31 minute read
Our ESG Committee
Taking into account that Sustainability is key to strengthening the relationship with our stakeholders, as well as the importance of a long-term approach to practices, policies and programs in this field, in 2021, ALEATICA SAB and ALEATICA S.A.U, parent company of the group, both created ESG Committees (Environmental, Social and Governance) within its Boards of Directors. They will further ALEATICA’s commitment to add value for our shareholders while recognizing the need that the returns are consistent with our objectives and responsible actions in Environmental, Social and Governance matters.
The ESG Committees establish an operational process that facilitates the achievement of the company’s ESG objectives and goals, as well as the of company’s contribution to meeting the Sustainable Development Goals (SDGs) of the 2030 Agenda.
The ESG Committees’ responsibilities include:
• Establishing the company’s ESG strategies and keeping them under review, ensuring that they continue to be an integral part of the general corporate strategy and its application, as well as that social, environmental, and economic activities remain aligned.
• Promoting dialogue with various company stakeholders to understand their expectations and learn about their knowledge of ESG issues. • Ensuring that the company recognizes the impact of its activities, including its shareholders, customers, employees, suppliers and the community in general, and that within the general activities and operations and its growth and business development plans, such activities are conducted responsibly.
• Reviewing the social and environmental impacts, as well as the possible risks in terms of climate change and human rights in the business, related to ESG and make decisions that affect the operation and the communities.
• Keeping the Board up to date and fully informed about strategic issues and business changes that could affect the company and the market in which it operates.
• Developing and supporting the necessary activities to translate
ESG policies into an effective plan for their implementation and agree on a program of specific ESG activities supported by appropriate goals and key performance indicators.
In addition to the ESG Committees, a Global Sustainability and User Service Department has been strategically structured. A Global Environmental and Social Sustainability Coordinator works with sustainability and environmental representatives in each Business Unit, who report periodically on the performance of the sustainability strategy to the Directorates of each country, each region, and globally.
Each and every one of the Functional Directorates of ALEATICA, as well as the Steering Committee and the Directorates of the Business Units, have committed to following ESG strategies in the execution of their projects and as they ensure operational continuity. A comprehensive understanding of sustainability makes us move towards a better future.
SAEFETY FIRST
Safety is our top priority, always. We take care of every customer, every person, always. It is an attitude embedded in ALEATICA’s culture.
Strategy
Safety is and will always be our top priority. We take care of each customer and each employee. It is a permanent element of ALEATICA’s corporate culture. We have committed to continuously improving security conditions for our users and employees through an integrated management approach. We also strive to promote, together with regulatory bodies, a culture of safety among our suppliers and in the communities where we work. As containment measures resulting from the COVID-19 pandemic were progressively eased and the global economy recovered, traffic increased, on average, 42% across ALEATICA’s assets in terms of vehicle kilometers travelled. This was unfortunately reflected in a proportional increase in the number of user injuries reported, with a total that is nevertheless 9% lower than the 1,255 reported in the pre-pandemic year of 2019.
Impact6
Registered user injuries (includes traffic accidents)
1.141
+42,8% from 2020 (799 injured) to 2021
In 2021 we spent 163,705 hours training our staff in safety strategies, a 355% increase from last year. Our safety initiatives helped us achieve significant reductions in employees and contractor accidents of 27.78% and 16.23%, respectively, for a total of 171.
Total frequency of reported employee and contractor injuries (LTIFR)
6.10
-38.2% from 2020
Incidence rate (LTIIR)
1.46
-34% from 2020 Employee and contractor fatalities
1
Employee of the CONMEX Business Unit
2
CONMEX Contractors Action has been taken to continue to address risk, as described in the following sections. This includes the deployment of the safe cabin project, which includes improving vertical and horizontal signage and lighting in the areas of the toll booths, and the installation of shock absorbers. We are also working with our contractors to ensure the implementation of approved procedures, such as lane confinement schemes.
Fatalities resulting from COVID-19 COVID-19 antigen tests applied
Mexico 6
Peru 1
22.325
+169% from 8,300 tests in 2020
Safety for Our Users Safety for Our Employees and Contractors Health Promotion and Health Services
The 2020 expansion of the Safety Management System (SMS)7 led to the standardization of safety management in the organizations. We have since made updates to procedures and processes. In 2021, we consolidated the use of the ALEATICA Safety Reporting (ASR) platform, through which all accidents and incidents are recorded, thus allowing investigation and identification of the root cause of incidents and accidents while proposing corrective measures and following up on each case before it can be closed.
Accident Reduction Programs (PRA)
This year was also key in consolidating the PRA, which establish ALEATICA’s Road Safety strategy for the next five years. Accidents are analyzed and addressed with a comprehensive approach that considers three core elements: Road Factor, User Factor and Vehicle Factor.
ALEATICA adopted the accident reduction commitment of the “Decade of Action for Road Safety”, recently renewed by the United Nations for another 10 years (2021-2030). The investments contemplated in the PRA (2020-2024) amount to 108.34 million euros. In 2021 we invested approximately 42.19 million euros, 271% more than in 2020, and thus we have now carried out 49.4% of the total budgeted.
The Major Maintenance area of the Technical Department contracted studies from iRAP8 that will be an essential guide for actions undertaken to increase safety standards. These include upgrades in road signs, lateral restraint systems, frontal restraints, ITS, lighting, and paving.
Working to reduce risks associated to user behavior and vehicle performance is also essential. In this regard, during 2021, ALEATICA continued to implement the We Are All Road Safety initiative that was launched the precious year to promote a culture of road safety through training and the development and implementation of programs for accident prevention and timely response. In Perú, AuNor utilized various types of digital communication tools, such as flyers, animated videos and infographics, and broadcasted relevant messages in local radio stations nearly 700 times. Our employees and contractors are the stakeholders with the highest priority and attention, along with our users. Within the Safety First Plan, different projects help move towards a cultural change in matters of safety and health at work, where each and every one of the members of the organization is aware of the importance of working with safety.
The Near Miss project has been implemented in all ALEATICA Business Units globally, within the ALEATICA Safety Reporting (ASR) digital platform. This has been an essential advancement in the cultural change that we want to achieve in terms of Health and Safety. The project’s main objective is to internalize the identification of unsafe acts and conditions that, if not resolved, could materialize in an incident or accident at work.
The Job Hazard Assessment (JHA) is based on safety training on risks and daily activities. All Business Units are also conducting preventive measures against COVID-19. For some administrative personnel, it is possible to complete the training online. The program further seeks to generate employee empowerment in safety and, incrementally, foster a culture of interdependence where each and every employee helps strengthen safety. A pilot Stop Cards program, in which all can call for a pause to prevent risks they detect, will be expanded in 2022. The Safety Moment at noon or at breaks will also be continued. Much effort was again needed in 2021 from ALEATICA’s medical services. We had to maintain health vigilance programs and refocus efforts on the prevention and mitigation of COVID-19. We conducted the following actions:
Informative Health Campaigns, including on respiratory diseases, breast cancer, and Asperger syndrome
Anti-doping controls, as an essential process to ensure the safety of employees and contractors.
Influenza vaccination campaign.
Ongoing COVID-19 Strategy.
7 Safety Management System based on ISO 45001, ISO 14001 and ISO 9001. 8 iRAP (International Road Assessment Program) is an independent consulting company that issues an opinion on the road safety status of the roads they analyze. They catalog the routes between 1 and 5 stars (1 being the lowest value and 5 the maximum value). They analyze different topics such as containment systems, soundtracks, road design, operating speeds, among others.
PASSION FOR THE TEAM
Our people, with their commitment, passion and vision, make it possible to achieve the results and the mission we set out as a company. We recognize their effort, commitment and collaboration. We enjoy life, both inside and outside the company.
Strategy
Our employees are a key factor in our business’ success. Their development, performance and motivation are essential elements to generate satisfaction for our clients and for the company to achieve its business objectives. For these reasons, we take care of them, we recognize their contributions, and we have clear and transparent processes to provide them with security and stability. Our commitment is to maintain a working environment that promotes inclusion, values diversity, and leads to collaborative relations, in line with our overall views on human rights.
Impact9
Number of employees
2.494
Women Men
811 1,683
32.5% 67.5%
+7.28 % in the number of women employees, as compared to 2020 (756)
Employees under collective contracts Training hours undertaken
51% 57.834
Female managers
27
executive positions are held by women (19% of total positions at this level)
Training and Development
In 2021 we developed a formal training program for all administrative employees, New way of working, focused on three key aspects:
Key competencies for productivity, to generate a new set of organizational competencies and provide practical tools to ensure employee development in behaviors that generate value to the business, drive sustainable results, and help maintain commitment with the team.
Work from home skills, which address the regulatory framework of hybrid work and enables employees to manage new rules and protocols of virtual interaction, including through new tools and technological schemes.
Work-Life Balance, promoting a healthy lifestyle and a corporate culture that prizes work-life balance and looks after the employees’ physical and emotional health.
9 Information from the following Business Units is not considered: Mexico (Toluca International Airport), Spain (Autovía A-2 and Metro Ligero Oeste) and Chile (Vespucio
Oriente).
Compensations and Benefits Performance Evaluation
The company’s remuneration structure was approved by the Boards of Directors of ALEATICA, S.A.U. in December 2019 and of ALEATICA S.A.B in February 2020. It is competitive in the market, equitable within the company, and set based on the contribution that each position makes to organizational pillars and business objectives.
To improve the quality of life of our employees and the coordination between local and global work teams, in 2021 we implemented a Work Modalities Standard. It sets work schedules that maximize the windows for interaction between countries, rules for scheduling meetings, calls and sending emails, and establishes rest and disconnection periods to promote greater productivity when in duty and improve the employees’ quality of life. Performance management is a key process to keep a team committed and aligned with the company’s Pillars and business plan, promoting continuous improvement and team development. In 2020 we launched the first performance management process by establishing annual cycles, with three phases: goal setting. mid-year review, end of cycle review. Initial implementation of the process covered all employees at the executive level.
At the end of 2021, the 135 employees that lead work teams and had key functions in the organization had been include in this process.
Equality, Diversity and Inclusion
Our selection process guarantees equal opportunities and non-discrimination based on gender, race, sexual orientation, religious beliefs, political opinion, nationality, social origin, functional diversity, or any other circumstance. We always respect the legislation in force in each country.
ALEATICA is actively seeking to retain, promote and hire women in higher positions to achieve gender parity. Nevertheless, there currently is a higher proportion of men in executive positions. As remuneration is assigned by level of responsibility, without making distinctions by gender, at executive levels the average annual salaries of female employees was 75,730.91 euros, while for male employees it was 119,929.09 euros.
Overall, of the 370 new hires we made in 2021, 48% were women.
EXECUTIVES
118
Male
MIDDLE MANAGEMENT 27
Female
198
Male 96
Female
ADMINISTRATIVE/ OPERATIONAL
1.367
Male 688
Female Our Code of Ethics prohibits any type of discrimination and any type of harassment, abuse of authority, threat, or any other form of aggressive or hostile behavior that generates a climate of intimidation. We have established internal channels and mechanisms that allow employees to file complaints and ensure follow-up that is consistent with our values, regulations and principles.
We have also acted to ensure that the workspaces in our corporate offices in Mexico, as well as in Business Units such as GANA, are accessible to people with disabilities. To date, we employ 14 employees with disabilities.
Awards and recognitions
In 2021, ALEATICA was recognized by local partners for its actions and policies to reduce risks faced by its employees. This includes a prize for excellence in ths field from the port of Santa Cruz de Tenerife, Spain, and the “COVID Seal” for its management of the pandemic in the port of Valparaíso, Chile, along with the docking company Port Operations of Valparaíso.
EXCELLENCE IN SERVICE
Our raison d’être is people. We serve and care for our customers. We apply a systemic and innovative approach to provide a high added value service. We are allies of our clients.
Strategy
Users are at the center of our operation. We focus on meeting their requirements and expectations when using our routes. We seek to evolve towards an integrated Customer Experience (CX) approach, that considers the needs and perspectives of our customers in all areas as we provide safe, comfortable, and agile trips. This includes the creation of cross-functional customer experience committees as part of the process of development, prioritization, approval and monitoring of projects, and to response to high-impact complaints we may receive.
ALEATICA generated a new user service strategy called One Customer Experience. We utilize data generated internally and on mobility analysis to better characterize and segment our users’ profiles. By tailoring our customer experience to their needs we are able to retain current users and attract new customers. All Business Units in Mexico carry out evaluations of our users’ experience, covering both their situations and emotions, to best meet their needs. We are committed to integrating this strategy globally in the months to come.
To more effectively answer user calls and provide information on ALEATICA services, we unified our operation into a single Contact Center. We are working with our supplier to provide training that puts into practice our culture of prevention and reflects the priority we assign to responding to emergencies.
Impact10
Average satisfaction surveys rating
8,9/10
in 2021, up from 8.8/10 in 2020 Invoices Generated through the ALEATICA App TeleVía Electronic transactions
57.331 383.094
generated invoices in 2021, up from 6,316 in 2020
Customer Care and Service
The ALEATICA app
The ALEATICA app, available in the Apple Store and in Google Play, was developed to allow users to obtain information on our services and tolls, communicate with us, and obtain invoices for tolls paid. Last year it had a total of 14,158 downloads and 57,331 invoices were generated, 57,169 in CONMEX. GANA began to invoice through the app in November 2021, issuing 162.
Operational Improvements Satisfaction surveys
Numerous initiatives were implemented, and investments made, at the Business Unit level to bring to life our comprehensive focus on improving customer service. Examples include, at CONMEX, installing a new mobile monitoring system (an audio recorder, a forward-looking camera, an internal camera) on roadside assistance units. At GANA, we installed two stations to monitor weather conditions along the road and launched an “Active Toll-booth Operator “ initiative, asking out staff to remind drivers of the importance of seat belts, speed limits, road signs, and not using mobile phones while driving. Listening to and acknowledging the opinion of users about the service provided, through satisfaction surveys, is a fundamental part of the Service Excellence pillar. At ALEATICA we measure user satisfaction through surveys and monthly indicators such as the Net Promoter Score, which helps measure user loyalty and find out if they are willing to recommend our services. The average rating of the satisfaction surveys in 2021 was 8.92/10, up from 8.8 registered last year even as traffic levels increased significantly as pandemic restrictions eased.
Personal Data Privacy
In 2021 there were no complaints regarding breaches of customer privacy.
Satisfaction Surveys 2021
Rating scale: 1 to 10
9,6 9,2 9,2 8,7
6,9 9,8
9,3
8,7
CONMEX AuNorte VB GANA TeleVía AuNor ARM TCTenerife
Information on the non-consolidated Business Units is not included: Mexico (Supervía Poniente, Libramiento Elevado de Puebla and Toluca International Airport), Spain (Autovía A-2 and Metro Ligero Oeste) and Chile (Vespucio Oriente). The BreBeMi companies are not included in this analysis, because the contracting of suppliers for the measurement was carried out in 2021 and will be carried out in 2022.
SOCIAL AND ENVIRONMENTAL SUSTAINABILITY
For ALEATICA, if what we generate is not sustainable, it is not development. We respect and strive to improve the environmental and social context in which we operate. We promote human rights and encourage social inclusion.
Strategy
At ALEATICA, we seek to strengthen internal capacities to ensure the efficient use of resources, to mitigate our impacts on the environment, and to create value in the communities in which we operate.
Impact
Renewable Energy Consumption
15%
increase from 2020 to 2021 in renewable energy generated by our facilities Emisiones evitadas de alcance 2:
1.521 tCO2e
Water Consumption
-21%
decrease from the distribution network from 2020 to 2021 Investment in Social Programs Reforestation Efforts
635.438 € 154.617
plants in 150.42 hectares Compensated emissions to the atmosphere: 4,638.51 tCO2e
Environmental Training¡
1.799 7.004
employees trained in environmental issues hours of environmental and social training, an increase of 21% from 2020
Our Social Commitment Beyond our Concessions
This year, as pandemic restrictions were eased and lifted, we progressively reactivated social programs that had been suspended or limited. These projects followed four basic criteria:
1 2 3 4
Attention to relevant issues derived from the Materiality Analysis of each Business Unit. Mitigation of any identified social or environmental risk. Social and/or environmental regulatory compliance. Proactive action that generates value for our stakeholders of the business itself.
The following programs and actions stand out:
Circuito Exterior Mexiquense, Mexico.
Working with the Institute for Women in Ecatepec and authorities in charge of human rights issues in Texcoco, we provided training and workshops on the prevention of crime against women, particularly family and community violence, to 326 young people from the municipalities of Ecatepec, Chimalhuacán, and Texcoco.
We rehabilitated public spaces in communities surrounding CONMEX, benefitting 19,168 people across 94 streets in 17 neighborhoods in Ecatepec. The total was 30.5% more than the expected goal.
In partnership with Save the Children, we delivered 3,200 food packages and provided training in detection and care of cases of mistreatment and child abuse in 19 Community Child Development Centers (CCDI) in municipalities of the State of Mexico and Mexico City, benefiting 377 girls, 403 boys, 741 mothers, 617 fathers, and 90 teachers.
We also supported the Comprehensive Development Program implemented by the Boys and Girls Club in Tecámac and Ecatepec, State of Mexico, by providing scholarships for one year to 100 children and adolescents, between the ages of 6 and 18, in vulnerable situations.
We delivered an Ecotourism Center to the community of San Felipe Pueblo Nuevo, largely comprised of Mazahua indigenous population, in the municipality of Atlacomulco, State of Mexico. With staff from the Federation of Indigenous Businesses and Local Communities of Mexico, A.C. (CIELO) and SUSTENTARSE, the Center conducted 262 tours of the communities and gave 37 training workshops to groups of entrepreneurs that will continue executing this project in 2022. Autopista del Norte, Peru.
At AuNor, we signed an agreement with the Diocese of Chimbote for the donation of a medical oxygen plant that will benefit the population of the provinces of Santa, Casma, and Huarmey (Áncash), as well as the districts belonging to the province of Virú (La Libertad region).
Puente Industrial, Chile.
We promoted productive horticultural activities in the region through the donation of land as a compensation measure to farmers affected by the expropriation of land by the Ministry of Public Works of Chile. We benefited 11 horticulturists, delivering 23.92 hectares.
Autopista Río Magdalena, Colombia.
In June 2021, we carried out the “Merca-Emprende Regional del Nordeste version No. 4” fair, with the participation of 46 entrepreneurs, divided into four pavilions, offering gastronomic, agricultural and handcraft products, as well as services from different institutions and entrepreneurs.
Tenerife, Container Terminal, Spain.
In alliance with the Spanish Red Cross, in 2021 we continued the Digital Gap Reduction project. We supported basic-level students in unfavorable economic situations, through the delivery of 273 cards with internet access and 3,000 euros allocated to acquisition of electronic devices (tablets) for online classes.
Our Environmental Commitment
At ALEATICA we operate every following the preventive principle on environmental issues. We have also adopted a procedure for the identification of legal and other requirements within the Environmental Management System of our Safety Management System. By the end of 2021, four Business Units had obtained the ISO 14001:2015 certificate.
We adopted the ALEATICA Carbon Emissions Protocol for the governance and management and communication methodologies for greenhouse gas (GHG) emissions. It is aligned with the accounting and reporting standards of the Green House Gas Protocol (GHG), PAS 2050, ISO 14064-1 and ISO 14069.
Climate Strategy
SCOPE 1 11 DIRECT EMISSIONS (TCO 2E)
5.360 6.169
Total 2020 (ton) Total 2021 (ton)
15%
Difference 2020/2021 (%)
SCOPE 2 12 INDIRECT EMISSIONS (TCO 2E)
4.627 4.920
Total 2020 (ton) Total 2021 (ton) SCOPE 3 13 INDIRECT EMISSIONS (TCO 2E)
3.918.616
5.539.521
6% 41%
Difference 2020/2021 (%)
Total 2020 (ton) Total 2021 (ton) Difference 2020/2021 (%)
Information on the non-consolidated Business Units in Mexico (Supervía Poniente and Libramiento Elevado de Puebla), Spain (Autovía A-2 and Metro Ligero Oeste) and Chile (Vespucio Oriente) is not included.
The results in this field also reflect the much activity that took place in 2021 as pandemic restrictions were eased and lifted. When compared to 2019, levels registered in 2021 represent increases of 11% in Scope 1, 18% in Scope 2, and 17% in Scope 3 emissions.
ALEATICA has developed a Climate Change Diagnosis with two lines of action: on mitigation for scope 1 and 2 emissions in eight Business Units in operational phase, and on adaptation and resilience for Business Units with the greatest degree of vulnerability and risk, developing strategies for AuNorte, VB and ARM, as well as action plans starting from 2022.
11 Scope 1: Fuel consumption. 12 Scope 2: Energy consumption. 13 Use of roads/ports, business trips, commuting to work, also includes losses from transportation and distribution of electricity.
Energy consumption and efficiency Water consumption and treatment
Preservation of biodiversity and ecosystems
We continue to progressively promote greater energy efficiency in our infrastructure and assets by deploying efficient technology, renewable energies (solar and with certificates), and energy/fuel consumption efficiency. To more efficiently utilize water resources in our operations, we installed Wastewater Treatment Plants (WWTP) at CONMEX, GANA, ARM and Terminal Cerros de Valparaíso. These are analyzed for pollutants periodically to ensure compliance with maximum permissible limits are met before use in processes such as irrigation in green areas.
The protection and restoration of areas of ecological importance is also a priority. Various reforestation initiatives have taken place around our roads, including those stipulated in the projects’ environmental impact authorizations.
During 2021, AT-AT began its program in compliance with mitigation measures and conditions derived from the Environmental Impact and Land Use Change on Forest Land for the development of the Mexico-Guadalajara highway in the Atizapán-Atlacomulco section. It crosses two Natural Protected Areas (ANP) with the category of state parks: the El Ocotal Popular Recreation Natural Park and the Parque Santuario del Agua and Forestal Subcuenca Tributaria Arroyo Sila, both in the state of Mexico.
At CANOPSA, we reforested 19.5 ha of native forest by compensating for affected forest areas, with 10,600 individuals of flora, on land approved by the state agency CONAF (National Forestry Corporation) of Chile.
In 2021, globally we planted a total of 154,617 individuals of flora in 150.42 ha. This has offset around 4,638.51 tCO2e into the atmosphere.
Electricity consumption (KWh)
10.692.944 9.749.797
Total 2020 Total 2021
-9%
Diferencia 2020/2021 Consumption of solar energy generated in owned facilities (KWh)
833.388 920.576
10%
Diferencia 2020/2021
Total 2020 Total 2021
Electricity consumption with guarantee of origin certificates or renewable energy certificates (KWh)
N/A 4.755.254
Total 2020 Total 2021
Consumption of liquefied gases “LPG, butane, propane” (Liters)
301.878 325.144
8%
Difference 2020/2021 (%)
Total 2020 Total 2021 Gasoline consumption (Liters) Gasoil consumption “Diesel” (Liters)
557.609 568.523
Total 2020 Total 2021 2% 1.155.970 1.574.523 36%
Difference 2020/2021 (%) Difference 2020/2021 (%)
Total 2020 Total 2021
Consumption of natural gas or city gas (m3)
1.263 5.912
368%
Difference 2020/2021 (%)
Total 2020 Total 2021 Information on the non-consolidated Business Units in Mexico (Supervía Poniente and Libramiento Elevado de Puebla), Spain (Autovía A-2 and Metro Ligero Oeste) and Chile (Vespucio Oriente) is not included.
Likewise, in line with our commitment to sustainable mobility, we continued with the implementation of our TeleVía EcoTag program, which consists of granting a 20% discount to users with electric or hybrid vehicles in the use of the urban roads in which we operate. This contributed to avoiding the emission of 30 tCO2e per year into the atmosphere during 2021.
For its part, BreBeMi, under the same criteria, offers a fixed discount of 30% of the total toll of the A35 motorway, applied to all users with Telepass, in addition to the installation of columns for electrical charging in operation from March 2021, with four Supercharger (Fast Recharges) charging points for Tesla cars, as well as the installation of a charging point per service area for all types of electric cars.
In collaboration with other innovative companies and leading universities, the BreBeMi Business Unit analyzed the integration of innovative technology to implement inductive charging systems that allow electric vehicles to recharge their batteries while they are running. Its testing phase is already underway. Though the figure for 2021 is higher than for 2020, it is 32% lower than the pre-pandemic level of 69,526 m3 reported in 2019.
Water consumption
Water consumption from the distribution network (pressure pipes, canalizations and ditches)
Surface water consumption (rivers, lakes, canals, reservoirs, etc.)
Groundwater consumption (wells)
2020 ( m 3 ) 44.447
2021 ( m 3 ) 47.124
42.782 33.890
-21%
2020 (m3) 2021 (m3)
Difference 2020/2021 (%)
1.165 282
-76%
2020 (m3) 2021 (m3)
Difference 2020/2021 (%)
500 12.952
2590%
2020 (m3) 2021 (m3)
Difference 2020/2021 (%)
Information on the non-consolidated Business Units in Mexico (Supervía Poniente and Libramiento Elevado de Puebla), Spain (Autovía A-2 and Metro Ligero Oeste) and Chile (Vespucio Oriente) is not included.
Discharges 3.889 m3
Wastewater discharges from mobile toilets / septic tanks
Information on the non-consolidated Business Units in Mexico (Supervía Poniente and Libramiento Elevado de Puebla), Spain (Autovía A-2 and Metro Ligero Oeste) and Chile (Vespucio Oriente) is not included.
TRANSPARENCY AND CORPORATE GOVERNANCE
We apply the highest standards of corporate governance. We adopt the best international practices to guarantee transparency. We seek efficiency and integrity in the service provided.
Strategy
At ALEATICA we understand that integrity, transparency and corporate governance are basic principles that should characterize our way of doing business. We want our users, employees, suppliers, allies, governments and communities to consider us a reliable and predictable partner. To this end, we have the support and experience of IFM Investors, our controlling shareholder, signatory to the United Nations Principles for Responsible Investment.
The group’s internal procedures have been developed so that our governing bodies receive independent information from the Compliance and Internal Audit Departments, which allows them to have an assessment of ALEATICA’s compliance status in several aspects of its corporate life. Furthermore, in Mexico, ALEATICA S.A.B. de C.V. is listed on the Mexican Stock Exchange (BMV) and is subject to the transparency regulations of the securities markets and demands specific requirements of ethics and integrity. It is part of the FTSE4Good index for emerging markets in Latin America.
Impact
Evaluation of third parties on corruption issues
Collaborators trained in anti-corruption
1.071 1.179
100% of third parties discharged collaborators with a corporate email reported cases of:
• Unfair competition • Violation of human rights, including those of indigenous peoples • Non-compliance with laws and regulations in the social and economic spheres
0
Implementation of ALEATICA’s compliance program
In the last two years, under the guidance of our Board and the company’s Senior Management, the Global Compliance Department has made a significant effort to implement every aspect of the Compliance program within ALEATICA, as well as to permanently promote a culture of transparency and integrity in our company, further providing certainty to third parties about our way of operating.
In 2021, this included the following actions:
Self-assessment within our functions to ensure we are following leading international practices,.
Review within our concessions to identify needs and reduce risks in terms of integrity and transparency.
Process and issue resolutions for 69 allegations received, 63 of them through our Ethics Channel, carrying out the appropriate investigations and defining corrective and disciplinary actions, as needed. Conduct Compliance training for all employees with access to a corporate email on anti-corruption matters and on Compliance functions and rules, with a 100% coverage rate. Face-to-face training is planned for operational employees during 2022, as sanitary conditions are expected to allow it.
Periodic internal communications on relevant issues and topics, using practical examples to better explain the importance of adhering to appropriate standards.
Code of Ethics and Ethical Channel
The Code of Ethics is the expression of our corporate culture. It is a simple and fundamental tool to guide our team so that it acts correctly in any situation. We also have an Ethics Channel managed by the Compliance Department, which guarantees confidentiality and protection against retaliation for those who use it, offering the possibility of making complaints anonymously. It is available to all are part of ALEATICA. In July 2018, we outsourced the management of the reports entered through the channel to the company Lighthouse. This guarantees independence, confidentiality, and objectivity, and ensures the anonymity and protection of users. In 2021, a total of 69 reports were received, of which 63 were received through the Ethics Channel and six through a direct email to the Compliance Department. All complaints received have been investigated and resolved.
Risk Management System
Our Company is exposed to a wide range of risks inherent to our operations and geographical footprint, which could affect our performance and hinder or prevent us from achieving our objectives. We therefore operate a Risk Management System under which each functional area and Business Unit is responsible for identifying and evaluating, within its responsibility, the probability and impact of the risks that could affect the strategy and the operation of the company. We consider the possible interaction between these factors.
Risks are classified into four types:
Strategic: Risks related to ALEACTICA’s environment (internal and external).
Compliance: Risks arising from violations or non-compliance with laws, rules, regulations, or internal practices. Operational: Risks related to ALEATICA’s operations.
Financial: Risks related to financial markets, as well as to the integrity of financial information.
Business and Functional Units define the control activities and mitigation plans for each identified risk, which are documented and supervised on an ongoing basis.
Of the total complaints received through the Ethical Channel:
54 6
were related to various aspects related to work environment.
on ethics & compliance issues.
3on general matters related to company processes. In some specific cases, we requested the support of independent experts and proceeded to take appropriate corrective and disciplinary measures.
At the beginning of 2022, we changed the management of the Ethical Channel, evolving towards a new platform that is managed by Convercent, an external company that manages the ethical channel platforms of multiple companies around the world. The new channel will be called I CARE, chosen to reflect a shared commitment.
Zero Tolerance to Corruption
We follow an Anti-Corruption Policy based on a categorical position of zero tolerance for any form or modality of corruption, inside and outside our company, in all our operations and with any party with which we interact, whether public or private.
During 2021, the Compliance Department conducted courses on various topics:
• Conflict of interests • Anti-corruption. • Use of the Ethical Challenge and the importance of the anti-retaliation policy.
The courses ware aimed at all active employees who have a corporate email address, achieving 100% coverage. This included a total of 1,079 individuals.
Total number of employees who received specific training on anti-corruption:
EUROPE 235
LATAM 844
Likewise, the members of the Board of Directors and the key executives of ALEATICA (executive directors, global function directors, country directors and directors of the Business Units) annually sign an anti-corruption certification in which they state that they have complied with all the applicable laws regarding bribery and corruption, have not offered or given any bribe and have not corruptly offered or given payment, goods, services, prizes, entertainment or anything of value to any person, including public officials.
In 2021, 100% of the Italian companies were integrated into the global Compliance program. Globally, 1,045 third parties were assessed for risks related to corruption, following the main issues identified, which are bribery, influence peddling and corruption in business.
Crime Prevention Model
A Crime Prevention Model (CPM) is in place in each of the countries where we operate. Criminal risks to which the company is exposed due to its activity are identified, considering our organizational structure and the local legislation. These are evaluated in terms of impact and probability. In 2021 the CPM assessment was carried out in Chile, Peru, and Colombia.
In Mexico, in accordance with the Federal Law for the Prevention and Identification of Operations with Resources of Illicit Origin, a company that manages the automatic collection system to travel on toll highways is considered an obligated subject for anti-money laundering reporting purposes. In compliance with this provision, ALEATICA reports monthly to the Financial Intelligence Unit of the Ministry of Finance and Public Credit on cards issued and when the amount deposited in one of them exceeds the limits set by law.
In Colombia, Autopista Río Magdalena is required to implement measures to prevent money laundering and financing of terrorism by virtue of the provisions of Chapter IV of the Concession Agreement signed with the National Infrastructure Agency (NIA).
Conflict of Interests
We have a conflict-of-interest rule that applies in all countries, also covered by our Ethical Channel. Directors and managers annually complete a declaration of interests with questions related to professional activity in entities other than ALEATICA, as well as other variables such as affiliations and interests of family members, which is studied if there is a real conflict. These results are presented to the Audit Committee.
Unfair Competition
Unfair competition is a practice that we seek to eradicate at ALEATICA, as it is contrary to the principle of good faith is business operation and it does not meet the necessary ethical standards to be considered honest. In 2021, none of the local Business Units has been subject to investigations, actions or litigation for unfair competition, monopolistic practices, or practices contrary to free competition.
Human Rights
Through our Human Rights14 Policy, we establish an institutional commitment to respect and protect the human rights of employees, users, suppliers, communities, and any interest group that has a relationship with ALEATICA. In 2021, no claims of violations of human rights within the organization, or formulated by contractors or other interested parties, were registered or reported.
All ALEATICA employees who are part of the Physical and Property Security area have received training on human rights issues.
14 Available at: https://empleados.ALEATICA.com/?wpdmdl=13779
Future commitments and goals
ALEATICA has a strong Compliance program, based on best international practices. The area’s efforts over the next three years will be focused on consolidating a Compliance culture throughout the entire organization, promoting reporting, and making processes more efficient, without losing the rigor required in them. The Compliance program will strengthen its participation as a strategic ally in all business operations.
