional positions, the Group facilitates

access to training and a variety of benefits, such as access to corporate discounts

associated to services that are offered by the Group.

Total investment in non-work related activities 1,489,526 €

Through the Flexible Payment Plan, employees have the option of selecting a

series of company benefits with tax and financial advantages, such as luncheon

vouchers, nursery vouchers, health insurance, life assurance, accident insurance,

housing rental, pension plan, etc.

Along these lines, the work group formed in 2010 to develop Socially Responsible

Investment in the Spanish Pension Fund continued its work in 2012. This group is

made up of representatives from the Group’s different pension plan promoters in

Spain, representatives of participants in said plans, and with the participation of

the Social Responsibility Unit and the most representative Trade Union sections,

as well as the Pension Fund Management body. A training session has been

planned for members of the Pension Fund control board to cover the various

aspects of social responsibility and socially responsible investment for pension

funds.

As regards the long-term incentive plans, in 2012 efforts were focused on

maintaining the 2007 abertis share delivery plan with the same characteristics as

previous plans.

This policy is aimed at around 800 Group professionals occupying positions

ranging from top management posts to technical experts. Signing up for the plan

is voluntary. Through this plan, employees will receive part of their variable

remuneration (up to a limit of EUR 12,000) in the form of abertis shares. If

employees keep the shares for three years, at the end of this period, the

company will reward them with a gratuity of 10% of the shares initially given.

The rate of adherence to this plan is in the region of 29%.



7.6. Promotion of health and safety in the workplace

The policy

Occupational risk prevention and protecting our employees’ health are basic

tenets of abertis’s human resources policy, which is why the Group ensures that

all the necessary measures have been put into place to guarantee health and

safety in the workplace.

Performance

Management systems in line with the international OHSAS 18001 standard

channel the various occupational risk management activities in the different

business units. During 2012, London Luton airport concluded the implementation

of this system while Puerto Rico toll roads began its implementation process.

90% of the workforce is covered by the Health and Safety committees, the bodies

responsible for coordinating occupational risk management and monitoring

preventative activities in the area of health and safety. Every business unit has its

own committee except for codad, apr and autopistas del oeste.

Of all the actions implemented in the area of prevention, training bears significant

weight. In 2012 a total of EUR 1,095,395 was invested in related training

programmes, along with EUR 369,498 in workplace improvement projects.

Level of implementation of a health and safety system and OHSAS 18001

certification

2010 2011 2012

Central services

serviabertis

abertis

infraestructuras

abertis

foundation

Toll Roads

SpanishToll

Roads(1)

French Toll

Roads


rutas del pacífico

elqui

apr

Telecommunications abertis telecom

Airports

tbi(2)

Codad

% Turnover* 89.97 %

8.15 %

91.68%

5.14 %

96.21%

0.42 %

(1) SpanishToll Roads have an integrated system of certification. (2) Orlando has a certified system; Belfast, Cardiff and London Luton have systems in

place, but which are not yet certified. *In relation to the total scope of the report.

Implemented and certified

Implemented




The number of accidents has decreased to 312 (203 men and 109 women).

Accidents involving bumps or falls, in particular those associated with tripping or

slipping, are the most common in airports, whereas bumps, falls and poor posture

are the main causes of accidents on toll roads.

Prevention campaigns carried out by the various business units include legal

audits in the area of occupational risks, 12 risk assessments and 52 planned visits

to SpanishToll Roads. In telecommunications, a total of 61 risk assessments, 9

drills, 2 hygienic reports, 1,086 medical examinations, evaluation of 44 audited

centres in line with OHSAS 18001, 29 hygienic evaluations and 42 accident

investigations were carried out.

Along these lines, London Luton Airport received recognition for its safety

standards and culture, from both ExxonMobil and the airport’s Airside Operations

team. The award recognises the efforts of the Airside Safety Committee and the

Airport Operations Team in implementing a common set of standard safety

procedures and policies for users of airside operations areas.

Evolution16 of occupational risk indicators

2010 2011 2012

Incidence rate 33.22 31.99 32.18

Frequency rate 17.85 16.38 16.57

Severity rate 0.38 0.52 0.49

Incidence rate

Frequency rate

Severity

rate

2012

Men 29.17 16.34 0.47

Women 31.90 18.60 0.59

2011

Men 30.94 18.08 0.61

Women 26.72 14.66 0.36

16The data itemised by gender from 2011 for sanef has been adjusted with respect to the 2011 report; given

that the scope of the 2011 data was greater than the scope of the report, the 2011 indicators were re-

calculated.Similarly, the hours worked segregated by gender for Belfast, Gencat and aumar networks and rutas del pacífico and elqui were estimated using staff distribution figures.For elqui, the days not worked

according to gender were estimated using the distribution of the number of hours not worked.



8. ADAPTING TO THE NEEDS OF OUR ENVIRONMENT

STRATEGICLINE1: Minimising environmental impact



Minimising environmental impact

Environmental management abertis telecom and Smart cities

Results of the second year of “Paquet Vert”

Mitigation of climate change

Energy saving and efficiency plan

Improved access to airports

Promotion of Via-T and carpooling

Waste generation and management

Improved wastewater management

Re-use of electrical and electronic waste

E-receipts

Implementation of a surface water management plan at Luton

Biodiversity management sanef biodiversity audit

Promotion of biodiversity around toll roads

Noise management Impact of airport noise

Travis, a resource for information on noise

Raising environmental awareness Aristos continues working to raise awareness among abertis staff

Summary of

indicators

93% of turnover is

covered by an

established

environmental

management system

1.44% of consolidated

net profit is invested in

the environment

2.5% reduction in

tonnes of CO2e (scope 1

and 2) with respect to

turnover



The policy

abertis's main objective in its commitment to the environment is to increase the

percentage of business under an established environmental management system,

in accordance with the ISO 14001 standard, to improve management and

minimise the environmental impact of its activities.

Performance

abertis’s commitment to the environment is channelled through the

implementation of environmental management systems in the Group’s different

business units. Using these systems, the organisation keeps abreast of the impact

of its activities on the environment, and, based on its policy of continuous

improvement, defines and implements actions to reduce said impacts. In 2012,

work begun on the implementation of an environmental management system in

Puerto Rico Toll Roads, and the integration of environmental, quality and

occupational risk prevention systems in the various divisions of SpanishToll

Roads to form a single integrated management system covering all the toll roads

in Spain. Currently, 93% of the turnover covered by this report has an associated

environmental management system implemented.

Another aspect regulated by the environmental management systems is

compliance with environmental standards applicable to the activities of the

business units, given that one of the system's mandates is to identify said

standards and subsequently assess and monitor compliance with the requisites

they establish. Environmental regulation registers cover 97% of the business

turnover. In 2012, SpanishToll Roads received a fine of EUR 6,010 related to a

wastewater spill occurring in a service area and a maintenance area.

A total of EUR 14.7 million has been invested in activities which improve the

environment, an amount which represents 1.44% of the consolidated net profit.

Level of implementation and certification of an environmental

management system according to: ISO 14001

2010 2011 2012

Central services

serviabertis

abertis

foundation

Toll Roads

SpanishToll

Roads(1)

French Toll

Roads(2)


apr

Telecommunications abertis telecom

Airports TBI(3)

% Turnover* 94.5%*

94.7%*

93.38%*

0.42%

(1) SpanishToll Roads includes all toll roads manages by abertis in Spain. (2) The portion of sanef with an established system refers to sapn and sanef,

although these have not yet been certified.

(3) All tbe airports except for Orlando have a system implemented but not yet

certified. *In relation to the total scope of the report.

Implemented and certified

Implemented




These management systems are based on a cycle of continuous improvement

which sets objectives on an annual basis, and it is against these objectives that

progress is evaluated. The following provides details concerning the extent to

which the business units have fulfilled their objectives.

Central services

serviabertis has seen a further reduction in its consumption of resources, and

the abertis foundation has calculated the quantity of emissions associated to

visits to Castellet Castle, although mitigation actions have not yet been

developed.

Toll Roads

SpanishToll Roads: a new application and common procedure for all networks

has been implemented to identify, extract and assess legal requirements and the

consumption of fuel and water has been reduced. An inventory has been created

of all the points where waste enters public waterways or sewer lines and the

expense associated to this activity has been reduced. Furthermore, collaborative

agreements were signed with companies such as Ambilamp or Ecotic for the

handling of certain wastes.

French Toll Roads: its carbon footprint was calculated in 2012 and a number of

energy audits were performed, along with the drafting of a biodiversity action

plan and the continuation of implemented projects which reduce noise and

wastewater.

International Toll Roads: in keeping with its objectives in the area of energy

efficiency, this area has seen reduced energy consumption through awareness

campaigns by autopistas del oeste that promoted responsible energy use.

Telecommunications: in the area of telecommunications, training was

offered in 2012 concerning efficient driving for Operations Management staff; a

meter was added to the corporate intranet which measures emissions created by

the user, emissions arising from their activity and best practices implemented by

each person; a new database known as “AVALUA” was created which identifies

and evaluates environmental aspects and risks for each centre, facilitates

monitoring of environmental improvement actions and reduces the environmental

impacts of telecommunications centres.

Airports: Luton also plans to develop a new tool which will provide

information via a website on the movement of aircraft on runways, so that

possible deviations or incidents can be monitored. Luton, Belfast and Cardiff have

increased their percentage of waste recycling and reduced their carbon footprint,

along with Orlando.

Environmental aspects and measures implemented

Another task included within the scope of the environmental management system

is to identify significant environmental concerns arising from the activity of the

Group. Identifying these significant concerns helps the organisation become

aware of environmental impacts generated by its activities and designate actions

that reduce said impacts.

The main actions conducted in 2012 to mitigate significant environmental aspects

are listed below, classified according to the different abertis business lines.



Most significant

aspects Main measures implemented in 2012

Cen

tral servic

es

• Resource

consumption

• Waste generation

• Atmospheric

pollution

Resource consumption:

- Replacement of burnt-out lights with high-

efficiency lights.

- Improved efficiency and monitoring of facilities

to reduce energy consumption.

- Promotion of local and organic products for

Castellet catering services.

Waste: - Waste sorting in the workplace, vending areas

and canteens.

- Simplification of hazardous waste collection.

Environmental awareness:

- Promotion of environmental best practices in

daily tasks and environmental courses for

workers of subcontracted firms. - Continuation of the Aristos awareness

campaign.

Most significant


To

ll R

oad

s

• Water pollution


• Resource

consumption

• Atmospheric

pollution

• Noise pollution

• Activities affecting

soil

• Emergencies

• Impact on

biodiversity

• Health problems


- Installation of light flow regulators in toll booth

lighting.

- Replacement of lighting in toll booths with LED

lights. - Replacement of sodium-vapour lights at the

Villacastín service area.

- Energy efficiency audits in French Toll

Roads facilities. - Greater proportion of recycled paper used.

- Start of quarterly monitoring of resource

consumption in SpanishToll Roads. - Inclusion

of receipts, invoices, and advertising campaigns

in paper use. - Carbon footprint study and definition of an

action plan in French Toll Roads.

- Installation of new meters on the AP4 motorway

to improve detection of breakdowns.

Atmospheric pollution:

- Replacement of equipment containing R22

refrigerant gas with equipment that uses R401.

Waste generation:

- Implementation of plastic, glass and paper

sorting containers in 73 service areas and 124

rest areas on French Toll Roads. - Improvements to the waste sorting system,

unifying the system, the labelling and the

management conditions for SpanishToll Roads.



Most significant


To

ll R

oad

s

• Water pollution


• Resource

consumption

• Atmospheric

pollution

• Noise pollution

• Activities affecting

soil

• Emergencies

• Impact on

biodiversity

• Health problems

Wastewater: - Installation of biofilters at certain toll gates for

the treatment of wastewater before it is released.

- Connection to the water supply and sewage

network at the Haro toll gate (AP68), and

evaluation of future connection to sanitation

network for service areas in Logroño and Igay.

- Installation of filters at one point along the

Puerto Rico toll road to prevent discharge of

pollutants into a nearby pond.

Biodiversity:

- Reinforcement of enclosure walls to prevent the

entry of animals.

Noise pollution:

- Creation of a strategic noise map on the AP2

motorway and two noise studies on the C-32 at

Calella and Caldes d’Estrac.

- Use of noise reducing asphalt on autopistas

del oeste. - Planting of vegetation to reduce noise on

autopistas del oeste.

Emergencies: - Drafting of a new emergency plan for Elqui.

Environmental awareness:

.- Awareness campaigns through Aristos to

foster environmental best practices.

Most significant


Tele

com

mu

nic

ati

on

s

• Impact on

biodiversity

• Impact on the soil

and aquatic

systems

• Atmospheric

emissions

• Emergencies

• Resource

consumption


• Noise pollution

Resource consumption

- Greenhouse Gas and Water audit at two

centres, and a study on the energy ratings of

these centres to identify actions focused on

reducing CO2 emissions and the use of water and

energy.

- Installation of 3 fire hydrants in cisterns for use

by fire fighters in the event of fire.

- Identification and monitoring of the volume and

capacity of cisterns at 2 centres to improve rain

water management. - Replacement of conventional ballasts with

electronic or LED ballasts in an office building in

one of the areas.

- Pilot testing of installation and replacement of

conventional ballasts with LED ballasts.

- Replacement of existing power rectifier for

more efficient rectifiers in ten centres. - Study of energy efficiency of the Tres Cantos

building to identify potential efficiency actions to

implement in lighting and heating/air

conditioning systems.

- Installation of water aerators and/or dual flush

fixtures in the restrooms of three centres.



Most significant


Tele

com

mu

nic

ati

on

s

• Impact on

biodiversity

• Impact on the soil

and aquatic

systems

• Atmospheric

emissions

• Emergencies

• Resource

consumption


• Noise pollution

Atmospheric pollution:

- Replacement of 30 units containing R22

refrigerant gas, and replacement of gas in a

further 140 machines.

- Inventory conducted of transformer switchgears

containing sulphur hexafluoride (SF6).

- Efficient driving course for staff.

Waste:

- Recovery of 80% of hazardous waste and 100%

of non-hazardous waste.

Wastewater:

- Installation of systems that warn of sludge

overfills in two septic tanks.

Noise pollution:

- Soundproofing of seven centres.

Spillages:

- Implementation of containment measures for

diesel spills in tank loading and unloading

operations at two centres located in protected

areas.

- Distribution of battery acid spill correction and

prevention kits.

- Distribution of containment pallets for battery

storage to all waste storage points.

- Distribution of complementary materials for

centres with diesel pumps for service vehicles.

Training and awareness:

- Inclusion of CO2 emission meter on the

intranet.

Most significant


Air

po

rts

• Noise pollution

• Resource

consumption

• Atmospheric

pollution

• Water pollution

• Soil pollution


• Emergencies

• Health problems

• Impact on

biodiversity

Environmental management:

- Implementation in sabsa of a system of

monitoring and controlling environmental aspects

on a six-monthly basis to confirm the non-

existence of new impacts.


- Implementation of water saving systems in new

toilet fixtures in Belfast.

-Implementation of a new energy use monitoring

system which provides more detailed information

and hence improved energy use.

-Transition to use of electronic receipts at

Orlando airport to reduce consumption of paper.

-Approval of surface access strategy at Luton.

Noise pollution:

- Drafting of an environmental action plan at

Belfast.

-Soundproofing of homes affected by noise

pollution at Stockholm Skavsta.

-Improvement in monitoring of noise in Belfast

airport airways.

-Preferential routes at Cardiff.

- Development of continuous monitoring systems

for Luton flights.

Waste:

- Adaptation of Luton’s waste management

procedures to improve recycling levels.



Most significant


Air

po

rts

• Noise pollution

• Resource

consumption

• Atmospheric

pollution

• Water pollution

• Soil pollution


• Emergencies

• Health problems

• Impact on

biodiversity

Wastewater:

-Management of toxic loading of wastewater via

specific collection at Stockholm Skavsta.

-Use of constructed wetlands to treat wastewater

runoff.

For 2013, abertis’s lines of business have set a number of environmental

objectives that are defined within the framework of the environmental

management system, which include:

Central services

serviabertis has set objectives to maintain water and energy consumption

levels, reduce the consumption of paper per person and increase sorting of waste.

The abertis foundation, in turn, plans to work on reducing the consumption of

diesel and materials, as well as ensuring that events taking place at the Castellet

castle are more environmentally-friendly.

Toll Roads

The objectives set by SpanishToll Roads for 2013 include the running of energy

audits, review of strategic noise maps, replacement of refrigeration equipment

containing R22 refrigerant gas, connection of certain service areas to municipal

water supply networks and improved management of the wastewater of certain

service areas (replacement of OMS wells with septic tanks or connection to

sewage system).

French Toll Roads has set an objective to conclude the various projects still

running, which seek to reduce noise pollution and minimise the impact that may

arise in the event of wastewater spills. In addition to concluding construction on

Eco-pôle (a building that incorporates ecodesign criteria), it has extended its

carbon footprint calculation to include scope 3 emissions, it has completed its

biodiversity audit and put some initial measures into effect.

The objectives set by International Toll Roads for 2013 involve improving rain

water treatment and hazardous substance spill preparedness training for Puerto

Rico, reduced paper consumption, better waste collection and the dissemination

of environmental best practices between community and employees in the case of

autopistas del oeste.

Telecommunications

The objectives set by the telecommunications branch are geared towards ongoing

improvement of the environmental management system already implemented.

Airports

The objectives set by the Group’s airports are aimed at reducing CO2 emissions,

improving energy efficiency, reducing water use, improving waste sorting and

increasing the percentage of recycled content.




abertis telecom and Smart cities

Throughout 2012 abertis telecom actively participated in a variety of Smart City-related events, which welcomed industry experts who have been developing solutions

and technologies that transform cities and promote relations between government and citizens.

In addition, abertis telecom has participated in projects such as the initiative signed with Barcelona City Council. This project will study an integrated set of electronic,

computer and sensor-based tools that offer new techniques applicable to the intelligent management of Barcelona; it will also validate integration of these technological

solutions and their results. Other actions will be implemented within the scope of this agreement:

Exploration of new areas for projects with a wider focus and impact at the European level, such as the i-City project. Throughout 2012 work continued on this

initiative, which is a three-year project backed and financed by the European Commission. The aim of this project is to develop a European test environment

within the framework of “Smart Cities”, through the creation of Smart City “pilot cities” in Barcelona, London, Genoa and Bologna, to test applications and

services of clear interest for citizens and public authorities. abertis telecom's role in this project, which began in January 2012, is to coordinate work packages

for the implementation of the platform and any developments needed for its adaptation to the different characteristics of each city.

To develop a promotional strategy geared towards the general public and the private sector that highlights the economic, mobility-related, social and government

initiatives offered by Barcelona City Council, presenting the initiative as an R&D project called the “Urban Platform”. abertis telecom will manage the

telecommunications and services infrastructure for those companies interested in participating in the platform's research process.

To jointly explore and collaborate in the definition and promotion of the “City Protocol”, a Barcelona City Council certification system which will foster the

economy of urban innovation. The aim of this initiative is to promote the creation of standards, integration of platforms and development of urban technology

and solutions that focus on efficiency in resource use, environmental sustainability and the social and economic progress of cities.

Another example of a project developed by abertis telecom in the field of Smart cities is the agreement signed between abertis telecom, Indra and the City Councils of

Sant Cugat del Vallès and Lleida. This agreement defines the conditions for collaboration, with the aim being to transform both cities into leaders in energy efficiency,

quality of public services and environmental protection by optimising the management of services such as lighting, mobility and rubbish collection.

Also worthy of mention is abertis telecom's participation in the Smart City World Congress held in November in Barcelona, where it presented its Smart Network. Smart

Network is a network of three technical facilities located in Barcelona, Madrid and Valencia, which has been designed based on the specialist fields of action required by an

intelligent city. Allowing urban managers and companies to test, evaluate and implement different solutions and applications developed for the city of the future, Smart

Network is made up of:

A SmartZone, installed in the environment located at the Barcelona headquarters. A scaled-down model of a city, the system allows users to test a variety of

processes, ranging from the collection of data from sensors and cameras and their transmission via wireless communication networks to the monitoring and

management of services and applications that use collected data, all from a control room.



The Control Room is located at the operator’s headquarters in Torrent (Valencia) and specialises in security and emergency applications and services. It contains

TETRA technology features (modems, vehicle-mounted solutions and information systems).

The SmartZone specialised in video and city applications will be located at the headquarters of abertis telecom in Tres Cantos (Madrid). This environment

includes equipment used to develop advanced video-handling applications, manage data and implement solutions that will facilitate and improve contact between

the public and the services provided by the public authorities (car parks, traffic, information and security).

abertis is currently promoting the Smart Partner Program which will offer an environment that favours creativity and innovation in the Smart field. Participating in this

environment are the various players within the Smart City ecosystem. It is oriented to organisations interested in working together to develop the city of the future.

Currently there are 21 companies participating in the programme.

Results of the second year of “Paquet Vert”

2012 marked the second year of this collaborative project created by French Toll Roads and the French government. sanefwill invest EUR 250 million over three years

to improve the integration of its infrastructures within their natural surroundings and to improve the services provided to toll road users. To date, all of the programmed

studies have been concluded, taking the projects to 60% of their completion. Investments are being made in five areas: reduction of CO2 emissions, protection of water

resources, noise pollution abatement, conservation of biodiversity, development of arboreal heritage and deployment of ecodesign. The status of the various projects is

described below:

Reduction of CO2 emissions: Electronic toll gates have been installed at all toll road networks for light vehicles in the A1 and A29 networks and the sapngates. Electronic toll gates for trucks are available on five networks.

Protecting water resources: the aim is to implement the same water conservation measures used in current construction projects for roads built before the 1992 Water Act. Enquiries to the body responsible for water resources were made in 2010, and at present all the toll roads in the network have sludge drying beds, sewers and collectors, while water crossings, which are under construction in sapn, have been rehabilitated. The sludge drying beds treat sludge originating from runoff drainage tank cleaning activities, reducing the volume of sludge transported to treatment centres.

Noise protection: after identifying the homes most affected by noise, noise barriers were installed on the A1 network and construction of barriers in three more networks is currently underway. A study is currently underway in another network. Similarly, 70 individual agreements have been signed to install noise barriers in the windows or façades of affected homes.

Conservation of biodiversity and development of arboreal heritage: a biodiversity inventory was conducted, its primary aim being to compile a list of existing species of interest in the green areas surrounding toll roads and to define actions that favour or improve the conservation and development of this biodiversity. 2012 saw the release of several specimens of European hamsters, a landscaping programme began with the replacement of aging trees along toll roads and work continues on the biodiversity audit.



Deployment of the ecodesign concept: Featuring an ecologically-friendly design, the Eco-pôle building makes use of environmentally-friendly materials, renewable energy systems and is designed to be energy efficient. It will be one of the first energy-plus buildings (BEPOS) in France. Construction work began this year and will be completed in 2013. As part of the eco-concept deployment, two prototypes were created for the Beauchêne sud and Chevrières rest areas. Making use of optimal environmental techniques and practices, these measures will be gradually extended to all rest areas. Improvements are underway on the sanefrest area, which will take into account environmental criteria such as waste sorting and wastewater treatment.



8.1. Mitigation of climate change

The policy

Timeline of the response to climate change

2007abertis participates as a stakeholder

in the Catalan convention on climate change

2011- Celebration of the 17th UN Climate Change Summit

- abertis enters into the Carbon Disclosure Leadership Index

with 85/100 on the CDP Iberia 125

2008Elaboration of the abertis Energy Efficiency

and Savings Plan

2009

- Introduction into the Carbon Reduction Commitment

- Continuation of participation in the Carbon

Disclosure Project

2010

- Celebration of the 16th UN Climate

Change Summit

- Study on indirect emissions from motorway use

09/09/2012- Continuation and response to CDP

- abertis responds to the Bilan Carbon

legislation and Carbon Reduction Commitment

2012

Consumpton

•Optimize consumption

Recursos

•Hydraullic

•Energy

•Materials

Mitigation

•Mitigation of climate change



Performance

In 2005, abertis drafted its climate change mitigation strategy based on three

main tenets:

Optimised use of natural and material resources

Establishing the use of renewable energy and fuels with less

environmental impact

Extending the commitment to mitigate climate change to employees,

customers and suppliers.

After joining the project promoted by the Carbon Disclosure Project (CDP) in

2008, abertis has made significant progress in the management and

identification of risks and opportunities for the Group in the area of climate

change.

From a general perspective, efforts are being made to identify risks and

opportunities following the classification proposed by the CDP. These include risks

related to regulation, changes in the physical climatological parameters and

changes in other climate-related aspects, taking into account both direct and

indirect risks that may have an effect on customers or suppliers.

Accordingly, and in view of the influence of climate change on the various

activities carried out by the organisation, the following risks have been identified

that may be relevant to the Group:

Toll Roads: The approval of the new regulations on limits to atmospheric

contamination could have an occasional impact on traffic levels. Similarly,

changes in the pattern of precipitation could entail an increase in costs arising

from maintenance and traffic interruptions, along with the increased use of

materials needed for snow and ice removal.

The appearance of warmer and drier summers may cause problems on access

roads due to prolonged exposure to high temperatures, while the increase in

extreme weather events may increase interruptions to traffic, as well as damage

to facilities.

Telecommunications:Changes in weather patterns due to climate change, for

instance changing patterns of precipitation or the increase in the frequency of

extreme weather events, may cause damage to facilities and service

interruptions. Similarly, warmer and drier summers could bring about an increase

in the consumption of energy for air conditioning in centres.

Airports: One of the most important regulatory changes this past year was the

inclusion of emissions derived from aviation in the European Emissions Trading

System. The real impact has yet to be identified, although some studies predict a

potential rise in costs for companies which may be passed on to other

stakeholders.

The vulnerability of airport activities to weather events means that any risk

associated with climate change is a part of their day-to-day operations. Mild and

rainy winters tend to generate a greater number of foggy days; the higher the

number of foggy days, the greater the use of generators for lighting facilities.

Similarly, increased precipitation may cause flooding, an increase in operational

costs associated to lower visibility, a greater demand for maintenance, more flight

cancellations and the appearance of more birds. Warmer and drier summers may

entail an increase in energy consumption for air conditioning in terminals and an

increase in migratory birds.

A higher frequency in extreme weather events may cause damage to facilities,

flight cancellations, changes to flight plans and difficulties in accessing airports

which could bring about shortages of staff needed to address said weather

conditions. Greater amounts of snow and ice may entail an increase in the use of

chemical substances needed for deicing aircraft.

Yet the CDP also identifies potential opportunities related to climate change,

which it categorises in the same manner (opportunities arising from regulatory

changes, climate change and other climate-related parameters). It is therefore

important to understand that while extreme weather events may cause damage

to infrastructures, these cases may represent an opportunity to incorporate new

technological elements and materials in their construction.

Similarly, higher taxes associated with fuel and CO2 emissions may make

investment in new energy-saving technology more cost effective. Moreover, the

approval of new regulations, such as the Carbon Reduction Commitment,

represents an opportunity to enhance energy efficiency, reduce CO2 emissions

and improve positioning.



Finally, an optimised use of natural resources constitutes one of the main

components in the fight against climate change. The implementation of new

information technology in the management of municipal resources will improve

the use of said resources and hence the demand for these services will increase.

In 2012, the companies that make up abertis implemented a number of actions

that aimed to reduce their environmental impact. These actions focused mainly

on the areas of lighting and air conditioning/heating, their aim being to improve

energy efficiency and reduce energy use, thus reducing the CO2 emissions

associated with this use. The main actions include:

Replacement of existing lighting with more energy efficient lighting.

Replacement of conventional ballasts with electronic ballasts.

Installation of high-efficiency power rectifiers.

Installation of flow regulators.

Implementation of a timed lighting control system.

Implementation of a timed HVAC control system.

Setting and optimising of building temperatures.

Disconnection of coolers during winter months.

Disconnection of primary air pre-treatment system in accordance with

exterior temperature.

Optimisation of boilers.

Closing of facilities during closing periods (e.g. closing the gym during

the holiday period).

Reduction in the amount of paper used in marketing materials and the

use of e-receipts.

Promoting the use of Via-T.

The source of emissions at abertis,in accordance with the Greenhouse Gas

Protocol(the most widely-used accounting tool for greenhouse gas emissions),

can be broken down into the following types:

Scope 1: Direct emissions originating from direct consumption of fuels

(natural gas, liquid fuel and liquefied petroleum gas).

Scope 2: Indirect emissions derived solely from electricity consumption.

The conversion factor for emissions derived from electricity consumption

varies according to the country where the electricity is generated, which

in turn depends on the energy sources said country uses to generate its

electricity.

Scope 3: Other indirect emissions resulting from abertis's activity, the

sources of which are not owned or controlled by the organisation. These

include emissions derived from the consumption of materials, water and

paper, management of the wastes generated, paper and cardboard,

glass and remaining fractions, and transportation of on-duty staff by air,

rail or bus. Under this last category, Orlando airport has only reported an

estimated figure for domestic flights. Stockholm airport has only

reported data on international flights and rail.

The carbon footprint is calculated using data on the consumption of energy and

other items (materials, water, etc.), and the amount of waste generated,

corporate travel and other items that are included in scope 3.

The data used in carbon footprint calculations are the same as those contained in

the report; this means that the limitations in the range of data presented in the

report and hence used in the footprint calculation will be reflected in the scope of

the CO2e emissions data. Information on elqui’s consumption of metal and

concrete, paper consumption data from rutas del pacífico, or water used by

elqui or rutas del pacífico have not been included.



CO2e emissions in 2012 by country (tonnes)

Scope 1 Scope 2 Scope 3 Total Argentina 1,309.27 3.,972.83 76.89 5,358.99

Bolivia 578.32 5,708.84 154.59 6,441.76

Chile 2,453.24 3,116.96 421.87 5,992.07

Colombia 261.77 9.37 0.36 271.50

Spain 8,039.31 49,654.40 27,525.05 85,218.76

France 17,269.97 3,439.02 30,351.07 51,060.06

Puerto Rico 52.46 385.42 14.25 452.13

United Kingdom 6,356.20 28,032.24 530.43 34,918.87

Sweden 1,086.17 258.62 571.32 1,916.11

United States 337.12 5,942.39 25.23 6,304.74

Total 37,743.83 100,520.09 59,443.70 197,707.62

CO2e emissions in 2012 by business sector

Total emissions (tonnes)

Toll Roads Telecom Airports Central

Scope 1 26,191.78 2,904.43 8,619.58 28.04

Scope 2 22,146.99 36,421.47 39,951.46 2,000.17

Scope 3 55,442.81 2,480.76 1,281.94 494.75

Total 103,781.58 41,806.66 49,852.98 2,522.96

Emissions according to turnover (tonnes of CO2e per million €)

Toll Roads Telecom Airports Central

Scope 1 8.79 7.58 32.80 5.02

Scope 2 7.43 95.01 152.02 357.75

Total Scope 34.82 109.06 189.69 451.26

Emissions by activity

Toll Roads

(t CO2e/ADF) Telecommunications

(t CO2e/Technical Centre))

Airports

(t CO2e/Thousand

PAX)

Scope 1 1.24 0.04 0.37

Scope 2 1.05 0.50 1.72

Total Scope 4.92 0.57 2.14

Evolution of CO2e emissions

CO2e Emissions (t) 2010 2011 2012 Scope 1 39,979.78 37,461.68 37,743.83

Scope 2 113,673.61 101,339.91 100,520.09

Scope 3 170,492.13 146,521.80 59,443.70

Total 324,145.52 285,323.39 197,707.62

Per million € turnover

scopes 1 and 2 41.51 39.05 38.07

Per million € total turnover 91,20 80,26 54,50

In 2012, the emissions reported by abertis decreased with respect to the

previous year, falling by 31% in absolute terms and 32% relative to turnover.

This reduction is mainly found in scope 3 due to the decrease in the consumption

of materials as fewer construction projects were carried out in 2012 on toll roads.

If scopes 1 and 2 are taken into account, direct energy consumption and indirect

consumption of electricity, the figure (relative to turnover) fell 2.5% with respect

to the previous year, which indicates improved energy efficiency.



Evolution of emissions by business sector

2010 2011 2012 Evolution

2011-2012

Toll Roads (t CO2e/ADF) 9.40 8.58 4.92 -48%

Telecommunications (t CO2e/Technical Centres) 0.86 0.56 0.57 2%

Airports (t CO2e/Thousand PAX) 2.59 2.20 2.14 -3%

Of note is the decrease in emissions from toll roads owing mainly to the decrease

in materials consumption. The increase seen in telecommunications is due to the

inclusion of new data in scope 3, attributable to worker travel and other

parameters, as indicated by the data relating to activity. This figure takes into

account scopes 1 and 2, which is 0.54 t of CO2e per technical centre, representing

a reduction of 3.5% over the previous year.

Evolution of CO2e emissions by country

Evolution of CO2e emissions by business sector

Evolution of CO2e emissions by source

0

50.000

100.000

150.000

200.000

250.000

300.000

350.000

2010 2011 2012

t. C

O2

eq

Spain

United Kingdom

United States

Sweden

Bolivia

Colombia

Chile

France

Puerto Rico

Argentina

0

50.000

100.000

150.000

200.000

250.000

300.000

350.000

2010 2011 2012

t. C

O2

eq

Central services

Airports

Telecommunications

Toll Roads

0

50.000.000

100.000.000

150.000.000

200.000.000

250.000.000

300.000.000

350.000.000

2010 2011 2012

t. C

O2

eq

Natural gas

Diesel grade C

Biofuel

Diesel grade A

Petrol

LPG

Electricity

Air trips

Train trips

Bus trips

Car trips

Materials

Waste

Water



The business units of abertis monitor and check regulations relating to

atmospheric emissions (boilers, vehicles, generators, etc.) existing in the

countries where the Group operates and analyse compliance with the

requirements stipulated in said regulations. Depending on the activity carried out,

atmospheric emissions are evaluated by the companies as a significant

environmental aspect. In the case of autopistas del oeste and sabsa, Luton,

Stockholm Skavsta and Belfast airports, a number of atmospheric pollutants are

monitored, including NOx, CO and PM10.

Water consumption 17

The source of water consumption in the business units includes own sources

(mainly wells) and water supply companies. In 2012, 72% of the water consumed

came from a water supply company and 21% from wells.

Water consumption in relation to sector

Toll Roads

(m3/ADF) Telecommunications

(m3/Technical centres)

Airports

(m3/Thousand

PAX) 2010 26.81 0.13 21.52

2011 27.94 0.11 17.63

2012 18.24 0.12 18.66

Trend in water consumption in abertis

17Data from rutas del pacífico and elqui have not been included, nor was the water consumption of

channels and reservoirs located on the AP7/AP2 acesa network.

Water consumption by sector

Water consumption in relation to turnover, by business sector

The variation observed in toll road water consumption, which fell by 38%, is

mainly due to the AP68 Ebro network's exclusion of water consumption figures

from service areas that had hitherto been included. Overall, a slight increase was

observed, which was more accentuated in the case of telecommunications.

307

295

232

0 100 200 300 400

m3/million EUR turnover

2012

2011

2010

17.070

603.620

8.231

463.114

13.249

619.908

8.008

407.032

14.607

384.492

9.095

434.349

0

200000

400000

600000

800000

Central services Toll roads Telecommunications Airports

m3

2010 2011 2012

4.457

209 19

2.046 1.797

213 20

1.697

2.613

129 24

1.653

0

1.000

2.000

3.000

4.000

5.000


m3

/m

illi

on

EU

R t

urn

over

2010 2011 2012



Energy consumption

The main source of energy for the Group is electricity, which in 2012 represented

72% of the energy consumed by the companies included in this report.

Distribution of energy consumption

Electricity

The consumption of electricity shown for Central Services corresponds both to

electricity consumed at the corporate offices, located in the Parc Logístic de la

Zona Franca,and electricity used in Castellet castle, the headquarters of the

abertis foundation.

Electricity consumption in relation to sector

Toll Roads

(MWh/ADF) Telecommunications

(MWh/Technical centres)

Airports

(MWh/Thousand

PAX) 2010 5.09 3.37 4.09

2011 5.16 2.17 3.79

2012 5.41 2.08 3.76

Evolution of electricity consumption at abertis

Electricity consumption by business sector

Electricity consumption in relation to turnover, by business sector

Electricity consumption figures have remained practically steady in absolute

terms, showing a slight decrease in all activities in relation to turnover. The

variation in the central services figure is due to the change in turnover, since in

absolute terms, this figure showed a slight decrease. This report includes the

72,46% 6,03%

21,08% 0,43%

0% 20% 40% 60% 80% 100%

Electricity

Natural gas

Liquid fuels

LPG

119

105

100

0 20 40 60 80 100 120 140

MWh/million EUR turnover

2012 2011 2010

8.904

114.724

212.784

88.103

8.498

114.397

162.489

87.499

8.405

113.999 153.046

87.554

0

50.000

100.000

150.000

200.000

250.000


MW

h

2010 2011 2012

2.325

40

485

389

1.152

39

404 365

1.503

38

399

333

0

500

1.000

1.500

2.000

2.500


MW

h/

mil

lion

EU

R t

urn

over

2010 2011 2012



electricity consumption data for rutas del pacífico which could not be included in

the 2011 report as it was unavailable.

If the relative values by activity are taken into account, a decrease is observed

except in the case of toll roads, whose data was affected by the decrease in

activity.

Natural gas

The Group's airports represent the main consumers of natural gas, accounting for

80% of the total natural gas consumption.

Natural gas consumption in relation to sector

Toll Roads

(MWh/ADF) Telecommunications

(MWh/Technical centres) Airports

(MWh/Thousand

PAX) 2010 0.263 0.004 1.105

2011 0.241 0.002 0.962

2012 0.278 0.002 1.037

Evolution of natural gas consumption in abertis

Natural gas consumption by business sector

Natural gas consumption in relation to turnover, by business sector

In absolute terms, natural gas consumption has increased in the various business

units except for central services, with toll roads and telecommunications

experiencing the greatest increase (10%). If consumption is viewed in relation to

turnover, values have remained steady with a slight decrease of 1% in airports.

8,43

7,81

8,32

0 2 4 6 8 10

1

MWH/million EUR turnover

2012

2011

2010

20

5.921

255

23.766

21

5.343

162

22.221

22

5.870

178

24.142

0

5.000

10.000

15.000

20.000

25.000

30.000


MW

h

2010 2011 2012

5 2 0,58

105

3 2 0,40

93

4 2 0,46

92

0

20

40

60

80

100

120


MW

h/m

illion

EU

R t

urn

over

2010 2011 2012



Liquid fuel

The main consumer of liquid fuels in abertis is its fleet of vehicles, which

accounts for 84% of the total consumption.

18Liquid fuel consumption by business sector

Liquid fuel consumption in relation to business sector

Toll Roads

(litres/ADF) Telecommunications

(litres/Technical Centres) Airports

(litres/Thousand

PAX) 2010 373.95 22.05 83.68

2011 350.69 15.58 86.68

2012 387.90 14.53 63.47

18The 2011 figure for Skavsta was modified as a variation was detected in the data.The liquid fuel

consumption data for rutas del pacífico and the mobile sources for elqui were excluded as estimation of

these amounts was not possible.Gasoline consumption at Orlando was not included.

Liquid fuel consumption in relation to turnover, by sector

Trend in liquid fuel consumption in abertis

The absolute values of fossil fuel consumption increased over 2011 in toll roads

(5%) and central services (33%), while a decrease was observed in airports

(26%) and telecommunications (8%). A similar trend was seen both in

consumption in relation to turnover, with reductions of 33% in airports and 4% in

telecommunications, and by activity, where the three business units show

decreases: 27% in airports, 7% in telecommunications and 11% in toll roads.

6

8.421

1.391 1.801

7

7.780

1.164

2.001

9

8.177

1.067 1.478

0

1.500

3.000

4.500

6.000

7.500

9.000


Th

ou

san

d o

f li

res

2010 2011 2012

1.634

2.919 3.169

7.956

898

2.678 2.895

8.345

1.570

2.744 2.783

5.622

0

1.500

3.000

4.500

6.000

7.500

9.000

Central services Toll roads Telecommunications Airports Lit

res /

million

EU

R t

urn

over

2010 2011 2012

3.269

3.081

2.954

0 500 1.000 1.500 2.000 2.500 3.000 3.500

litres / million EUR turnover

2012

2011

2010



Consumption of materials

The materials which are used the most at abertis are those used in toll road

construction and maintenance (asphalt conglomerates, aggregates and concrete)

as well as salt utilised for deicing in airports and toll roads.

Material consumed

(t)* 2010 2011 2012 % recycled

material

consumed

Aggregates 2,189,623 2,164,909 1,073,683 22.34%

Asphalt 866,396 788,079 546,914 0.75%

Concrete 303,501 333,420 148,453 20.05%

Metal 27,225 19,722 6,057 0.00%

Paint 12.636 2.566 1.735 0,00%

Paper 261 262 203 22,22%

Salt 151.057 30.780 46.751 0,00%

Antifreeze and de-

icing fluid 1.697 2.318 117 0,00%

* Consumption of concrete and metals by elqui have not been included, nor have the data

on paper consumption from rutas del pacífico as no reliable data exists on the quantities

used.

The reduction in consumption of asphalt aggregates and conglomerates with

respect to 2011 is mainly attributable to the decrease in construction works on

tolls roads operated by abertis.

In addition to the materials found in the above table, in 2012 266.15 tonnes of

tack coat was consumed by SpanishToll Roads and 80,658 tonnes of soil was

used by French Toll Roads.

Consumption of antifreeze and deicing fluids in airports

Metric tonnes* Aeroplanes Runways Total

2011 2012 2011 2012 2011 2012

Type 1 deicing fluids

528 296.9 467 516.2 995 813.1

Type 4 antifreeze fluids

31 68.1 0 0.00 31 68.1

Total 559 365 467 516.3 1,026 881.2

*2011 data was recalculated to take into account a density of 1.04kg/l instead of 1kg/l.

The consumption of salt and deicing fluids is directly related to the weather seen

during the winter months, hence the significant differences between periods.




Energy saving and efficiency plan

The business units of abertis continue to work on optimising and reducing energy consumption derived from their activities, to improve energy efficiency and reduce their

carbon footprints. The main actions carried out in this regard in 2012 are detailed below:

Central services

The abertis foundation continues to apply its environmental best practices to its day-to-day activities, replacing all burnt-out light bulbs with low-energy lights.

serviabertis, in turn, has implemented a number of actions related to lighting, heating and air conditioning in buildings. The following measures have been implemented: A schedule has been designated for air conditioning/heating and lighting in accordance with building activity.

Disconnection of coolers during winter months and of the primary air pretreatment system according to outdoor temperatures.

Optimisation of temperature settings in offices, designation of settings in gymnasium air conditioning/heating regulators and separate control systems for auditoriums.

The closing of facilities during periods of non-activity (e.g. vacation periods)

Implementation of energy savings measures for Data Centre air conditioning in accordance with service requirements

Toll Roads

During 2012, SpanishToll Roads replaced existing lighting fixtures with more efficient fixtures, installed flow regulators and carried out a number of awareness-raising

initiatives as part of the Aristos campaign. French Toll Roads continues its implementation of new electronic toll gates in its road network, and autopistas del oeste, in

addition to various communication campaigns regarding best practices oriented to employees (posters, computer screen messages, etc.), has created a specific energy

efficiency programme.

Telecommunications

The measures implemented by the telecommunications branch were mainly geared towards energy consumption in lighting, attaining greater efficiency through the

following measures:

Replacement of conventional ballasts with LED ballasts in a centre, as a pilot test.

Improvement of lighting at an office in San Sebastian:

o Replacement of incandescent light bulbs with compact, first-generation fluorescent light bulbs.

o Replacement of 100 W halogen lights with 11 W LED lights.

o Use of high-efficiency fluorescent lights.

o Replacement of conventional ballasts in fluorescent lamps with electronic ballasts.

o Replacement of mercury-vapour lamps with metal-halide lamps.



Replacement of existing power rectifiers with high-efficiency rectifiers in 10 centres.

Improvement in heating/air conditioning at the Carrascoy centre.

Study of energy efficiency of the Tres Cantos building to identify potential efficiency actions to implement in lighting and heating/air conditioning systems.

Airports

Belfast airport replaced its restroom lighting with LED lighting and implemented a consumption monitoring system which provides more detailed information to increase

energy efficiency.

Improved access to airports

Airport accessibility, either via public or private transportation, is an important part of airport management, as are the impacts it has on mobility. That is why, throughout

2012, a variety of measures were implemented to improve the surface access of airports. The measures implemented at London Luton, Cardiff and Stockholm Skavsta are

detailed below: Luton airport surface access strategy

2012 saw the final approval of Luton Airport’s surface access strategy, once the public consultation period lasting from November 2011 to January 2012 had closed and the

inputs to the consultation process had been studied. The strategy views communication with the various stakeholders as an important element and that is why its content

was agreed upon with stakeholders during the public consultation process.

The strategy, which will be implemented from 2012 to 2017, contains two basic objectives:

To increase the number of passengers arriving to or leaving Luton airport by way of public transport by more than 40%.

To reduce airport staff who commute by private car to 60% or less.

To achieve these objectives, the strategy includes a number of actions. In 2012, the following were implemented: Working with the Luton Council to draft a marketing strategy that incentivises passengers and airport staff to use public buses.

Supporting the bus operator to improve the service by improving timetables or increasing the frequency of buses, and supporting the rail company in order to increase express train frequency to two trains per hour.

Creating a work group to study capacity and adapted stops in the terminals for individuals with reduced mobility.

Offering priority parking spaces for carpooling.

The strategy's drafting, approval and subsequent implementation was carried out through the Airport Transport Forum. Members of the forum include individuals who

represent road and transport authorities, public transport operators and members of the Luton Airport Consultative Committee. To monitor strategy measures, a set of



indicators have been defined that will help assess implementation and the effects of the actions undertaken.

Improvement to the bus service between Cardiff train station and airport

The bus service running between the Cardiff train station and airport was improved. This measure involved the addition of a new stop in the St. Athan business district,

thereby linking this major economic area to the airport.

New access road to Stockholm Skavsta airport

The Stockholm Skavsta airport now has a new access road which includes a special lane for pedestrians and another for bicycles, which are physically separated from the

roadway.

Promotion of Via-T and carpooling

In order to reduce emissions arising from the use of private vehicles on motorways, abertis continued promoting two services during 2012: carpooling and Via-T.

Carpooling: In 2011, abertis launched its website www.autopistas.com, offering those interested in sharing their vehicle the opportunity to contact other interested drivers. Since its launch, the service has been used by more than 10,000 people. Long-distance routes are the most requested, in particular those running between Barcelona and Madrid (27%), Madrid and Valencia (23%), Malaga and Madrid (15%) and between Malaga and Valencia (15%). The service is also used for trips within cities. In Madrid, 251 users shared their vehicles on 115 routes, and in Catalonia, 525 users shared 330 routes.

Via-T: This payment system is a measure which helps reduce emissions from vehicles travelling on motorways. That is why abertis has been promoting this payment system among its toll road users for several years. Both the proportion of payments made through Via-T and the proportion of revenue from payments made via this system have increased in recent years, with 2012 seeing an increase of 3% and 5% respectively.

2010 2011 2012 Average Via-T payments on toll roads 32% 33% 34%

Via-T revenue 36% 37% 39%

To further promote the use of Via-T as a payment method, the following actions were undertaken in 2012:

Agreement between abertis toll roads and Saba

abertis toll roads and Saba jointly launched a campaign during the Christmas season to advertise and promote the use of Via-T. This electronic payment system allows users to travel without interruption, and now users can also park their vehicles without stopping or collecting a receipt.

Via-T customers who signed up for this campaign obtained 10 euros as a gift towards toll roads and a 5% discount on car parks; Saba Via-T customers obtained 20 euros towards tolls and 10 euros and additional discounts for use at Saba car parks.

Since this system had previously only existed as a payment system at car park exits, the launch of the campaign was timed to coincide with the implementation of




the system at entrances to Saba’s Barcelona car parks. Before this campaign was launched, a pilot test was conducted in Barcelona. Its results showed that Via-T is used in car parks more than 40% of the time and 50% in the case of subscribers. Pilot tests were also conducted in the city of Santiago de Chile.

Migration of professional cards to Via-T

In an effort to reduce the high incidence of fraud that occurs in the use of professional cards issued by non-financial institutions (which are easier to falsify), abertis toll roads, along with a number of non-financial institution card issuers, implemented a measure to replace these cards with Via-T cards.

As of 1 January 2013, professional cards issued by non-financial institutions will not be accepted as a form of payment for vehicles with a maximum authorised mass (MAM) equal to or higher than 3.5 tonnes. It is hoped that this change will reduce payment fraud and increase the flow of heavy vehicles through toll gates. To favour acquisition of the Via-T card by carrier companies, the card includes discounts and advantages. This initiative was accompanied by a major communication campaign which included the following actions:

o Mailing to national and international transport associations, and design of mailing items for non-financial institution card issuers.

o Publicity with transportation company associations, chambers of commerce, the Association of Spanish Toll Roads, Tunnel, Bridge and Toll Gate Operators, etc.

o Press release for specialised press in Spain and France.

o Reports in specialised magazines.

o Communication via specialised blogs and forums and on sites run by abertis toll roads, in addition to distribution of information flyers at all abertis toll road stations.

Between December 2011 and December 2012, the proportion of payments made using cards issued by non-financial institutions fell from 41% to 26% and payments made using the Via-T system rose from 59% to 74%.

Incentives for vehicles on the AP-2

Due to the high rate of accidents occurring on national motorway 2 between Fraga and Zaragoza, and in particular between Pina and Alfajarín, abertis toll roads signed an agreement with the Regional Government of Aragon and the Ministry of Public Works to offer incentives to drivers using the AP-2 between these two points. Drivers are offered the following incentives:

o Free toll for heavy vehicles between Pina and Alfajarín and discount of 50% between Fraga and Zaragoza, provided that the driver has a Via-T card.

o Free toll for return trips for light vehicles, on any route between Fraga and Alfajarín, provided drivers have a Via-T card and are returning within a 24-hour period.



8.2. Waste and wastewater management

The policy

abertis’s main objective with regard to waste is to reduce the amount generated

and improve its management, prioritising reuse and recycling. Another objective

for abertis is to constantly improve its wastewater treatment and quality.

Performance

Waste generation at abertis has decreased by 68% in relation to the previous

year, down to a total of 176,96719 kg, mainly due to a reduction in construction

work and the waste generated by the same. As regards waste generation and

treatment data, French Toll Roads has changed its criteria in the calculation of

this figure with an aim to making the data more exhaustive. This fact, along with

the seasonality of waste collection by authorised waste treatment companies, has

influenced the waste treatment figures, which decreased in relation to the

previous year.

Evolution of waste generation and treatment

19This figure does not include data from codad, sabsa or Orlando

.

Hazardous Tonnes

generated % treated

TOTAL HAZARDOUS 2,443.26 44%

Used solvents 4.82 18%

Used mineral oils 35.28 57%

Paints, varnishes, inks and adhesive wastes 5.07 22%

Mixed chemical waste 13.36 88%

Oil-water emulsion sludges 2,049.08 36%

Scrapped vehicles (vehicles) 192.26 100%

Scrapped electrical and electronic equipment 97.23 85%

Batteries and accumulators 35.64 49%

Scrapped parts and equipment 10.51 31%

Non-hazardous Tonnes

generated % treated

TOTAL NON-HAZARDOUS 174,452.62 21%

Waste metal (except packaging) 2,026.65 72%

Metal packaging 57.36 32%

Glass packaging 143.87 99%

Paper and cardboard waste (except packaging) 702.10 92%

Paper and cardboard packaging 65.60 40%

Waste rubber 223.35 51%

Waste plastic (except packaging) 169.69 58%

Plastic packaging 54.08 99%

Waste wood 3,386.33 98%

Scrapped electrical and electronic equipment 7.41 63%

Organic waste 1,528.47 55%

Domestic waste and similar 8,178.96 22%

Common dry sludge 200.00 0%

Common wet sludge 6,934.43 20%

Construction and demolition waste 150,772.77 18%

Other chemical preparation waste 1.55 0%

In addition to the waste types contained in the table above, there were other

types disposed of by the Luton airport: 3 refrigerators, 2 computer monitors, 14

units of contaminated solids containing chemical waste (12 containing oil and 2

containing flammable liquids).

153,671 ( 87% )

386,088 ( 70 % )

37,420 ( 21 % )

176,825

553,678

176,896

0 100.000 200.000 300.000 400.000 500.000 600.000

2010

2011

2012

Recovered waste (tonnes) Total waste (tonnes)



Waste treatment differed across business units. For both hazardous and non-

hazardous waste, treatment generally consisted of recycling or recovery by way

of incineration and energy recovery.

Waste generated on international flights

Special mention should be made concerning waste generated on international

flights, since these types of waste are subject to special laws in the case of

Belfast, Cardiff, London Luton, Orlando and sabsa airports. The purpose of this

legislation is to prevent the spread of communicable diseases across borders.

Treatment of this waste varies according to the airport: at Belfast, it is compacted

and later transported to a landfill site or recycling plant; in Orlando, it is

incinerated; in Stockholm Skavsta it is sent to a landfill or incinerated; and at

Cardiff and Luton it is handled by companies subcontracted by the airlines. Luton

and sabsa airports do not have data on waste generated on international flights.

Airports 2012

(tonnes) 2011

(tonnes)

Belfast International 248 241

Cardiff International 65.6 64

Orlando Sanford-US/SBF 90.7 122.8

Stockholm Skavsta 57.4 58.7

TOTAL 461.8 486.5

Wastewater treatment methods

The activities of the various business units of abertis mostly generate

wastewater whose low pollutant load means they can be assimilated with

domestic waste. There are certain areas, e.g. workshops or industrial buildings,

which generate wastewater from cleaning activities that may contain oils,

hydrocarbons or other substances. The toll roads generated 62,141.60 cubic

metres of wastewater.

Wherever facilities are not connected to a public sewage system, they use one of

a number of wastewater treatment systems, including septic tanks, OMS wells,

fuel settling tanks or purifiers. 2012 saw a number of wastewater-related

improvements, such as the connection of the AP-68 service area to the public

sewage system, a feasibility study on the connection of the Logroño and Igay

service areas to the public sewage systems, and the installation of biofilters at

certain toll gates for the treatment of wastewater before it is discharged. abertis

telecom fitted overfill warning systems in two more septic tanks.

Wastewater testing is carried out by Iberpistas, the AP-68 Network, the AP7

aumar Network, autopistas del oeste and Belfast and sabsa airports. In the

case of Cardiff airport, wastewater is tested by the Environment Agency, which

reports its findings to the airport whenever contaminant levels exceed the limits

stipulated by law. No reports were received in 2012.

Belfast and Cardiff airports, along with sanefand apr toll roads, are subject to

the national rainwater regulations of the countries where they are located. In

those cases where there are no regulations, the airports have the Environmental,

Health, and Safety Guidelines for Airports of the International Finance Corporation

(IFC) organisation, which cites the measures to perform in order to reduce the

environmental impact of rainwater.




Improved wastewater management

In 2012, the Haro Toll Area was connected to the municipal water supply and sewage network. Previously, the water used in cleaning and domestic activities by the toll

area was collected in an underwater well and later purified. Wastewater was discharged into a septic tank which served as a primary settling tank, before being

discharged into the public waterway.

Given the increasingly difficult and costly treatment of this wastewater owing to the high concentration of dissolved salts in the soil and the mandatory connection to a

sewage system wherever possible, the decision was taken to connect this area to the Haro municipal water system.

This construction work has improved the quality of the supply water and reduced the environmental impact of discharging wastewater into public waterways.

Re-use of electrical and electronic waste

In 2012, abertis signed a collaborative agreement with Revertia which sets out an integrated electrical and electronic waste (WEEE) management service in which

Revertia will be responsible for collecting this waste. Revertia repairs all equipment that can be repaired and sends it to charitable organisations. The rest of the waste is

treated by an authorised waste service.

In 2012, Revertia removed a total of 3.5 tonnes of WEEE waste from abertis facilities, 86% of which were CPUs, 3% printers and 11% screens and monitors. Of this

waste, 12% of the CPUs were re-used, as were 56% of the screens and monitors. By extending the useful life of this equipment and making it reusable, the Group

avoided 133 kg of CO2 emissions. The re-used equipment was donated to four projects run by two organisations in the region of Galicia: Proyecto Hombre and the

Provincial Association of Pensioners and Retirees of A Coruña.

E-receipts

For some years now, abertis has been encouraging its customers to replace paper receipts with electronic receipts. In 2011, electronic receipts accounted for 45% of the

total receipts issued, and in 2012 this figure increased to 60%.

Over the course of 2012, new campaigns were launched to promote e-receipts, including the design of a single, downloadable receipt in various regional languages, the

design of the webpage and another communication campaign targeted to customers. A total of 773 calls to private and business customers were made as part of this

campaign. Of these, 29% requested the change to electronic receipts.

The move to electronic receipts has the following advantages:



A reduction in resource consumption (paper, toner, electricity, etc.) and a reduction in paper waste on the part of customers.

Clients have better, faster and more convenient access to information on journeys made on abertis toll roads.

Unified invoicing from all the Group's concessionaires.

Updated customer database.

Promotion of the abertis toll roads website which offers customers other useful travel information.

Implementation of a surface water management plan at Luton

Developed by Luton airport and subject to an annual review, the surface water management plan serves to document the risks associated to the airport surface water

drainage system and designate the means to monitor and review short- and long-term trends in these risks.

The airport uses its own installations for water supply and drainage, while surface water is managed directly by the airport. In 2007, the airport commissioned a study to

determine the exact conditions of the airport’s surface water networks, as well as any improvements needed. Since 2007, various projects have been carried out to

improve surface water management.

The first phase of the plan consisted of analysing the extent of surface water coverage, oil settling tanks and catchment areas, and identifying any related information

gaps. During the second phase of the project, in collaboration with the Environment Agency, a letter was sent to companies operating on the airport grounds requesting

information regarding the storage of chemical substances which could potentially contaminate surface water. According to the information they provided, each company

was associated to an initial risk, on the basis of 3 criteria: The volume of chemical substances in storage.

The frequency at which the company operates in areas in which there is a risk to surface water.

The existence of substances that could be harmful to health.

Once these companies were classified, visits were made to their storage facilities to see stored products and control measures. Based on these observations, a risk level

was assigned (1 to 6) which was calculated using the frequency of occurrence and severity of risk. After studying the conditions of the facilities and the results from prior

phases, a number of priority areas needing action in 2012 were identified, and a plan was defined to enable ongoing improvement of surface water-related aspects,

promote best practices in accordance with environmental legislation and ensure progress in implemented and future related measures. This process is the same as that

defined as part of the environmental management system already in place at the airport.



8.3. Biodiversity management

The policy

As part of its commitment to environmental conservation, abertis's CSR strategy

includes a number of actions that seek to minimise the impact of its

infrastructures on biodiversity, ensuring its conservation and revitalisation.

Performance

One of the environmental impacts of the activities carried out by abertis is its

impact on biodiversity in the areas where the Group’s infrastructures are located,

which is mainly a result of land occupation. This impact is greater in toll road and

telecommunications activities, as in certain cases, parts of the infrastructures are

located in protected areas. The following data shows the toll road kilometres and

the surface areas of telecommunications centres located in protected areas:

116.9 km of the toll roads managed by abertis in Spain pass through

the Natura 2000 Network.

349.6 km of the motorways managed by sanefin France pass through

protected areas.

2.2 km of the motorways managed by abertis in Puerto Rico

(corresponding to the Tedoro Moscoso bridge) pass through protected

areas.

6.3 km of toll roads managed by abertis in Chile.

83,509.5 m2 of protected areas contain some facilities managed by

abertis telecom.

Main impacts on biodiversity in toll roads, airports and

telecommunications

Alteration and fragmentation of the area

Species dispersion

Effects on waterways

Elimination of natural spaces

Risk of habitats being destroyed

Damage to flora and fauna

Increased noise

Increased light pollution

Visual impact and impact on the landscape

Wildlife collisions with aircraft

Main conservation measures that have been implemented

Ensure the permeability of the infrastructure by building bridges or wildlife

passages Installation of noise barriers

Corrective measures affecting wildlife

Conservation of sensitive areas through specific measures such as the

creation of refuge areas for birds, mowing and limited application of

pesticides

Planting of indigenous flora

Revegetation and restoration of landscapes Studies conducted prior to construction of the infrastructure to identify the

route with the least environmental impact

Decreased frequency of grass-cutting to favour hare reproduction in the

protected perimeter of the airport, and protection against birds of prey

Measures for preventing forest fires

Annual cleaning of drains and provision of pollution containment ponds



The number of collisions between aircraft and birds is an indicator that can be

used to examine an airport's impact on the biodiversity of the area in which it is

located. Policies on grass height maintenance contribute significantly to the

reduction of birds around airports.

The airports keep a record of the number of accidents of this type which occur

annually, save for Colombia and Orlando, which have no management policy in

place to deal with events of this type and hence no information on these

accidents are available.

Airports Total no. of

strikes No. strikes/

annual flights Strikes/

10,000 aircraft

movements

2011 2012 2011 2012 2011 2012

Belfast 32 62 0.0006 0.0011 5.98 10.83

Cardiff 19 16 0.0006 0.0006 6.35 5.96

Luton 32 26 0.0003 0.0003 3.22 2.63

sabsa 0 0 0 0 0 0

Stockholm Skavsta

35 0 0.0011 0 11.21 0




sanef biodiversity audit

The biodiversity audit is part of the “Paquet Vert” programme, which includes biodiversity protection as one of its 6 main lines of action. In addition, sanefsigned an

agreement in 2011 with the 2011-2020 National Biodiversity Strategy (ENB). As part of its commitment, sanefdecided to conduct a biodiversity audit between 2010 and

2012. The aims of this audit were: To identify the natural heritage in and around saneftoll roads.

To identify and prioritise actions in the area of biodiversity.

To consolidate a biodiversity conservation, management and use plan.

To integrate this plan of action in the drafting of the Regional Ecological Coherence plans.

The project was implemented in three phases. The methodology was developed in the first phase, field studies were conducted during the second phase and in the third

and final phase an action plan was defined and the audit report drafted. In 2010 a series of areas requiring measures were identified and prioritised. A total of 29 spaces

were identified. This identification was performed using studies available on the network and interviews with the main stakeholders in the areas where saneftoll roads are

located.

In 2011 and 2012, field studies were carried out. These were conducted with the help of local partners working as observatories of the natural areas in certain regions.

The main studies carried out include: Analysis, monitoring and management of natural areas in the Isques interchange station, an area which is home to a variety of rare and protected species.

Study of species and habitats in important rest areas in Pèlerins and la Croisette.Many species were identified, including a number of noteworthy species of butterflies.

Study of wildlife trails around different roads.50% of wildlife passages have a moderate to good level of functionality.

Assessment of the ecological function of the A4 toll road for bats in the Sommedieue forest.18 species of bat were identified around this road.

Diagnosis of the interest of green zones on the A4 for birdlife in the Ardre valley region.27 bird species were identified, some of which use the areas for nesting and food.

Study of amphibian populations in the Vernier Marsh.Six amphibian species were observed in the area, of which two were observed to be in a good state of conservation.

A number of stakeholders participated in the biodiversity audit, such as Nature Parks, environmental organisations and natural area observatories. To keep these

organisations informed and ensure their participation, sanefdefined two supervising bodies:a steering committee which provided scientific support, consisting of a

representative from the National Museum of Natural History, a representative of the National Federation of Parks and Gardens, a representative of the Environmental

Protection Association, a representative of the Federation of Natural Space Conservationists, and a technical committee made up of local experts from the network of

associations and from the academic and technical fields.

The strategy that will be used to evaluate the defined biodiversity will seek to improve the biodiversity of the region surrounding the saneftoll road network. The strategy

is founded on 4 main principles which include 24 separate actions:



Management of infrastructure in a manner that is respectful of the natural environment.

Ensuring permeability of infrastructures.

Developing and sharing knowledge relating to biodiversity.

Collaborating with interested parties and fostering communication with the general public with an aim to involving them in biodiversity conservation.

Promotion of biodiversity around toll roads

Motorways have an impact on the biodiversity of the areas where their infrastructures are located. To minimise this impact and foster conservation of the biodiversity

founds in these areas, Spanish Toll Roads has implemented a variety of actions on the AP-7 north toll road. Specifically, the actions carried out were:

Hydroseeding of an area measuring 1,055,600 m2.

Installation of 80 km of noise-absorbing road surfaces to reduce noise.

Planting of 82,396 trees and 54,889 shrubs.

Installation of 8,343 linear metres of artificial noise barriers.

Creation of 43,451 m2 of water naturalisation ponds under the viaduct.

Installation of 13,354 linear metres of earth mounds to reduce noise.



8.4. Noise management

The policy

abertis’s objective with regard to noise pollution is to minimise the impact from

noise generated by the company’s activities, prioritising impact reduction for local

communities.

Performance

For abertis,the noise pollution arising from its activity represents an

environmental impact, especially in the case of the toll road and airport business

units. In an effort to reduce the impact of noise from airports and toll roads on

the natural environment and the community, a variety of actions have been

carried out in recent years. Although noise pollution is not one of the main

impacts of telecommunications centres, abertis has soundproofed a number of

its technical centres. In 2012, seven centres were soundproofed.

In the case of toll roads, measures included the creation of noise maps, the use

of low-noise asphalt and the introduction of noise barriers, in addition to

awareness campaigns for toll road users. abertis also monitors the noise impact

of the toll roads it manages. The following table lists the proportion of abertis toll

roads, as a percentage of total kilometres, which have been tested to determine

the acoustic impact of the infrastructure.

2010 2011 2012

Km of toll road 58% 67% 66%

The airports, in turn, have also implemented measures to reduce their acoustic

impact on their environment:

Airport Actions performed Belfast International -Definition and implementation an Environmental

action plan in accordance with European Directive

on noise pollution 2002/49/CE Cardiff International -Definition of preferential noise routes

-Motor vehicle restrictions

-Low-power taxiing during take-off and landing of

aircraft

-Grants for sound-proofing homes most affected by

noise London Luton Airport - Noise generated by aircraft monitored via three

units installed in the airport and a mobile unit for

monitoring noise in local communities

- Definition of a night noise reduction policy

- Publication of a noise action plan in January 2012

- Information on its website via TraVis on routes

which are being used by aircraft. Stockholm Skavsta

- Use of structured flight routes

- Soundproofing of buildings most effected by noise

pollution.

At Orlando and sabsa airports, noise pollution is managed by the Sanford and

DGAC Airport Authorities respectively.

Luton airport publishes an annual report which contains all the data relating to

noise testing and analysis, with data on the number of days on which noise limits

were exceeded, the surface area and number of persons affected by different

noise levels and complaints received, along with other statistics.




Impact of airport noise

The noise generated by airport activity is one of the main impacts these infrastructures have on the environment and surrounding communities. The airports managed

by abertis have implemented numerous actions to reduce this impact. These actions included consultation on airways with members of the community, the definition

of preferential noise routes, noise monitoring and the definition and implementation of a noise action plan.

An important aspect in this regard is to maintain a direct line of communication between the airport and the community. That is why, in addition to the usual channels

of communication (telephone, email, website and information counters) and meetings with local organisations, Cardiff, Luton and Belfast airports have also formed

specific Committees or consultative forums.

Over the course of 2012, a total of 948 airport noise-related complaints were received. 100% of these complaints were processed and dealt with by the airports. The

table below details the complaints received and processed by the airport:

Airport 2012 2011 Belfast 4 2

Cardiff 5 7

Luton 938* 733

sabsa 0 1

Stockholm Skavsta 1 5

*made by a total of 355 persons

As regards the number of people in the community who are exposed to high levels of noise, the number of people exposed to a DNL of between 55 and 65 dB at Belfast

airport fell from 269 people in 2011 to 186 people in 2012. At Cardiff, this number remained steady at 100. Noise level data from Stockholm Skavsta, Luton and sabsa

airports is not available, and in the case of the Orlando airport, this information is handled by the Sanford Airport Authority. In 2012, no-one was moved from the areas

around these airports due to noise pollution.

Travis, a resource for information on noise

Developed by Luton airport, Travis is a resource for the airport’s local community to view arriving and departing flights and information on noise levels. This system has

two modes of use: Replay Mode. This mode displays archived flight data; the user can view flights from the last two months.

Live Mode. This mode displays flights to and from the airport operating at present. This data can only be displayed after three hours and not in real time as Luton airport must ensure that all data has been correctly correlated and combined before publishing it. The live mode does not display noise levels.



Flights can be displayed using up to 4 different layers in both modes. The flight path is shown by way of an airplane symbol and a line which shows the flight trajectory,

in green for departures and red for arrivals.More flight information can be displayed by clicking on the airplane icon.

Noise level data is provided by three fixed noise monitoring radars installed at a distance of 6.5 km from the airport. The noise levels are displayed within circles that

change colour according to the number of decibels measured.

This resource also displays weather information for the date and time entered, showing temperature, humidity, wind speed and direction, with information updated every

30 minutes.

Travis includes a panel which allows the user to modify search data such as flight track length and the speed at which the flights are replayed. The system can also

display flight information (flight number, speed, altitude and origin/destination) next to the airplane icon.



8.5. Raising environmental awareness

The policy

abertis makes every effort to extend its environmental commitment to all

stakeholders, both internal and external. In view of this objective, the different

business units carry out various activities to raise awareness on environmental

issues.

Performance

In line with abertis’s objective to extend its environmental commitment to its

stakeholders, the Group’s different business units have undertaken a number of

environmental awareness-raising actions. Throughout 2012, the Group invested a

total of EUR 178,837 in this area.

Awareness-raising activities implemented

Central services

In 2012, the abertis foundation continued to offer training programmes to the

employees of companies that provide services on its premises. Visitors to the

foundation’s headquarters at Castellet castle are also informed of its certified

environmental management system.

serviabertis, in turn, continued its Aristos campaign, sending out numerous

memos concerning salient environmental aspects related to office activities:

waste management, energy and water consumption and information regarding

climate change.

Toll Roads

SpanishToll Roads continues to raise awareness among its employees with its

Aristos campaign, informing them of a variety of environmental issues arising

from its activities. It has also provided staff with information on the value of

landscape and forests located near certain service areas.

French Toll Roads still offers sustainable driving courses to its employees and

tips for toll road users via the panels located in the main service areas. These

panels also provide information on the landscape and forests located in the

region. In addition, projects involving local schools continue to raise awareness

on the environmental management of the natural area around its network, in the

Rogerville valley.

As regards International Toll Roads, elquihas conducted noise studies at local

schools and autopistas del oeste has carried out campaigns geared towards

environmental protection and best practices among toll road staff. These

campaigns were disseminated through different internal communication channels.

The goal of these campaigns is to raise staff awareness and provide incentives for

workers to adopt environmental best practices. To this end, one such campaign

offered gifts to staff that had collected used oil. Educational talks are also offered

at schools to inform students of toll road campaigns.

Telecommunications

In 2012, telecommunications undertook actions linked to the Aristos awareness-

raising campaign, in addition to updating and distributing posters entitled “What

to do during an environmental emergency”, as well as the environmental

awareness capsule on its intranet, which informs staff on what to do in the event

of a spill. In addition to the above, abertis telecom offered staff a course on

efficient driving, as well as other face-to-face and online courses on the Virtual

Campus regarding Operational Environmental Monitoring.

Airports

Belfast airport provides the companies operating on its grounds with a guide on

energy use, prepared in collaboration with the Carbon Trust. Airport users have

also been informed of the costs associated with the consumption of natural

resources at the airport.

To raise awareness among its staff, sabsa has created a Pocket Guide on

environmental best practices and offered talks to raise awareness on the

environment.



Cardiff continues publishing information on its website regarding preferential

noise routes and quarterly reports detailing complaints received and any

deviations from preferential noise routes.

Luton is working to improve the environmental education of its airport workers

with a Green Guide that was launched at the end of 2011. This guide includes

topics in keeping with the procedures set out in its environmental management

system.


Informe de Responsabilidad Social Corporativa87


Aristos continues working to raise awareness among abertis staff

Since its launch by abertis telecom, the Aristos campaign has been extended to SpanishToll Roads and central services. It has become the principal means by which

abertis conveys information and recommendations to its staff on environmental best practices, its aim being to improve behaviours that have an impact on the

environment and foster a more responsible consumption of resources.

During 2012, eight environmentally-related Aristos communication actions have been carried out via the abertis intranet for toll roads and four for central services. The

communications provided information on the following topics:

Environmental aspects relevant to the corporate headquarters, offices and toll gates, and maintenance and conservation. The aim here was for people working in

these areas to be aware of the main environmental issues associated to their day-to-day activity.

Water management at toll gates.

Management of toll equipment, materials and products.

Management of office and toll gate waste.

Electrical and electronic equipment waste, inks and toners.

Atmospheric emissions arising from transportation.

Sustainable driving.

New in 2012, Aristos also offered environmental advice to abertis staff, in addition to advice on road safety. In particular, two communication campaigns were launched

as part of Aristos which concerned road safety, one on distractions at the wheel and another on handling stress while driving. These communications offered advice on

safe and efficient driving, helping abertis staff to improve the way they approach driving, both on duty and off.


Report on Corporate Social Responsibility88

9. SUPPLIERS

STRATEGIC LINE 5:Extending the social responsibility commitment to suppliers and contractors.


Policy Main features Practical experience 2012

Extending the social responsibility

commitment to suppliers and contractors.

Extending the commitment to suppliers and contractors

Providing social value to the Group

"Meet the Buyer" sessions return to Luton airport

Implementation of a new electronic negotiation tool

Summary of

indicators

94% of contracts contain

social and environmental

clauses

98% of purchases made

from local suppliers

270 suppliers have been

assessed using the CSR

assessment system



Policy

abertis extends its social responsibility commitments to its suppliers and

contractors through the inclusion of social and environmental clauses in tenders

and contracts and through the supplier approval process.

Performance

abertis's main suppliers are those associated with electrical power supply,

construction, communication and professional services.

The purchases made by the various business units included in this report account

for26 % of the total turnover of the same. With the aim of boosting the local

economy and reducing the environmental impact associated with their transport,

98% of these purchases were made from local producers20. This figure represents

an increase of 2.7% compared with 2011.

Volume of local purchases

Spain 99%

United Kingdom 99%

Sweden 95%

United States 51%

Bolivia 97%

Puerto Rico 100%

Argentina 100%

The Suppliers Portal, which began to be implemented in 2011 by the Purchasing

and General Services Department in collaboration with the CSR Committee and

the Quality Committee, is the principal tool in supplier management

centralisation. Throughout 2012, we have worked to consolidate the supplier

registration and assessment system, increasing the number of suppliers and

scope of action.

20The data from France, Chile and Colombia has not been included in the final computation as

the information was not available. A local provider is someone who has tax residency in a

country where one of the Group’s companies operates, and who renders services or offers products to the Group’s company.

abertis has developed a new purchasing model whose objective is to seek out

excellence in purchasing management through a simple and standardised process

that is applicable to all business units and which promotes competition among

suppliers. This new model is structured around three basic cornerstones:

Classification according to purchase category: purchasing is

managed based on differentiated strategies for each purchase category

or family.

Management model: with the aim of structuring the Purchasing Model,

a number of different roles with clearly defined responsibilities are

established.

Supplier Relationship Management: A set of guidelines are

established in order to achieve greater visibility and control of suppliers,

ensure free competition, improve quality and service and reduce

administrative costs stemming from supplier management.

The purchase management process includes managing the requirements for

procuring goods and services, the request for proposals from suppliers,

negotiation thereof and the subsequent award of the purchase. This new supplier

management system has done the following:

Achieved greater visibility and control of suppliers.

Promoted collaboration with strategic suppliers.

Increased the quality and quantity of services of the supplier panel.

Reduced administrative costs stemming from supplier management.

This unified supplier portal has allowed for the design, development and

implementation of supplier information and documentation management systems,

which in turn have eliminated duplication of effort and sped up the contracting

process, as well as ensuring that purchase management is based on abertis's

values and on the principles of fairness, objectivity and transparency.

The corporate supplier assessment process is carried out using a subcontracted

supplier registration, approval and assessment service model. This service allows

us to control the validity of registered supplier information and documentation,

the automatic delivery of reminders to suppliers for the submission or update of



information or documents, and to keep buyers informed about any changes to the

supplier's status.

The criteria established for the approval of suppliers include indicators linked to

developing the social responsibility of these organisations, thereby extending

abertis's social responsibility commitment to its suppliers. The indicators dealing

with sustainability are grouped into four categories – leadership, dialogue,

transparency and communication and management systems. Each category is

weighted differently for the calculation of the final score. This method is based on

the average score of all participants, which is modified as the number of

registered suppliers changes. This method allows us to quantify the relative

position of suppliers with respect to the market in terms of sustainability.

Suppliers are classified into 3 categories:

A+ Suppliers with an above-average rating

A: Suppliers whose rating falls within the average score

B: Suppliers with a below-average rating

In 2012, a total of 3,490 suppliers were assessed and of these, 613 have been

approved following the criteria established in the Supplier Portal. Of these

suppliers, 270 have been analysed according to the CSR assessment system. The

results are as follows:

A+ A B

Number of suppliers 74 141 55

Purchase volume (EUR) 71,839,639.56 32,271,496.72 9,580,645.98

The supplier portal currently includes companies managed by abertis located in

Spain and the United Kingdom, and abertis continues to work on extending the

Portal to companies in France and Latin America.

In addition to the direct procurement of services and materials from suppliers,

calls for tenders also contain environmental and social clauses. Throughout 2012,

a total of 433 calls for tenders were made, of which 94% contained social and

environmental clauses. This figure has remained stable compared to the previous

year.

Number of tenders with social and environmental clauses

139

417 407

0

100

200

300

400

500

2010 2011 2012




Providing social value to the Group

With the aim of adding social value to its business, abertis is working towards increasing its collaboration with Special Work Centres. The procurement of services

and/or products from these social businesses (non-profit organisations whose disabled staff accounts for 70% of the total workforce) has increased 270% over the

year. This enables the companies to both conduct their business in a socially-responsible way and meet Spanish regulations concerning the hiring of people with

disabilities (LISMI) via the application of alternative measures.

Another example of this is the organisation's participation in the conference hosted by Business with Social Value, held on 12 December in Barcelona. The conference's

mission was to create physical and virtual spaces that would facilitate communication and interaction between commercial companies and social businesses, providing

them with the chance to identify and create new business opportunities with social value for the procurement of new products and create relationship-building

synergies. The conference featured a variety of presentations and two spaces that gave visibility to social businesses:

Face to Face. An opportunity to sit down and talk: a 10-minute meeting with a company previously arranged via internet.

3 x 10. A chance to discover, share needs and find solutions: in groups of ten, each person was given two minutes to present their challenges, and the rest of

the group responded by contributing their ideas, opinions and solutions in three minutes. The aim was to offer a space to share ideas, innovate and jointly

create new business, new markets and new projects.

The Meet the Buyer sessions return to Luton airport

Luton Airport is a key player in its local economy. That is why the airport organised its third “Meet the buyer” event in collaboration with local government and other

organisations in October 2012. The objective of this event is to work closely with economic networks and local government to boost the profiles of local suppliers. Thanks

to this event, local suppliers had the opportunity to present their services directly to companies related to the airport. A total of 77 suppliers and buyers participated in the

event, covering the entire range of industrial sectors present in the area.

Both attendees and the companies that organised and/or participated in the event have rated it positively, highlighting its role as a driving force in the local economy and

as a platform for networking and facilitating local contracts, thus adding value to the supply chain. This type of event encourages companies to buy locally. The organisation of the event is proof positive of Luton’s commitment to the development of the regional economy and to fostering business opportunities for local

companies.



Implementation of a new electronic negotiation tool

Stemming from the need for a tool that would establish a single channel of communication between abertis and its suppliers, a collective negotiation tool has been

implemented. Before its implementation, a market survey of existing tools was conducted to determine the tool that best suited the particular requirements of abertis.

Parameters were then assigned according to the needs of the Group and the process was concluded with an information campaign to help approved suppliers familiarise

themselves with the new tool.

This tool is used exclusively for direct communication between abertis and its suppliers through the publication of information and the sharing of documentation related

to procurement processes. Since October, all tenders managed by the corporate purchasing department have been handled using this new negotiation tool.

The main benefits of using this new platform to manage abertis's relationship with its suppliers include:

Management of a greater quantity of suppliers and proposals.

Transparency in the procurement of goods and services.

Standardised negotiation process for all procurement categories.

Improved communications and more stable and reliable relationships with suppliers.

Reduced negotiation time.

Improved efficiency of price management and negotiation.

Knowledge management; all information is centralised in one place.

Reduction in paper usage.



10. ADDING VALUE TO THE COMMUNITY

STRATEGIC LINE 6: Becoming involved with the community and social fabric



Establishing permanent links with the community, based on active

participation and the integration of social needs

Consolidating relations with organisations that represent society

abertis chairs Creation of the Road Behaviour Observatory Corporate volunteer plan

Promotion of tourism in regions around toll roads

Managing community action and sponsorship activities

abertis, a member of the community Sponsorship of the Dali exhibition at the Pompidou

Museum Sponsorship Day

Summary of

indicators

263 meetings held with

a total of 136

associations

0.5% of the

consolidated net profit in

social contribution

71% investment in

long-term social

initiatives aligned with

the business



Policy

Our communities feel both the direct and indirect economic, social and

environmental impact of our company’s activities. That's why abertis has

included them in its vision and company values, its aim being to establish

medium and long-term ties that will improve the welfare of the communities in

which it operates.

Performance

The work of abertis, based on the management of infrastructure and

telecommunications centres, provides the community with a public service which

facilitates mobility and communication as well as sustainable and responsible

access to new markets. Due to their importance as public services, the activities

we undertake have emergency plans to guarantee service continuity in the event

of incidents and thus reduce the impact that any interruption may have on the

community.

The presence and management of transport and telecommunications centre

infrastructures have different types of impact on the community – direct and

indirect, positive and negative.

The main positive impact is the economic and social development of the area as a

result of the presence of the infrastructures, in terms of creating employment and

attracting tourism. These in turn foster the development of economies of

agglomeration, i.e. the appearance of other economic activities around the

infrastructure. Telecommunications centres contribute to the development of the

area by favouring communication and the exchange of information among the

different agents; they also have a high impact on emergency management.

The most important effect is the environmental impact on the area surrounding

the infrastructure. The principal environmental impacts include land occupation,

noise and waste generation, and the impact on air, soil and water quality.

abertis has undertaken numerous actions to reduce environmental impact, the

details of which are described in this report.

abertis interacts with the community by working directly with the organisations

of the area where it operates, as well as by implementing sponsorship and social

initiatives. There are 5 areas of action, in accordance with the Group's activities –

mobility and road safety, the environment, social accessibility and economic

development, cultural accessibility, and training and research.

In 2012 SpanishToll Roads and rutas del pacífico received fines of €872 and

€7,078 respectively, arising from administrative processing.



10.1. Consolidating our relationship with the local community

abertis is aware of the importance of being a part of the community and believes

that a pro-active relationship is essential in helping it manage the impact its

activity may have on society. That is why abertis maintains various channels of

communication (telephone, email, post, website), which facilitate contact with the

companies which make up the Group, allowing the community to send in any

queries, complaints or suggestions. In some cases specific committees are

formed to allow for direct, two-way communication with the community such as

the Luton Airport Consultative Committee, the Belfast Airport Consultative

Committee or the Cardiff Airport Touchdown Committee.

Proof positive of the presence of abertis in the community is its collaboration

with 136 local associations and groups working in diverse areas (environmental,

social, business and cultural) and the total of 263 meetings held with said groups.

In parallel, abertis develops agreements and/or collaborative actions with local

government and groups to carry out initiatives that help to improve the

communities where it operates.

For 2013, the company's business units have set objectives that will improve the

company's relationship with its community, favour communication, reduce

environmental impact, increase participation and visibility within the community,

and help them to continue carrying out their supportive and collaborative actions

with local organisations.

The abertis foundation

In addition to the actions undertaken by the various business units, the

abertisfoundation is where most of the organisation's social initiatives are

developed as part of its corporate social responsibility framework. In this sense,

the areas in which the foundation operates are aligned with the organisation's

activity and the main impacts it generates, as well as the strategic lines of the

CSR plan. In 2012, four areas of action – road safety, the environment, social

action and culture – had a decidedly international character.

In the area of road safety, it is worth noting that the Autoroute Académie

programme (www.autorouteacademie.com), now in its second year, has been

expanded with content aimed specifically at motorcyclists. Autoroute Académie,

promoted by French Toll Roads and the foundation, is a virtual driving school that

teaches young French people about safe motorway driving. The website receives

more than 8,000 visits each year.

The awareness campaign entitled 'You've got one life left. Don't lose it on the

road' travelled all the way to Chile and Puerto Rico, carrying out actions at

Chilean motorway toll booths to raise drivers' awareness of safe and responsible

mobility. Advertising inserts were also placed in the main Chilean and Puerto

Rican newspapers.

The Auriga Project, led by the abertis foundation in conjunction with the

Catalan Transport Service and the Catalan Government's Department of

Education, has raised awareness among teenagers between 14 and 18 – the age

at which youngsters start learning to drive – in secondary schools located in

Barcelona and the nearby town of Viladecans. A volunteer from the Guttmann

Institute shared his experience of the motorcycle accident which left him

paraplegic.

In 2012 the Road Volunteer project continued, in which six young people with

Down's syndrome observed and noted the behaviour of drivers and pedestrians

when entering and leaving the Dolors Monserdà-Santapau, Sagrat Cor, Escola Lys

and la Escola Poeta Foix schools, all of which are located in the Barcelona district

of Sarrià. This initiative led by the foundation enjoys the support of Barcelona

http://www.autorouteacademie.com/



City Council, the Catalan Down's Syndrome Foundation and the city police

department.

With regards the environment, Castellet castle, the headquarters of the abertis

foundation, has submitted its candidacy to be the home of the UNESCO Centre

for Mediterranean Ecosystem Biosphere Reserves. The foundation's director

submitted the candidacy on 11 July at the UNESCO headquarters in Paris, thus

culminating many months of work and consolidating the sustainability efforts that

the foundation has been carrying out over the last 13 years.

In the sphere of social action, the abertis foundation has once again actively

participated in abertis's 4th Corporate Volunteer Day, devoted to poverty and

social exclusion. The Group's headquarters in Spain, France, the United Kingdom,

Argentina, Chile and Puerto Rico all participated in this initiative. It is also worth

noting that countries such as Chile, Colombia and Brazil have been the

beneficiaries of various social projects.

In the area of culture, the abertis foundation and French Toll

Roadssponsored the retrospective of artist Salvador Dalí held at the Pompidou

Museum in Paris. In addition, the fifth instalment of the prestigious book entitled

Viator featured natural heritage and monuments as seen from Puerto Rico's

motorways.

Castellet castle continued to act as a catalyst for the region and as a space for

welcoming abertis stakeholders. In 2012 the fort welcomed the Prince and

Princess of Asturias and Girona, HRH Felipe de Borbón and HRH Letizia Ortiz, as

well as the US Ambassador to Spain, Alan D. Solomont. The headquarters of the

abertis foundation has received more than 47,000 visitors since it was opened

to the public in 2004. Free guided tours of Castellet are organised so that visitors

can learn about the history of the fort. Various cultural institutions were also

invited to temporarily loan some of their historical objects to the centre to add to

the museum exhibition 'One Castle, One Way', visited during the guided tours.




Abertis Chairs The abertis chairs have taken significant steps forward in 2012, helping to consolidate the international transfer of knowledge between the worlds of academia and

business.

This was seen in the granting of the First International abertis Award, which recognises the best research work on transport infrastructure management from the national

level awards presented by the UPC-abertis chair in Transport Infrastructure Management (in collaboration with the Polytechnic University of Catalonia) and the

ENPC-IFSTTAR-abertis chair (with the École des Ponts Paris-Tech and the Institut Français des Sciencies et Technologies des Transports de l’Aménagement et des

Réseaux), supervised by lecturers Francesc Robusté and Simon Cohen, respectively.

In 2012, the UPR-abertis chair was launched in collaboration with the University of Puerto Rico. This chair is directed by Benjamín Colucci, professor in Mayagüez

University's Department of Civil Engineering. This chair was created with the aim of fostering collaboration between universities and businesses in order to identify

opportunities for collaboration that make it possible to align real infrastructure needs with the knowledge and disciplines developed in the academic sphere. The

agreement that led to this research chair stipulates the creation of the abertis Award for Puerto Rico in recognition of research work carried out by university students in

the field of infrastructure in Puerto Rico. Winners of the prize, along with the winners of the abertis chair in Spain and France, will be eligible to win the International

abertis Prize. The agreement with the University of Chile to create the UCH-abertis chair, which will be presented in January 2013, was also signed. This chair will be

directed by Sergio Jara Díaz, lecturer in Economy of Transport in the Faculty of Physical Sciences and Mathematics at the University of Chile. These two chairs make a

total of four chairs specialised in research and training in transport and infrastructure management.

The IESE-abertis chair on Regulation, Competence and Public Policies, directed by Xavier Vives, has organised conferences and seminars where topics related to

economic revitalisation and public-private partnerships figured prominently. The FEDEA-abertis chair on the Economy of Infrastructures and Transport, directed by

Tano Santos and Ofelia Betancor, has sponsored remarkable seminars and publications on air transport as well as the following research projects: Impact of Transport

Infrastructure on International Competitiveness of Europe (I-C-EU); Socioeconomic and financial assessment of transport projects and the integration of air transport and

high-speed rail: impact on accessibility and the environment (AERO-AVE). Current work with ESADE as part of the ESADE chair in Leadership focuses on the work led

by lecturer Josep Maria Lozano at the Social Innovation Institute, which includes the 2012 programme entitled "Moments of Leadership: Two moments of leadership.

Building a company: from five to one hundred thousand”. Throughout 2012, the UPC-abertis chair in Transport Infrastructure Management has also organised

different courses, such as Mobility in Smart Cities and Supply Chain Logistics: Integration of Production and Distribution Activities, given by Carlos A. Méndez, lecturer at

the National University of the Littoral (Argentina), as well as seminars on traffic (Mathematical models for traffic observation, simulation and forecasting), mobility

(Towards the joint design of urban mobility: public transport, traffic and pricing) and transport.



Creation of the Road Behaviour Observatory French Toll Roads has created the Road Behaviour Observatory in collaboration with the CETE Normandie Centre, the purpose of which is to raise drivers' awareness of

road safety. Published in July 2012, its first study analysed three aspects – the occupation of the road, the use of indicating by drivers and overtaking on the wrong side.

The study showed that 1 out of 3 drivers make inappropriate or even dangerous manoeuvres while on the road. Based on real data and statistics and not on drivers'

statements, this was the first study of its kind to be conducted in France. Data was collected using traffic counting cameras, a fixed camera and observation of vehicles on

a three-lane motorway free of features which could influence driving.

According to the results of the study, 36% of drivers use the middle lane despite having access to a free inside lane. Two out of three drivers fail to signal when they

overtake other vehicles and 16% of drivers do not observe the minimum distance required between their car and the car in front of them. It was also found that 37% of

drivers exceed the established speed limits.

Corporate volunteer plan

Voluntaris is the name given to the abertis corporate volunteer programme. This initiative, driven by the employees of the Group, began in 2009. The programme

provides staff with opportunities to volunteer in their free time, with numerous charitable activities being organised throughout the year.

Within the framework of the Corporate Volunteer Plan, the company held its fourth Corporate Volunteer Day in December under the motto “Now more than ever, let’s

redouble our efforts”. Also participating were the organisations the Spanish Red Cross, the Food Bank foundation and Cáritas Diocesana. The day’s activities included a

round table chaired by the presidents of the two participating foundations and the head of Cáritas, who described the harsh reality in which many people find themselves

at this time, especially families who had not imagined they would ever need assistance.

During the Volunteer Day, the abertis foundation announced it would donate EUR 24,000 to four charitable projects previously selected by Group staff:

- A project providing therapy for children and young people who have suffered sexual abuse and mistreatment, led by the Concepció Juvanteny Foundation of

Barcelona.

- Work to improve the mobility of Haitian children with disabilities and/or amputated limbs, through the Our Little Brothers and Sisters Foundation operating at the

Kay St. Germain rehabilitation centre in Port-au-Prince (Haiti) - Support for Sanfilippo syndrome research and genetic therapy as a cure, through Sanfilippo Barcelona

- Adaptation and rehabilitation of accommodation provided by Barcelona City Council for people with learning disabilities and their guardians, led by the Aspasim

Foundation

The event also welcomed Jil van Eyle, the creator of “teaming”, a new initiative which allows company employees to make micro-donations from their pay, who came to

express his gratitude for the efforts of abertis employees who each donated one euro per month towards charitable projects. The abertis headquarters in Argentina, Chile, France, Puerto Rico and the United Kingdom also participated in the Volunteer Day through food drives.



Promotion of tourism in regions around toll roads

abertis toll roads has signed an agreement with the Catalan Tourism Agency (ACT) for the promotion of tourism in Catalonia, which will run through to 31 December

2013. As part of this agreement, abertis will carry out information campaigns in service areas and along toll roads informing users of the tourist attractions located within

Catalonia, placing special emphasis on routes and weekend breaks – the products with the greatest growth potential. Both online and off-line platforms will be used to

publicise these campaigns.In addition, abertis toll roads will create a special area on its www.autopistas.com website exclusively devoted to tourism in Catalonia, and

will publish a multimedia tourist guide in Catalan, Spanish, English, French and German.

ACT, in turn, will provide abertis with content for its platforms in addition to space for promotional purposes, mainly on the internet and social media, as well as other

actions.

Further collaborative agreements were signed in 2012 with other local authorities such as Segovia Provincial Council, Castellón Provincial Council and the City Councils of

Denia and Altea. The aim of these agreements is to work together to promote the culture and economic development of the cities around the toll roads whilst promoting

car-based tourism and motorways as a fast and safe means of visiting the country’s tourist attractions. These agreements feature a number of actions, including: - Reports on the various cities included in the “De route” section on www.autopistas.com

- which will also be included in the tourist information offered by the Interactive Information Points located in service areas.

- Interactive tourist guides for the main European cities.

The presence of the major tour operators on www.autopistas.com to promote car-based tourism.






10.2. Social action and sponsorship

abertis has an Executive Manual on Community Commitment Projects which sets

out the priority areas for the group in terms of sponsorship and the requirements

that the applicant projects must fulfil. In 2012 the abertis foundation and

central services received a total of 383 sponsorship requests, of which 124 were

approved.

Included within this social action and sponsorship activity are those initiatives

developed by the Foundation, as well as all those directly organised by the

Group's different business units. In 2012, funding for sponsorship and donations

totalled EUR 5.2 million, equivalent to 0.5% of abertis's consolidated net profit.

All of those social action projects that are approved are classified using the LBG

Spain methodology, which makes it possible to separately identify long-term

actions that are in line with the business of the Group from management costs

and occasional contributions.

Ocasional

donations

16%

Community

investment

30%

Commercial

initiatives

41%

Management

costs

13%

LGB Contribution 2012 by Type

Social

accessibility and

socioeconomic development

45%

Cultural

accessibility

22%

Mobility and

road safety

5%

Environmental

conservation

20%

Training

/Research

8%

Community contributions by field of activity

Education and

youth

4%

Health

14%

Socioeconomic

development

34% Environment

21%

Art and culture

20%

Social welfare

3%

Humanitarian aid

0.48%

Other

4%

LBG contribution by area of actvity




abertis, a member of the community

abertisfeels it is an integral part of the communities where its infrastructures are located, and as a member of these communities, it is keen to play an active role in their

activities. That is why the Group’s companies take part in a number of activities and projects in order to contribute to community development, and in particular, to help

at-risk groups. This is evidenced by various social projects carried out by abertis telecom during 2012, which were the result of collaboration with organisations which

support disadvantaged groups and carry out projects in the field of research and health. The projects that abertis has collaborated on include: the Marató telethon on

TV3, where it was responsible for transmitting the activities’ audiovisual signal; the Marató de la Pobresa telethon; the Mírame TV solidarity telethon; the “Por la sonrisa

de un niño” (“For a child’s smile”) festival; the Food Campaign; and the “Friends of Malik” campaign of Doctors without Borders, for which a corresponding budget was

earmarked for Christmas gifts. abertis has also collaborated on the completion of signage for the Cim de Montagut information point, an iconic place for visitors to Camp

de Tarragona and Penedés, thereby contributing to the promotion of tourism in an area of natural beauty.

The airports managed by abertis also carry out actions and collaborate with local bodies to implement projects in their communities.For instance, in 2012 Luton airport

carried out a number of actions in its community, including:

The reopening of the Gateway Gallery of Art located in the airport, which in 2012 and 2013 will exhibit the work of five local artists who won a contest.

The delivery of the Luton’s Best 2012 awards to those individuals, groups, organisations or businesses that have made a difference and brought real value to the city.

Financial support for the training of volunteers working in the Calibre Audio Library to improve the quality of life of blind, visually impaired, disabled and dyslexic people.

A £50,000 donation to the Community Trust Fund in 2012.

The public election of the Sue Ryder charity as a Luton airport collaborator for 2012-2013. Luton has promised to donate £5,000 to the charity and its airport team will collaborate on an initiative to involve staff and passengers in fundraising activities during this period.

Continuation of the Prince’s Trust “Get into Airports” programme, through which five young unemployed people between the ages of 18 and 25 have received training and completed a two-week internship in one of the companies located in the airport.

In the case of the toll roads business unit, a similar example is that of the monetary donations made by autopistas del oeste to the Ángel H. Roffo Oncology Institute,

made possible through proceeds generated from the collection of paper waste and used oil by staff, and the donation of surplus flu vaccines to institutions which offer help

to groups at risk of exclusion (low-income families, people with disabilities, etc.).



Sponsorship of the Dali exhibition at the Pompidou Museum

Cultural sponsorship, which fosters involvement in the community and the social fabric, is another part of abertis’s Strategic Social Responsibility Plan. For abertis,

culture is a good which enriches people and improves their quality of life. That is why it is our objective to facilitate public access to culture and assist governments in

attaining this goal.

Both abertis and the abertis foundation have signed ongoing collaborative agreements with the main cultural institutions in the regions where they operate, including

the Prado Museum, the Museu Nacional d’Art de Catalunya (MNAC), the Liceu Opera House and the Royal Theatre of Madrid.

An example of its commitment to culture is abertis’s participation, through the abertis foundation and sanef, as one of the main sponsors of the large Dalí

retrospective which opened in November 2012 at the Pompidou Museum in Paris and which will continue through to 25 March 2013. This is a significant exhibition as it is

the first time works have been brought in from three of the most important repositories of Dalí's work: The Fundació Gala-Salvador Dalí (Figueres), the Salvador Dalí

Museum in St. Petersburg (Florida) and the Museo Reina Sofía (Madrid). The exhibition also includes works on loan from other institutions such as the MoMA (New York),

the Philadelphia Museum of Art, the Tate Modern and the Musées Royaux des Beaux-Arts of Belgium.

Conference on sponsorship

On the occasion of the International Day for Monuments and Sites, a conference on cultural sponsorship and patronage was held at Castellet castle, the headquarters of

the abertis foundation. The result of collaboration between the abertis foundation, the Department of Culture of the Catalan Government and the MACBA Foundation,

the aim of this conference was to present current trends in corporate patronage and sponsorship in the field of culture, in a context of increasing demand for

environmental and social project funding. Spain’s cultural sector accounts for nearly 4% of its GDP and provides employment to 2.8% of Spanish workers.

Also participating in the sessions was the Catalan Councillor for Culture, Ferran Mascarell, who called for a greater reliance on the mixed model of cooperation in the

cultural sphere that combines both public and private participation, as public-private alliances of this type will likely play an essential role in the future. The Director-

General of Cultural Industry and Policy for the Ministry of Education, Culture and Sports, María Teresa Lizaranzu, spoke about the new law regarding patronage being

developed by the ministry. The objective of this legislation is to change the view held with regard to cooperation with private business. She explained that it was

necessary to move from a conventional public aid and subsidies-based model to one which allows for greater participation by private corporations and contributions from

citizens. The president of the MACBA Foundation called for a change of model, with greater, more direct involvement of civil society in financing cultural institutions and

activities. Salvador Alemany, President of the abertis foundation, stressed the importance of greater commitment on the part of businesses and the need for a greater

focus on specific sponsorship projects which could also be an integral part of company strategy.



11. VERIFICATION REPORT



12. INDEX OF CONTENTS AND GRI INDICATORS CONTENT PAGE21 COVER22

1. STRATEGY AND ANALYSIS

1.1 Statement from the most senior decision-maker of the organization. 3-4; 5-11 AR

1.2 Description of key impacts, risks, and opportunities. 53-57 AA; 52-56 CGR

2. ORGANISATIONAL PROFILE

2.1.- Name of the organization. 6

2.2.- Primary brands, products, and/or services. 7-9; 28 AR

2.3.- Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. 8;203-221 AA

2.4.- Location of organization's headquarters. 8 AA

2.5.- Number of countries where the organization operates and names. 9

2.6.- Nature of ownership and legal form. 8; 15-19 AR; 2-8 CGR

2.7.- Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries) 8-9; 28, 32, 38-39, 41-

42, 48 AR

2.8.- Scale of the reporting organisation, including number of employees, number of operations, net sales, total capital, the quantity of products or

services offered, surface area of airport, number and length of the runways, indicating if they are main runways or cross wing, minimum flight connection time, number of airlines in the airport and desitnations during the reported period.

13, 33; 59-63 AR; 5 AA

2.9.- Significant changes during the reporting period regarding size, structure, or ownership. 8-9; 25-26, 42, 46 AR

2.10.- Awards received in the reporting period. 19; 45 AR

3. REPORT PARAMETERS

PROFILE DISCLOSURE

3.1.- Reporting period (e.g., fiscal/calendar year) for information provided. 6

3.2.- Date of most recent previous report (if any). 6

3.3.- Reporting cycle (annual, biennial, etc.) 6

3.4.- Contact point for questions regarding the report or its contents. 6

SCOPE AND CONTENT OF THE REPORT

3.5.- Process for defining report content. 6-11

3.6.- Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further

guidance.

8

3.7.-State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope).. 7-8

3.8.- Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.

8

3.9.- Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the

compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator

Protocols.

6-8

21 Symbols: AR (Annual Report), AA (Annual Accounts), CGR (Corporate Governance Report)

22 The meaning of the symbols: when the coverage is total when the coverage is partial.



3.10.- Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement

(e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement methods).

7, 24-26, 49, 63-64, 68

3.11.- Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. 8

GRI CONTENT INDEX

3.12.- Table identifying the location of the Standard Disclosures in the report. 104-112

VERIFICATION

3.13.- Policy and current practice with regard to seeking external assurance for the report. 7, 103

4. GOVERNANCE, COMMITMENTS AND ENGAGEMENT

GOVERNANCE

4.1.- Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting

strategy or organizational oversight.

15-19 AR; 42-47 CGR

4.2.- Indicate whether the Chair of the highest governance body is also an executive officer. 25 CGR

4.3.-For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that are

independent and/or non-executive members.

8-12 CGR

4.4.- Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. 17-18, 41-42; 56-61

CGR

4.5.- Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements),

and the organization's performance (including social and environmental performance).

17-22 CGR

4.6.- Processes in place for the highest governance body to ensure conflicts of interest are avoided. 15 AR; 51-54, 62, 67-70

CGR

4.7.- Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including

any consideration of gender and other indicators of diversity.

15 IA; 51-54, 62, 67-70

CGR

4.8.- Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance

and the status of their implementation.

15, 23-28 CGR

4.9.- Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social

performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and

principles.

15-16; 61-74 CGR

4.10.- Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance.

15-16; 20-22, 25-27,

62-64 CGR

Compromisos con iniciativas externas

4.11.- Explanation of whether and how the precautionary approach or principle is addressed by the organization. 15-16; 52-56 CGR

4.12.- Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. 19, 94-102

4.13.- Memberships in associations (such as industry associations) and/or national/international advocacy organizations 19, 95

STAKEHOLDER PARTICIPATION

4.14.- List of stakeholder groups engaged by the organization. 17

4.15.- Basis for identification and selection of stakeholders with whom to engage. 10-11

4.16.- Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. 9-11, 17-18, 26, 37, 40, 89, 91, 94-95

4.17.- Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.

10



GRI Description Page Cover.23

UNGC24

MDG25

Checking

ECONOMIC PERFORMANCE

Disclosure on management approach – Economic 8-9, 23, 29-34, 93-

102; 29, 65-74 AR

EC1 (P) Direct economic value generated and distributed. 13; 5 AA 26

EC2 (P)

Financial implications and other risks and opportunities for the organization's activities due to

climate change. 61-62, 70-73 7,8 7

(a)

EC3 (P) Coverage of the organization's defined benefit plan obligations. 47; 140-147, 192-196 AA

EC4 (P) Significant financial assistance received from government. 75, 87, 104, 132 AA

MARKET PRESENCE

EC5 (A) Range of ratios of standard entry level wage by gender compared to local minimum wage at

significant locations of operation. 44

EC6 (P) Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.

89 27

A01 Total number of passengers annually 25-26

A02 Annual total number of aircraft movements 25-26 28

A03 Total amount of cargo tonnage. 26 29

EC7 (P) Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation.

44-45 6

INDIRECT ECONOMIC IMPACTS

EC8 (P) Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement.

94-98 8

EC9 (A) Understanding and describing significant indirect economic impacts, including the extent of impacts.

33-34, 94-98 (a)

ENVIRONMENTAL PERFORMANCE

Disclosure on management approach - Environment 28, 50-59, 61-69, 70-79

MATERIALS

EN1 (P) Materials used by weight or volume. 69 30 8

EN2 (P) Percentage of materials used that are recycled input materials. 69 30 8,9

ENERGY

EN3 (P) Direct energy consumption by primary energy source. 66-68 31 8

23 The meaning of the symbols: when the coverage is total when the coverage is partial.

24 UNGC: UN Global Compact.

25 MDG: Millennium Development Goals

26 The percentage of dividends includes the supplementary dividend of 2011 and interim dividend of 2012.

27 The data from France, Chile and Colombia has not been included in the percentage of local purchasing calculation as this information was not available.

28 Codad departing flights have not been included as no data breakdown was available, nor was any data available for arriving cargo flights or general flights.

29 sabsa and codad are not included in this indicator as this data is not available. Commercial flights out of Stockholm Skavsta do not carry cargo. Orlando does not operate cargo flights. There are no segregated data for Belfast or Cardiff on commercial and cargo flights; hence, the entire item is imputed to

cargo flights.

30 Consumption of concrete and metals by elqui has not been included, nor has the data on paper consumption from rutas del pacífico, as no reliable data exists on quantities used.

31 Fuel consumption data for rutas del pacífico and the mobile sources for elqui were excluded as estimation of these amounts was not possible. Petrol consumption at Orlando was not included. The data for GJ is 110,148.70GJ for natural gas, 381,847.53GJ for diesel, 7,127.44GJ for LPG, and 331.11GJ for

renewable energy sources.



GRI Description Page Cover.23 UNGC24

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EN4 (P) Indirect energy consumption by primary source. 66-67 32 8

EN5 (P) Energy saved due to conservation and efficiency improvements. 62, 70-71 8,9 7 (a)

EN6 (A) Initiatives to provide energy-efficient or renewable energy based products and services, and

reductions in energy requirements as a result of these initiatives. 57-58, 71-73 8,9 7

(a)

EN7 (A) Initiatives to reduce indirect energy consumption and reductions achieved. 62, 70-71 8,9 7 (a)

WATER

EN8 (P) Total water withdrawal by source.

65 33 8

A04 Quality of storm water by applicable regulatory standards. 75 34

(a) EN9 (A) Water sources significantly affected by withdrawal of water.

36

EN10 (A) Percentage and total volume of water recycled and reused. 36

BIODIVERSITY

EN11 (P) Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of

high biodiversity value outside protected areas. 78 8 7

EN12 (P) Description of significant impacts of activities, products, and services on biodiversity in protected

areas and areas of high biodiversity value outside protected areas. 78 8 7

EN13 (A) Habitats protected or restored. 80-81 8 7

EN14 (A) Strategies, current actions, and future plans for managing impacts on biodiversity. 78-81 8 7

EN15 (A) Number of IUCN Red List species and national conservation list species with habitats in areas

affected by operations, by level of extinction risk. ND NV

EMISSIONS, EFFLUENTS AND WASTE

EN16 (P) Total direct and indirect greenhouse gas emissions by weight. 63-64 35 8 7

EN17 (P) Other relevant indirect greenhouse gas emissions by weight. 63-64 35 8 7

EN18 (A) Initiatives to reduce greenhouse gas emissions and reductions achieved. 61-62, 70-73 9 7 (a)

EN19 (P) Emissions of ozone-depleting substances by weight. NA36 8 7 NV EN20 (P) NOx, SOx, and other significant air emissions by type and weight.

36 8 7

EN21 (P) Total water discharge by quality and destination. 75 37 7

(f)

EN22 (P) Total weight of waste by type and disposal method. 74-75 38 7

(b)

EN23 (P) Total number and volume of significant spills. NA39 8 7

A05 Ambient air quality levels according to pollutant concentrations in microgram per cubic meter 65 40

(a)

32 The data for GJ is 1,267,387.79GJ. According to the fuel mix for electricity generation for each country where electricity is consumed, and based on available data from Eurostat and the International Energy Agency, the primary sources of fuel used are nuclear (26%); renewable energy (25%); natural gas

(23%); crude oil (9%); cogeneration (7%); coal (6%) and other primary sources (4%).

33 Data from rutas del pacífico and elqui has not been included, nor was the water consumption of channels and reservoirs located on the AP7/AP2 acesa network.

34 Data is not available for all the airports (codad, sabsa, Luton and Sweden do not have this information; this data is not applicable to Orlando due to the type of activities operated by abertis there), as each airport's management varies. For this reason, the information included is qualitative in nature. We are

working to find a way to present this information that is representative and relevant to our stakeholders. We hope to publish this information in future reports in the medium-term.

35 The scope of this information is detailed on page 62 of this report.

36 Significant impacts have not been identified for these items. Direct emissions of NOx and SOx were not found to be significant.

37 Wastewater is discharged in a diffuse manner, which makes it difficult to quantify (the only data available is that from toll roads). We are currently defining a system for estimating this figure and hope to publish it in future reports in the medium- to long-term.

38 This figure does not include data from codad, sabsa or Orlando. The data on the percentage of separated waste according to final treatment is not available. We are currently defining a system for estimating this figure and hope to publish it in future reports in the medium-term. Likewise, Luton and sabsa

airports do not have data on waste generated on international flights.

39 Not applicable as no significant spills have occurred.

40 Data is not available for all of the airports, since this aspect is managed differently in each of them. For this reason, the data included here is qualitative. We are working to find a way to present this information that is representative and relevant to our stakeholders. We hope to publish this information in

future reports in the medium-term.




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(μg/m3) or parts per million (ppm) by regulatory regime.

A06 Aircraft and pavement de-icing/anti-icing fluid used and treated by m3 and/or metric tonnes. 69 40

EN24 (A) Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of

the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped

internationally.

NA41 NV

EN25 (A) Identity, size, protected status, and biodiversity value of water bodies and related habitats

significantly affected by the reporting organization's discharges of water and runoff. NA41 NV

PRODUCTS AND SERVICES

EN26 (P) Initiatives to mitigate environmental impacts of products and services, and extent of impact

mitigation.

57-59, 70-73, 76-77,

80-81, 83-84 9 7

(a)

EN27 (P) Percentage of products sold and their packaging materials that are reclaimed by category. NA41 9 7 NV

COMPLIANCE

EN28 (P) Monetary value of significant fines and total number of non-monetary sanctions for non-compliance

with environmental laws and regulations. 51 8 7

TRANSPORT

EN29 (P) Significant environmental impacts of transporting products and other goods and materials used for

the organization's operations, and transporting members of the workforce. NA41 NV

OVERALL

EN30 (A) Total environmental protection expenditures and investments by type. 51; 161 AA 7

NOISE

A07 Number and percentage change of people residing in areas affected by noise. 83 42

SOCIAL: (LABOUR PRACTICES AND DECENT WORK)

Disclosure on management approach - Labour 36-39, 43-44, 48-49

EMPLOYMENT

LA1 (P) Total workforce by employment type, employment contract, and region, broken down by gender. 36-37

LA2 (P) Total number and rate of new employee hires and employee turnover by age group, gender, and

region. 36-37

43 6 (c)

LA3 (A) Benefits provided to full-time employees that are not provided to temporary or part-time

employees, by major operations. 47

44 6 3 (a)

LA15 (P) Return to work and retention rates after parental leave, by gender. 44 45

LABOUR/MANAGEMENT RELATIONS

LA4 (P) Percentage of employees covered by collective bargaining agreements. 37 1,3

LA5 (P) Minimum notice period(s) regarding significant operational changes, including whether it is

specified in collective agreements. 37

46 3

OCCUPATIONAL HEALTH AND SAFETY

LA6 (A) Percentage of total workforce represented in formal joint management-worker health and safety

committees that help monitor and advise on occupational health and safety programs. 48 5,6

LA7 (P) Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related 49 47

(d)

41 This is not applicable given the nature of the abertis group’s activities.

42 Data from Stockholm Skavsta, Luton and sabsa has not been included.

43 Progress has been made in publishing data broken down by gender and professional category; we hope to publish the disaggregated data broken down by region and age group along with the data concerning new employees in future reports in the short-term.

44 Social benefits are reported in aggregate form.

45 Data from codad was not included as this information was not available.

46 The minimum notice period in abertis’s business units ranges between 8 and 90 days, always pursuant to current legislation. 47 With regard to the breakdown by region, we are currently consolidating the data and hope to publish it in future reports in the medium-term. Similarly, the hours worked segregated by gender for Belfast, Gencat and aumar networks, rutas del pacífico, and elqui were estimated using staff distribution

figures. For elqui, the days not worked according to gender were estimated using the distribution of the number of hours not worked.




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fatalities by region and by gender.

LA8 (P) Education, training, counseling, prevention, and risk-control programs in place to assist workforce

members, their families, or community members regarding serious diseases.

48 6

LA9 (A) Health and safety topics covered in formal agreements with trade unions. ND49 NV

TRAINING AND EDUCATION

LA10 (P) Average hours of training per year per employee by gender, and by employee category. 38 50 3

LA11 (A) Programs for skills management and lifelong learning that support the continued employability of

employees and assist them in managing career endings. 38

51 3

LA12 (A) Percentage of employees receiving regular performance and career development reviews, by

gender. 38

52 3

DIVERSITY AND EQUAL OPPORTUNITY

LA13 (P) Composition of governance bodies and breakdown of employees per employee category according

to gender, age group, minority group membership, and other indicators of diversity. 36, 43-45; 16-19 AR

53 1,6 3

EQUAL REMUNERATION FOR WOMEN AND MEN

LA14 (P) Ratio of basic salary and remuneration of women to men by employee category, by significant

locations of operation. 43

54 1,6 3 (a)

SOCIAL PERFORMANCE ( HUMAN RIGHTS)

Disclosure on management approach – Human Rights 15, 28, 41, 43-45,

88-90

INVESTMENT AND PROCUREMENT PRACTICES

HR1 (P) Percentage and total number of significant investment agreements and contracts that include

clauses incorporating human rights concerns, or that have undergone human rights screening.

55 1,2,4

5,6 3

HR2 (P) Percentage of significant suppliers, contractors and other business partners that have undergone

human rights screening, and actions taken. 90

56 1,2,4

5,6

(e)

HR3 (P) Total hours of employee training on policies and procedures concerning aspects of human rights

that are relevant to operations, including the percentage of employees trained. 38, 40-41

57 (e)

NON-DISCRIMINATION

HR4 (P) Total number of incidents of discrimination and corrective actions taken. 58 1,6 3

FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING

HR5 (P) Operations and significant suppliers identified in which the right to exercise freedom of association

and collective bargaining may be violated or at significant risk, and actions taken to support these

rights.

59 1,3 3

CHILD LABOUR

HR6 (P) Operations and significant suppliers identified as having significant risk for incidents of child labor, 59 1,5

48 No record of serious illness exists which would require the creation of specific programmes.

49 This information is has not yet been compiled.

50 acesa and gencat AP7/AP2 networks and abertis toll roads do not have gender-segregated data. Similarly, data from rutas del pacífico and elqui has not been included as verified data was not available.

51 Programmes set up to manage the end of employee’s careers are not included.

52 Data from codad, rutas del pacífico and elqui has not been included as it was not available.

53 Given the nature and location of abertis’s activities, the data relating to minorities is not considered material, according to the expectations of the stakeholders.

54 abertis’s salaries are established based on professional categories and the Management by Objectives Programme. Salaries constitute confidential information.

55 In 2012, no investment or major contract agreements were signed which contained human rights.

56 At present, supplier evaluation and certification on the supplier portal as well as the CSR scoring include all of the business units in Spain.

57 Part of the training that workers receive is linked to questions on human rights, but there is no disaggregate format for this information, which is why it is not possible to specify the percentage of employees.

58 Not applicable as no incidents of discrimination occurred in 2012.

59 Most of abertis's activities are performed in OECD countries, and therefore there is no significant risk of human rights violations. Furthermore, abertis’s code of conduct, applicable to all the Group’s companies and which may be extended to suppliers and subcontractors, explicitly includes adherence to the

principles of the United Nations Global Compact.




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and measures taken to contribute to the effective abolition of child labor.

FORCED AND COMPULSORY LABOUR

HR7 (P) Operations and significant suppliers identified as having significant risk for incidents of forced or

compulsory labor, and measures to contribute to the elimination of all forms of forced or

compulsory labor.

59 1,4 3

SECURITY PRACTICES

HR8 (A) Percentage of security personnel trained in the organization's policies or procedures concerning

aspects of human rights that are relevant to operations.

ND NV

INDIGENOUS RIGHTS

HR9 (A) Total number of incidents of violations involving rights of indigenous people and actions taken. 58

ASSESSMENT

HR10(P) Percentage and total number of operations that have been subject to human rights reviews and/or

impact assessments.

15

60 (a)

REMEDIATION

HR11(P) Number of grievances related to human rights filed, addressed and resolved through formal

grievance mechanisms.

41

SOCIAL PERFORMANCE (SOCIETY)

Disclosure on management approach - society 15, 19, 23, 51, 93-

94, 97

LOCAL COMMUNITIES

SO1 (P) Percentage of operations with implemented local community engagement, impact assessments,

and development programs. 94-102 1 8

(f)

SO9 (P) Operations with significant potential or actual negative impacts on local communities. 94

SO10 (P) Prevention and mitigation measures implemented in operations with significant potential or actual

negative impacts on local communities. 35, 50, 93

A08 Number of persons physically or economically displaced, either voluntarily or involuntarily, by the

airport operator or on its behalf by a governmental or other entity, and compensation provided. 82

CORRUPTION

SO2 (P) Percentage and total number of business units analyzed for risks related to corruption. 15 10 (a)

SO3 (P) Percentage of employees trained in organization's anti-corruption policies and procedures. 15, 40-42 10 (a)

SO4 (P) Actions taken in response to incidents of corruption. 61 10

PUBLIC POLICY

SO5 (P) Public policy positions and participation in public policy development and lobbying. 94 62 10

(a)

SO6 (A) Total value of financial and in-kind contributions to political parties, politicians, and related

institutions by country.

63 (a)

ANTI-COMPETITIVE BEHAVIOUR

SO7 (A) Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and

their outcomes. 23; 153-155 AA

COMPLIANCE

SO8 (P) Monetary value of significant fines and total number of non-monetary sanctions for non-compliance

with laws and regulations.

23, 51, 94; 149, 153-

155 AA

60 Risk maps and their periodic analyses include human rights risks. We hope to publish data on the percentage of operations subject to a human rights review in future reports in the medium-term.

61 Not applicable as no incidents of this type occurred in 2012.

62 abertis’s Code of Ethics stipulates that the Group shall not influence government decisions; it also states that its relations with public bodies shall based on the principles of integrity, honesty and respect. There are countries in which said practices are carried out within a framework of proactive relations

with the public authority.

63 abertis's Code of Ethics stipulates that the company cannot try to influence decisions made by the government and prohibits any conduct oriented to obtaining favors or which may hinder integrity or transparency.




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SOCIAL PERFORMANCE (PRODUCT RESPONSIBILITY)

Disclosure on management approach – Product responsibility

23-25, 27-34

CUSTOMER HEALTH AND SAFETY

PR1 (P) Life cycle stages in which health and safety impacts of products and services are assessed for

improvement, and percentage of significant products and services categories subject to such

procedures.

28-34

PR2 (A) Total number of incidents of non-compliance with regulations and voluntary codes concerning

health and safety impacts of products and services during their life cycle, by type of outcomes.

64

A09 Total annual number of wildlife strikes per 10,000 aircraft movements. 79

PRODUCT AND SERVICE LABELLING

PR3 (P) Type of product and service information required by procedures, and percentage of significant

products and services subject to such information requirements. 23-28

(a)


product and service information and labelling, by type of outcomes.

65

PR5 (A) Practices related to customer satisfaction, including results of surveys measuring customer

satisfaction. 23-28, 33-34

MARKETING COMMUNICATIONS

PR6 (P) Programs for adherence to laws, standards, and voluntary codes related to marketing

communications, including advertising, promotion, and sponsorship.

64


marketing communications, including advertising, promotion, and sponsorship by type of

outcomes.

66

CUSTOMER PRIVACY

PR8 (A) Total number of substantiated complaints regarding breaches of customer privacy and losses of

customer data. 26

67

COMPLIANCE

PR9 (P) Monetary value of significant fines for non-compliance with laws and regulations concerning the

provision and use of products and services. 23; 154-155 AA

64 Not applicable as no incidents of this type have occurred.

65 Not applicable as no significant incidents of this type have occurred, nor has abertis adopted voluntary codes in this regard.

66 Not applicable as no incidents of this type occurred in 2012.

67 No complaints have been made concerning respect for privacy or personal data leaks.

Verification codes:

Verified indicator

NV Not verified

(a) Reported in a qualitative manner

(b) Does not report on waste treatment

(c) Not broken down by age group or region; detailed information on new contracts not given

(d) Not broken down by region

(e) Percentage not given

(f) Not broken down by destination of waste



13. GRI REVIEW REPORT