BEST BUSINESS PRACTICES to INCREasE tHE INtERNatIoNaL

Transcription

Nº 121
BEST BUSINESS
PRACTICES
TO INCREASE THE
INTERNATIONAL
STANDING OF
MADRID
agosto 2012
carta del presidente
BEST BUSINESS PRACTICES TO INCREASE THE
INTERNATIONAL STANDING OF MADRID
Depósito Legal: M-32222-2014
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BEST BUSINESS
PRACTICES
TO INCREASE THE
INTERNATIONAL
STANDING OF
MADRID
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PRESENTATION
The Mayoress of the City of Madrid
President of the Madrid Official Chamber of Commerce, Industry and Services
Second Vice-president of the Companies for Madrid Forum
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INTRODUCTION
15
COMPANIES
34
BEST PRACTICES
38.
SOCIETY
72.
PEOPLE
97.
CLIENTS
124.
PROCESSES
154.
CITY
febrero 2011
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5 PRESENTATION
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companies for madrid forum
The study called Buenas prácticas empresariales para la proyección internacional de
Madrid (Business best practices for the international promotion of Madrid), presented
today in English, is an initiative from Madrid Business Forum. The aim is to spread,
both nationally and internationally, one of our city’s differential values in the global
scene: leadership in many of the companies headquartered in our city, thus making
the Spanish capital a model for other cities and regions in the world.
This excellent catalogue analyzes some aspects of business activity in connection
with Madrid’s vitality and dynamism, in areas such as economy, infrastructure and
services, connectivity, environment, quality of life and talent. It is divided into five
major sections - society, people, customers, processes and city - with a total of thirtythree programmes informing about the reality of Madrid as an entrepreneurial,
competitive and supporting city of opportunities for all.
With this English edition, we are taking an important step towards the development
of this project. Its international distribution will promote the dissemination of our
city’s important values through the best practices in its business sector.
One of the strategic lines defined for Madrid in this new stage is being promoted by
this initiative: Madrid’s international projection. For that reason, I would like to say
thank you to everyone who made this possible: especially to the Chamber of
Commerce and Industry of Madrid, who led the project and has been responsible for
its implementation in cooperation with the other Madrid Business Forum partners. I
would also like to thank Grupo Tragsa, Revitass, Room Mate Hotels and Sanitas for
their important contribution.
Manuela Carmena Castrillo
MAYORESS OF MADRID
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Madrid Official Chamber of Commerce,
Industry and Services
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COMPANIES FOR MADRID FORUM
The Madrid Official Chamber of Commerce, Industry and Services collaborates
with companies based in Madrid in order to make them stronger and more
competitive, aware that, in this manner, we are contributing to the economic
growth of our city and the strengthening of the image of Madrid overseas, whilst
improving the quality of life and well-being of the citizens of Madrid.
Within this area, we dedicate a large portion of our efforts to building bridges with
the international business community and to showing its members that Madrid is
an excellent destination for business and investment.
Undoubtedly, the work of companies, such as those outlined in this study, has a
very positive impact on the perception of Madrid beyond Spanish borders, as
evidenced in the “European Cities and Regions of the Future 2014/2015” report,
published by the Financial Times, wherein Madrid numbers amongst the ten most
attractive cities in southern Europe for foreign investment.
We thank the Companies for Madrid Forum for drawing attention to the great work
of the companies based in Madrid. I am convinced that the initiatives that form a
part of this study will serve, not only as an instrument for the identification and
exchange of best practices, but also as a stimulus and incentive to encourage other
companies to become more deeply committed to the area of excellence
Arturo Fernández Álvarez
PRESIDENT OF THE MADRID OFFICIAL CHAMBER OF COMMERCE, INDUSTRY AND SERVICES,
MEMBER CORPORATION OF THE COMPANIES FOR MADRID FORUM
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Companies for Madrid Forum
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COMPANIES FOR MADRID FORUM
As indicated in article 4 of Mayoral Decree of 22 March 2013, concerning the creation and operation of
the Companies for Madrid Forum, the objectives and functions of the Forum include exchanging,
analysing and discussing ideas with a view to defining possible strategies that serve to promote the City
of Madrid and increase its international standing.
In accordance with this aim, the “Best business practices to increase the international standing of Madrid”
study is put forward as an initiative of the Companies for Madrid Forum aimed at presenting the city of
Madrid via the activity of its companies in order to promote the internationalisation of Madrid.
Traditionally, the term “universal” has been most widely used to define the importance and standing of a
city. Classifying a city as universal means, according to a literal interpretation of the term, that it pertains
to, or reaches out to the world as a whole, acquiring a global dimension that extends beyond national
borders.
Certain cities are universal as a result of historical developments, whilst others have become universal
due to the singular importance they have striven to achieve on the international stage.
In any event, there is no doubt that the internationalisation of cities, their aspiration to become more
universal, enriches them in all areas (culturally, socially, economically, etc.), which has a positive effect on
the quality of life of their citizens.
Within the business sphere, the term “universal” finds its parallel in the term “global”. Globalisation,
understood as the tendency of companies to expand, taking on a worldwide dimension that extends
beyond national borders, more than an aspiration, has, for some time, represented a veritable obligation
for many companies.
Continuous effort, audacity, wise decisions (and to the same extent, errors) and, above all, perseverance
have brought about a situation wherein, today, more than a few Spanish companies can classify
themselves as global, whilst many others have already embarked upon the path towards globalisation.
The experience accumulated and the image projected by companies based in Madrid towards (and in)
foreign countries can be valuable tools that will serve the city of Madrid in its efforts to promote its
internationalisation.
This is the understanding of the Companies for Madrid Forum, which, via this paper on best business
practices, hopes to employ the knowledge, reputation and positioning acquired by a number of the
capital’s companies to serve the city. We trust that this initiative will satisfactorily fulfil the objective for
which it was implemented.
Fernando Vives
SECOND VICE-PRESIDENT OF THE COMPANIES FOR MADRID FORUM
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INTRODUCTION
The “Best business practices to increase the international standing of Madrid” study is an initiative of the
Companies for Madrid Forum, aimed at presenting the city of Madrid via the activity of its companies
within the sphere of best practices. The study does not only entail the participation of companies
pertaining to the Forum, but also other companies that, as a result of their activity, occupy a privileged
position within Madrid’s economic life.
The practices of the companies represent an excellent visiting card for the city, promoting its
internationalisation. Is there a better way of increasing awareness of the excellent qualities of Madrid than
through its companies and their best practices? Furthermore, what better way of increasing awareness of
the activity and excellence of the companies than via a city model, such as the model brought to fruition in
Madrid? This innovative study, which has no precursor in any other city in the world, hopes to provide a
response to these two questions, with a view to serving as a useful promotional instrument, not only for
the city, but also for its business fabric.
The companies that have participated in this study are contributing, via the best practices that they have
developed, to the well-being of the citizens of Madrid and, as a result, to the international standing of the
city itself. It is clear that, in the context of globalisation, not merely of companies, but also of the society that
shapes their most immediate surroundings, cities are inevitably impacted by this tendency, cities that are
closely tied to their companies, which are increasingly internationalised. It should not be forgotten that the
internationalisation of businesses is an unstoppable and irreversible process. On a positive note, much has
been done; however, there is still a long way to go. Indeed, this assertion can also be applied to the city of
Madrid.
A best practice can be understood as an action, or a series of actions that are effective, systematic, efficient
and sustainable, designed for and implemented by the members of an organisation with the support of its
management. They always refer to facts, rather than intentions. Such facts, as will be shown throughout the
“Best Business Practices to increase the International Standing of Madrid” study, may be of different
natures, but they are characterised by their capacity to be shown to others, to be recognised and, in short,
by their importance in terms of the company’s mission.
The examples outlined in this study are the result of the prior identification of a need, via evaluation and
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the detection of areas for improvement within the company’s organisation. They may be the product of
processes promoted by the company itself, or derive from similar initiatives developed in other companies
within the sector. They are not isolated actions occurring within a single day, but rather continue over time and
become a permanent feature of the company. One element that they share is that, within their development,
the role of the people pertaining to the organisation is vital: they are designed by the members of the
organisation, from the point of their conception, and are the expression of the activity of agents within the
organisation, whereby, external experts, where they exist, operate on a background level.
A critical factor for their success is the support of management, which must not only spearhead and drive the
process of change, but also constantly support this process, providing the resources to achieve its
implementation. Setting an example is therefore a fundamental element of executive action. In other words,
company management, via direct involvement, must show its commitment. Best practices must be
documented, structured and described within procedures. Thus, they can easily serve as a reference point for
others, enabling the knowledge and the model to be transferred to another interested organisation that wishes
to learn and has the capacity to implement the practice. The positive effect of the transmission of something
that is intrinsically good is thereby ensured.
In order to organise this catalogue, the impact of best practices has been determined in five different areas: first,
within society itself, in view of their positive contribution to the levels of well-being wherever present; on
people, one of the most sensitive areas of business organisation, directly linked to improvements in work
productivity, as best practices are a clear source of this element, according to various economic studies; on
clients, the hub around which all company activity revolves, insofar as best practices contribute to satisfying
their needs and expectations in relation to a product or service offered in the market; within the day-to-day
management of the company, in view of the contribution that can be made by best practices to the efficacy of
business management with expectation of economic efficiency, whether the company is large, medium or
small; and, finally, on the city where the company is based, directly and indirectly contributing to a positive
image in the eyes of those looking on, all around the world.
In closing, it only remains to thank the companies for their participation in this initiative of the Companies for
Madrid Forum, particularly the teams charged with overseeing participation, who have generously
collaborated with the City Hall and the Madrid Chamber of Commerce to ensure the success of the project.
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BEST BUSINESS PRACTICES TO INCREASE
THE INTERNATIONAL STANDING OF MADRID
Acciona
Acciona is one of the most important Spanish business corporations, a leader in
the promotion and management of infrastructures, renewable energies, water
and services. It is quoted on the exigent Ibex-35 stock market index and is a reference value within the market. With a history of more than a hundred years, it
boasts over 30,000 employees and has a presence in more than 30 countries,
spread across the five continents. Acciona’s positioning as a pioneer within development and sustainability is an expression of its capacity to provide a response to the challenge of achieving sustainable development, in all areas of its activit y. One of its specif ic commitments entails gradually reducing its climate
footprint and spearheading the transition towards a low-carbon economy. Thus,
the activities and businesses of Acciona avoided a total emission of 15.01 million
tonnes of CO2 into the atmosphere in 2013, representing an increase of 1.44% in
comparison with the previous financial year.
Avenida de Europa, 18
28108 Alcobendas-Madrid, Spain
T +34 91 663 28 50
www.acciona.es
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BBVA – Banco Bilbao Vizcaya Argentaria S.A.
BBVA is an increasingly global financial group. For many years, the group has been
deploying a strategy based on diversification in markets with a high potential for
growth, within a business model centred on the client and on technology, as a key
element to address the process of transformation in which the financial sector is
currently immersed.
In BBVA, we work for a better future for people, for our clients, our employees and
for society as a whole. BBVA personnel operate within a corporate culture based on
the principles of integrity, prudence and transparency, which are the key factors that
have enabled us to construct a robust business model, with capacity for growth and
a clear client focus.
Castellana, 81, 28046 Madrid, Spain
T +34 91 537 37 02
comunicacion.corporativa@bbva.com
www.bbva.es
www.bbva.com
DICIEMBRE 2010/ENERO 2011
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Banco Santander
Banco Santander is a commercial bank, with headquarters in Spain and a presence in 10 major markets. Santander is the leading bank within the eurozone, in
terms of capitalisation. Founded in 1857, it boasts 1.34 trillion euros in managed
funds, 107 million clients, 13,225 branches (the largest network within international banking) and 183,648 employees (June 2014). It is the largest financial
group in Spain and Latin America. Moreover, it occupies important positions in
the United Kingdom, Portugal, Germany, Poland and the north-eastern United
States. In the first half of 2014, Santander obtained attributed earnings of 2756
million euros, 22% more than over the same period in the previous year.
Avenida de Cantabria s/n
28660 Boadilla del Monte-Madrid, Spain
T +34 902112211
www.santander.com
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CaixaBank
CaixaBank is a leading financial group within the Spanish market, both in the bank
sector and as an insurance company, and deploys a strategy of diversification in
shares in international banks and leading services companies. The essence and distinguishing feature of the Group resides in its involvement in and firm commitment
towards society. CaixaBank is pledged to undertaking banking business grounded
on the values of leadership, trust and social commitment. The Group’s mission is to
promote savings and investment by offering the best and most comprehensive financial service to the largest possible number of clients, whilst making a determined
contribution to society in order to cover, with flexibility and an ability to adapt, basic
social and financial needs.
Our vision is to serve as the leading financial group within the Spanish market, with
an international aspiration, focused on generating value for clients, employees, shareholders and society as a whole. The Group grounds all business and social activities
on its corporate values.
Diagonal, 621-629, 08028 Barcelona, Spain
www.caixabank.com
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Centro Canalejas Madrid
Grupo Villar Mir, S.A. is a Spanish industrial group that arose as a result of the business and entrepreneurial vocation and innovation of Mr Juan-Miguel Villar Mir. Over
time, the Group has incorporated companies from different sectors (real estate, electrometallurgy, the production and marketing of electricity, fertilizers, construction,
concessions and services), both in Spain and overseas, always applying a management
model based on facing dangers and opportunities by applying professional management criteria, with a medium and long-term business plan aimed at reducing costs,
improving efficiency, financially strengthening the Group and the creation of value.
Internationalisation and R&D+i are the two cornerstones of the Group’s strategy.
OHL Desarrollos takes in a wide range of services linked to the life cycle of its singular
property projects, from the initial phases to divestment:
Searching for and identifying opportunities.
Analysing viability, global conceptualisation and development of the project.
Design and execution of the construction work.
Fund-raising and the structuring of financing.
Identifying and setting up strategic alliances, including participation in the final stages of marketing and sale and subsequent exploitation and operation.
Finally, seeking the divestment of finished, mature projects.
Paseo de la Castellana 259-D
Torre Espacio 28046 Madrid, Spain
T +34 91 556 73 47 | 91 348 41 00
info@ohl.es
www.gupovillarmir.es www.ohl.es
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Clear Channel España
Clear Channel España, a subsidiary of Clear Channel International, is a communications and publicity company. It possesses a total of 35,000 advertising spaces, spread
over digital media, conventional urban furniture, billboards and shopping centres,
amongst other sites. The company has a presence in 45 provinces and major Spanish
cities.
Committed to innovation, technology and creativity, it offers multi-format communications solutions that are effective in terms of surprising and satisfying the needs
of each advertiser. Moreover, the company is a pioneer in installing and maintaining
PLAY digital formats, both on outdoor LED screens and on LCD screens for enclosed
areas (Play malls) and offers direct services to citizens, such as Smartbike, the system
of public transport by bicycle, known as “Bicing” in Barcelona and as “Bizi” in Zaragoza, which boasts more than 16,000 users.
Arturo Soria , 336, 28033 Madrid, Spain
T +34 91 788 37 00
marketing@clearchannel.es
www.clearchannel.es
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Revitass, Clínicas de Fisioterapia.
Grupo de Empresas de la ONCE y su Fundación
The Corporate Group pertaining to ONCE and its Foundation consists of two undertakings: Fundosa Group and CEOSA, which encompass a number of companies with
offices throughout Spain. With a turnover of more than 700 million euros and a staff
of over 28,500 people, the project arose as an initiative of its founding body, ONCE
(National Organisation of Spanish blind people), to combine economic profitability
and social gain, diversifying the sources of revenue whilst showing society the capacity of people with disabilities to get along and work normally within a business
environment. 8,782 people with disabilities work for companies pertaining to ONCE
and its Foundation.
The business focus is geared towards defining tailored-made comprehensive services lines and they take in, amongst other aspects, facility services, hotel services,
hospital services, the Socio-sanitary sector, Tourism, Business Process Outsourcing,
universal accessibility, Industrial Subcontracting, Recycling and Communications.
Sebastián Herrea, 15, 28012 Madrid, Spain
T +34 91 506 88 88
comunicacionempresas@fundaciononce.es
www.grupofundosa.es
www.ceosa.es
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El Corte Inglés, S.A.
El Corte Inglés Group is the largest chain of department stores in Europe and a
business reference point in Spain. Its strategy of diversification and its determination to adapt to the emerging needs and requirements of the client have led it to
create different business formats, such as Hipercor, Supercor, Viajes El Corte Inglés,
Sfera, Informática El Corte Inglés, Óptica 2000 and Bricor, amongst others.
El Corte Inglés grounds its relationship with clients on five essential principles: quality, selection, specialisation, service and guarantee. All of this occurs within a framework of innovation and constant adaptation to society’s latest needs. Moreover,
since its inception, the Group has maintained a policy of social commitment, which
is afforded expression in numerous cultural, educational, environmental and sporting activities and activities focusing on relationships with stakeholders, in which it
actively participates, along with a strive for excellence, to which end it relies on the
collaboration of its suppliers and the involvement of its personnel.
Hermosilla,112, 28009 Madrid, Spain
www.elcorteingles.es
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Garrigues
Garrigues is an international law firm providing tax and legal services to multinational groups, local companies and individuals on all matters relating to business
law. Our firm boasts specialised lawyers and expert advisers in more than thirty areas
and industries, encompassing traditional practice and the newest branches of law.
We are endorsed by more than seventy years’ experience at the forefront of the legal
profession, providing value to our clients. Our multidisciplinary and expert experience enables us to participate in the most important and complex transactions in various markets and sectors. In addition to an extensive network in Spain (our corporate headquarters are in Madrid), Garrigues has offices in the U.S. (New York), Latin
America (Bogota, Lima, Mexico City and São Paulo), Asia (Shanghai), North Africa
(Casablanca) and Europe (London, Brussels, Lisbon, Oporto and Warsaw). Our professionals and our clear international vocation have enabled us to offer our clients
comprehensive and quality advice, regardless of where they are, respecting and
abiding by the strictest ethical rules at all times and the applicable legislation in
force in each jurisdiction.
Hermosilla, 3, 28001 Madrid, Spain
T +34 91 514 52 00
comunicaciones@garrigues.com
www.garrigues.com
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Grupo Tragsa
The Tragsa Group is a group of public sector companies belonging to the Stateowned Industrial Holding Company (SEPI), which, for almost forty years, has been
offering cutting-edge solutions and providing services of the highest quality in the
various sectors covered by its activity, from the provision of agricultural, forestry,
farming, rural development and environmental protection services to emergency
management and fighting forest fires.
Its mission is to provide public authorities with integral solutions to address any
need, combining highly qualified personnel, the use of innovative technologies and
the most demanding quality standards. Moreover, all activities are carried out with
the utmost respect for the environment, minimizsing their impact even in emergency situations that require an immediate response. The Tragsa Group’s vision is to act
as a benchmark for the implementation of measures by public authorities, as a provider of integral services, offering innovative solutions that combine social development and environmental protection, whilst transferring this knowledge to the international stage.
Maldonado, 58, 28006 Madrid, Spain
T +34 91 396 34 00
informacion@tragsa.es
www.tragsa.es
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Iberia
Iberia, the leading company in air travel between Europe and Latin America, flies to
more than 100 destinations, spread over 38 countries in Europe, the Americas, Africa
and the Middle East. In collaboration with its subsidiary, Iberia Express, and its franchisee, Iberia Regional Air Nostrum, it offers approximately 600 flights per day via a
fleet of more than 130 planes. In 2013, it was the world’s fourth most punctual airline and in 2014, it reached the first position in this ranking, according to FlightStats.
It offers trouble free connections in its hub, the T4 in Madrid, which has recently
been voted the third best terminal in the world, according to the consultancy Skytrax. Iberia is a member of the Oneworld Alliance, which offers more than 10,000
flights to almost 890 cities in over 150 countries.
Martínez Villergas, 49, 28027 Madrid, Spain
T +34 901 111 500
dir.comunicacion@iberia.es
www.iberia.com
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IFEMA, Feria de Madrid
IFEMA is Spain’s primary trade fair organiser and one of the most important in Europe. More than 2.5 million visitors attend the Trade Fair of Madrid each year, whereby
the capital becomes the main destination for tourism and business and an important
source of wealth and development within the Region. Its leadership, with trade fairs
such as ARCO and FITUR, contributes to projecting the image of Spain and Madrid
on the international stage.
Avenida del Partenón, 5, 28042 Madrid, Spain
T +34 902 22 15 15
lineaifema@ifema.es
www.ifema.es
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Mahou San Miguel
Mahou San Miguel, a family-based and 100% Spanish company, is the leader within
the beer sector in our country, with a production quota of more than 37%. It boasts
eight beer manufacturing centres, seven in Spain and one in India, two water springs
and the corresponding bottling plants and a staff of more than 2500 professionals.
The company has been operating for almost 125 years, commencing with the founding of Mahou in 1890. Since then, the company has never stopped growing. In 2000,
Mahou purchased San Miguel. In 2004, it acquired the Canarian brand Reina and in
2007, Cervezas Alhambra. Moreover, it diversified its business activity by acquiring
Solán de Cabras in 2011.
Internationalisation is one of the strategic cornerstones of its business development.
The company produces more than 75% of Spanish beer that is consumed in the world
and has a presence in more than 50 countries.
Titán, 15, 28045 Madrid, Spain
T +34 91 526 91 00
relaciones-institucionales@mahou-sanmiguel.com
www.mahou-sanmiguel.com
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Mutua Madrileña
The Mutua Madrileña Group numbers amongst the largest Spanish insurance companies. Its client list takes in 8.9 million insured, including those covered by Adeslas
health insurance, a company controlled by Mutua Madrileña and integrated into its
company group. It cover includes cars, bikes, legal defence, accidents and illness,
healthcare, life insurance, deaths, breakdown coverage, multiple risk home insurance, general civil liability and investment and pension funds, amongst other areas. It
is the insurance company with the highest rate of confidence amongst insured parties in the field of car insurance.
At the closing of the 2013 financial year, the Mutua Madrileña Group had obtained
profits of 196 million euros and revenue of 3872 million euros. It is the second largest
provider of Non- Life Insurance in the country and the first in health, as a result of its
acquisition of SegurCaixa Adeslas in 2011
Castellana, 33, 28046 Madrid, Spain
T +34 902 555 555
www.mutua.es
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Reale Seguros
Reale Seguros has been one of the most solvent companies within the Spanish insurance market, since it established itself in Spain in 1998. The sole shareholder of
Reale Seguros and the head of the Reale Group in Italy and Spain is Reale Mutua
Assicurazioni, founded in Turin in 1828, the largest Italian mutual insurance company, with more than three and a half million policyholders. Configuration as a mutual is shared by all companies within the Group, affording them the necessary independence and autonomy to maintain constant growth over the course of time.
Today, the Reale Seguros company serves as a reference point for the more than 3500
insurance intermediaries with whom it works, as a result of a relationship grounded
on the creation of shared value and mutual benefit. This strategic alliance contributes to the peace of mind, assurance and well-being of Reale’s more than one and a
half million clients, via an offer of insurance and financial products and services that
are personalised and trustworthy.
Santa Engracia, 14 -16, 28010 Madrid, Spain
T +34 91 454 74 00
reale@reale.es
www.reale.es
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Room Mate Hotels
Room Mate Hotels is a Spanish hotel chain that was founded in June 2005 by Kike
Sarasola, who believes that the best way of travelling is visiting friends in each city,
friends whose lifestyle we share and who afford us their knowledge and experience
of the city, leading us through it by the hand. Room Mate hotels, boasting approximately 1400 available rooms, take on the role of a veritable host, and the clients are
guests, or room mates. The hotels are conceived as “homes” that open their doors to
travellers arriving in the city in search of comfort, warmth and the welcoming spirit
that the highly professional personnel afford their guests.
Room Mate, with hotels in Madrid, Barcelona, Malaga, Oviedo, Granada, Salamanca,
New York, Miami, Mexico City, Buenos Aires, Florence, Amsterdam and, in the near
future, Istanbul, offers design, a privileged position, always in the city centre,
breakfast up to 12:00 and free Wi-Fi in and outside the hotel. Room Mate Hotels is
aimed at all clients seeking an affordable luxury.
Velázquez, 50, 3ª planta, 28001 Madrid, Spain
T +34 91 399 57 77
info@room-matehotels.com
www.room-matehotels.com
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Sanitas
Sanitas. We are a company specialising in health and welfare services in Spain. We
offer our clients products and services that are tailored to their actual needs during
each stage of life, via an integral health model that includes the following: health
insurance, hospitals and multi-speciality centres, health centres, dental clinics, other
health services and homes for the elderly. We have more than 9000 employees and
2.4 million clients and boast an extensive medical team taking in more than 40,000
specialists and 1200 state-subsidised private medical centres, in addition to our own
facilities, consisting of 3 hospitals, 19 multi-speciality medical centres, 18 health
centres, more than 150 dental clinics and 41 homes for the elderly.
We are members of Bupa, a leading international health company that serves more
than 22 million clients in over 190 countries, throughout the world, wherein the aim
is a longer, healthier and happier life.
Ribera del Loira 52, 28042 Madrid, Spain
T +34 902 10 24 00
dir.comunicacion@sanitas.es
www.sanitas.es
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Telefónica
Telefónica is one of the leading integrated telecommunication operators at global
level providing communications solutions, information and entertainment, operating in Europe and Latin America. The company has a presence in 24 countries and
in March 2014 boasted a client base of over 313.1 million.
The company evidences one of the most international profiles within the sector,
generating more than 76% of its revenue outside the domestic market, and is a reference point operation in the Spanish and Portuguese speaking market.
It is an entirely private undertaking, with more than 1.5 million direct shareholders
and is quoted on the Spanish stock markets and on the stock markets of London,
New York, Lima and Buenos Aires. Our actions are governed by principles, grounded
on honesty, integrity, respect for the law and human rights, ensuring the trust of our
clients, professionals, shareholders, suppliers and society as a whole.
Gran Vía, 28, 28013 Madrid, Spain
www.telefonica.es
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34 BEST PRACTICES
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5
38.
SOCIETY
39. SUPPORT PROGRAMME FOR THE CREATION OF EMPLOYMENT: YO SOY EMPLEO. BBVA
43. COLLABORATION WITH CARITAS MADRID VIA THE “ECONOMATO SOLIDARIO” PROJECT.. BBVA
47. REVITASS, PHYSIOTHERAPY CLINICS, THE ONCE AND THE ONCE FOUNDATION CORPORATE GROUPS
51. CORPORATE SOCIAL RESPONSIBILITY REPORT (CSR). GARRIGUES
55. CORPORATE ALLIANCE FOR CHILDHOOD IMMUNISATION.. la caixa
59. “TOGETHER WE CAN DO MORE”. MUTUA MADRILEÑA’S COPORATIVE VOLUNTEER SOCIAL WORK PROGRAMME.
MUTUA MADRILEÑA
63. THINK BIG. TELEFÓNICA
67. WAYRA. TELEFÓNICA
72.
PEOPLE
73. BUILDING CITIES WITH WORK SPACES AND/OR NEW WAYS OF WORKING. BBVA
77. PROFESSIONALS: INNOVATION VIA DIVERSITY AND BALANCE MAHOU SAN MIGUEL
81. PHYSICAL ACTIVITY AND HEALTH PROGRAMME. MAHOU SAN MIGUEL
85. REHABILITATION AND FUNCTIONAL RECOVERY PROGRAMME. MAHOU SAN MIGUEL
89. RECONCILIATION OF PERSONAL AND WORKING LIFE. REALE SEGUROS
93. SANITAS SMILE PROGRAMME. SANITAS
98.
CLIENTS
99. SANTANDER TRADE FOREIGN TRADE PORTAL. BANCO SANTANDER
103. CONNECT (THE FIRST GLOBAL OUT-OF-HOME MOBILE INTERACTIVE ADVERTISING PLATFORM). CLEAR CHANNEL
107. SUPPORT FOR INTERNATIONAL TOURISM. EL CORTE INGLÉS
111. IFEMA PLUS INCENTIVES PROGRAMME.. IFEMA, FERIA DE MADRID
115. apsis4all: ACCESSIBLE, USER-FRIENDLY ATM MACHINES. la caixa
119. CLIENT EXPERIENCE AS A DISTINGUISHING FACTOR. ROOM MATE HOTELS
PROCESSES
125. INSCRIPTION OF THE FACILITIES OF THE TRAGSA GROUP HEADQUARTERS IN MADRID INTO THE EMAS (EUROPEAN
ECO-MANAGEMENT AND AUDIT SCHEME) REGISTRY GRUPO TRAGSA
129. SOCIAL MEDIA STRATEGY. IFEMA, FERIA DE MADRID
133. UNIBIKE PROJECT, THE BICYLE FAIR.. IFEMA, FERIA DE MADRID
137. INNOVATION, A DISTINGUISHING FEATURE OF CORPORATE CULTURE. la caixa
141. ENVIRONMENTAL MANAGEMENT OF SUPPLIERS VIA THE SUPPLIER PORTAL.. MAHOU SAN MIGUEL
145. ECODESIGN PACKAGING WORK GROUP. MAHOU SAN MIGUEL
149. PLAN FOR CAREER AGENTS IN MADRID. REALE SEGUROS
154.
BEST PRACTICES
124.
CITY
155. ENVIRONMENTAL PRACTICE. ACCIONA INFRASTRUCTURE, WATER AND SERVICES
159. RENOVATION OF HISTORICAL BUILDINGS IN MADRID FOR A UNIQUE TOURISM PROJECT: HOTEL, HOUSING, SHOPPING
CENTRE AND PARKING. CENTRO CANALEJAS MADRID, S.L.
163. PARTICIPATION IN THE EUROPEAN RETAILERS’ ENVIRONMENTAL ACTION PROGRAMME (REAP). EL CORTE INGLÉS
167. AGORA PROJECT. A PLAN THAT AIMS TO TURN THE T4 INTO A WORLD-CLASS HUB. IT INCLUDES 200 INITIATIVES FOR
IMPROVING PUNCTUALITY, QUALITY AND CUSTOMER SERVICE. IBERIA
171. IMPROVES YOUR COMMUNITY’S ENERGY. REALE SEGUROS
175. TELEFÓNICA FOUNDATION CENTRE. TELEFÓNICA
febrero 2011
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VER
I EO M
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br
2 0B
1 1R E
40 fNeO
2012
[SOCIETY]
Companies carry out some exemplary actions of solidarity, sustainability and participation that contribute to the common
good and encourage us to keep believing
in a better world to live in. Whether the
contribution is great or small is not im portant.
These are actions in which companies inte ra c t w i t h t h e co m m u n i t y w h e re t h e y
carry out their activities, to the benefit of
all concerned. They are good examples of
what can be done to create a better society. Companies are par ticularly proud
of such best practices, which are needed
more than ever and more than anything
else.
D I C I ENMO
BR
2 0M
1 0 /B
ER
N EER O2 0
2 01121
VEI E
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SUPPORT PROGRAMME FOR THE CREATION
OF EMPLOYMENT: YO SOY EMPLEO. BBVA
DESCRIPTION OF THE BEST PRACTICE
The Yo Soy Empleo initiative offers up to 3,000 euros to SMEs
and self-employed professionals who create employment
(3,000 euro funding is no longer available).
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40 f e b r ER O 2 0 1 1
BBVA’s initiative aims to create 10,000 jobs. It includes a programme for training in the best business schools in Spain, as
well as a comprehensive labour intermediation service.
[SOCIETY]
HISTORY, BACKGROUND. HOW IT CAME ABOUT
Yo Soy Empleo Programme
At BBVA, unemployment is understood as the biggest challenge Spain faces to overcome the financial crisis. With six
million unemployed, fighting joblessness is a collective
task that should involve us all. At BBVA, we believe that we
must make the present our priority before we can think of
a brighter future.
BBVA launched the Yo Soy Empleo (I Am Employment) progra m m e i n Fe b r u a r y 2 0 1 3 a s p a r t o f t h e b a n k ’s co m mitment to the development of the communities where it
operates. The initiative looks to make a better future for
SMEs and self-employed professionals by providing solutions to the current economic situation and those whom
the former lift out of unemployment.
Yo Soy Empleo aims to create up to 10,000 new jobs. The
programme offers SMEs and self-employed professionals
1,500 euros for each contract. It provides direct support for
employers and self-employed professionals who create
employment and offers them training in the best business
schools in Spain, as well as a comprehensive labour intermediation service.
By geographic distribution, the autonomous regions that
have received the most grants are: Andalusia (21%), Madrid
(15%), the Region of Valencia (11%) and Catalonia (11%).
More than 6,500 subsidies offered in the 1st phase have
been granted since the programme started, and the 2nd
phase for more specialised training has already started.
Enterprise 2020 European Corporate Social Responsibility initiative
Yo Soy Empleo is recognised as one of the best Enterprise
2020 European Corporate Social Responsibility initiatives
organised by Forética. Over the next few years, the programme aims to find jobs for 13,000 individuals (including
3,000 young people); provide training for 5,000 individuals
so they can improve their employability; and subsidies for
the consolidation of 600 business projects. Yo Soy Empleo
will cover 80% of Enterprise 2020’s employment objective
in Spain.
You can find complete information on the Yo Soy Empleo
programme on www.yosoyempleo.es and www.bbvacontuempresa.com. BBVA has also set up a contact centre where SMEs, self-employed professionals, businesspeople and
jobseekers can receive answers to their queries about Yo
Soy Empleo. The telephone support number is 900 816 993.
It is toll-free and open Monday to Friday, from 09:00 to
19:00.
IMPLEMENTATION AND DEVELOPMENT OF THE IDEA
Direct support for contracting
The first measure implemented by the Yo Soy Empleo programme is direct support for SMEs and self-employed professionals who create employment:
• 3,000 euros for each jobseeker who is hired, for the first
2,000 permanent contracts.
• 1,500 euros for each jobseeker hired in other modalities
with contracts for at least one year, with the rest being
permanent contracts.
Training for SMEs and self-employed professionals
Another measure used by Yo Soy Empleo is training as a key
tool for the growth of SMEs and self-employed professionals,
and creating quality employment. Face-to-face training also
facilitates networking among the participating companies,
creating a genuine ecosystem of support for the SMEs that
create employment.
The business schools that have joined the initiative and are
already a part of Yo Soy Empleo are ESADE, Instituto de Empresa, Deusto Business School, Instituto Internacional San
Telmo and ESIC.
They contribute their training human capital, resources and
experience in creating value in the companies attending Entrepreneurial Management Courses.
Comprehensive labour intermediation service
The Yo Soy Empleo programme also offers a service provided
by a team of recruitment consultants who manage the entire
recruitment process for SMEs and self-employed professionals. The service has great added value, particularly for those
companies that, because of their size, do not possess a structure that allows them to have their own recruitment de partment or staff. Yo Soy Empleo, in collaboration with Infojobs, provides a comprehensive labour intermediation and
selection service for participant companies and jobseekers.
#empecemospor10000
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The Yo Soy Empleo initiative is structured around the yosoyempleo.es website, which is a powerful tool that organises and channels supply and demand for labour.
Job-seekers and the SMEs and self-employed professionals
offering employment can register on the website and take
part in the initiative, which aims to create 10,000 new jobs
during the first phase.
PHASES, TIMEFRAME FOR ACTION
The initiative was launched in February 2013 with the aim
of creating 10,000 jobs.
The current data for Spain shows that 6,572 jobs have been
created for new self-employed professionals.
Moreover, all training courses offered in the past year have been completed. The courses benefited 2,069 companies
IMPLEMENTATION COSTS
BBVA has allocated 26 million euros to this programme.
IMPACT OF THE BEST PRACTICE ON THE
EXTERNAL ENVIRONMENT
If we filter the national data and refer exclusively to the
Region of Madrid
• 573 different companies have benefited from the
help: 984 subsidies were distributed, meaning we
created the same number of jobs; another 45 subsidies were for unemployment.
• 79% of the jobs created were with permanent contracts, which means 752 stable jobs.
• With regard to training, 12 free courses were given
•
•
•
to 313 companies at the IE Business School in 20132014.
The Spanish cit y with the highest demand for the
courses was Madrid, with 18% of the applications.
Th e m o s t w i d e l y- re q u e s te d s e c to r s we re s e r v i ce s
(15%) and technology (11%).
Companies with little internal structure have been
able to use the labour intermediation ser vice offered by the programme.
Support for employment.
We give financial assistance to SMEs and self-employed professionals
so thousands of individuals can relive their first day of work.
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[SOCIETY]
Help us to reach 10,000 jobs
ADDITIONAL INFORMATION
Maximising the positive impacts of business on society
and keeping potentially negative impacts to a minimum is
BBVA’s main commitment in the area of Corporate Responsibility and the foundation of its differential business model of responsible banking. BBVA is the first financial institution to publish a global statement of the impact its activity is having on the communities where it operates. All
the data are included in BBVA’s Corporate Responsibility
information, which is currently available on the Group’s
social website, www.bancaresponsable.com and has been
verified by an independent auditor.
Contribution to development and social welfare: Through
its financial activity, BBVA supported 348,445 SMEs and
1,117,411 micro-enterprises and self-employed professionals.
Wealth generation: BBVA contributes 0.5% to the value of
the economies in which it operates; 9,848 million euros in
total taxes accrued and collected by BBVA’s business activity – 4.7% more than in 2012.
Job creation: SMEs and micro-enterprises funded by BBVA
have employed 1,364,883 individuals in Spain alone. Job
creation is a critical element, either directly via new contracts within the BBVA Group, jobs created indirectly, or
initiatives the provide support for creating jobs. I n 2 0 1 3 ,
3,911 employees with permanent contracts were officially
registered, 33% of whom where under 30 years old.
Other initiatives are an example of this commitment to
employment. In Spain, BBVA promoted the creation of over
3,300 jobs in 2013 via the Yo Soy Empleo programme. SMEs
have benefited from direct subsidies of up to 3,000 euros
for each new contract created, as well as training in business schools and a recruitment service.
Contribution to society: 97.1 million euros in social pro grammes and 1.5 million individuals benefiting from social
integration programmes via education. Training for SMEs:
20,000 SMEs received training in an environment where
these businesses play a crucial role in sustained long-term
growth, job creation and social development. Therefore,
BBVA is committed to offering quality business training in
order to support its improvement and transformation processes in the countries where it has a presence.
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COLLABORATION WITH CARITAS MADRID
VIATHE “ECONOMATO SOLIDARIO” PROJECT.
BBVA
BBVA organised the first Solidarity Race in 2007, to offer its
employees the opportunity to collaborate in a project that
had social impact.
BBVA matches the money collected from the participants’
registration fee for the race and the full amount goes to the
beneficiary organisation.
The money raised in the 2013 Race was given to Caritas to
set up an Economato Solidario (Solidarity Shop) in Madrid.
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The contribution of BBVA and its employees has guaranteed access to basic items for 70 low-income families and
it is estimated that this will rise to 100 families by the end
of the year.
The beneficiaries of the service are individuals in a social
situation of need who do not have sufficient income to
cover their basic food and hygiene needs, and who are
dependent on individualised accompaniment via Caritas.
[SOCIETY]
THE PROCEEDS GO TO
INDIVIDUALS IN A SOCIAL
SITUATION OF NEED
Every year, the Solidarity Race focuses on a specific social
project. For five years, the funds were used for several
projects led by ACNUR in Colombia, Kenya, Somalia and
countries of the Horn of Africa. Education has been made
available for 8,900 children and emergency aid provided
for more than 19,000 individuals with the aim of promoting sustainable change for an entire generation.
Full involvement on the part of BBVA employees and the
wider community enabled more than 650,000 euros to be
collected during the six years of Solidarity Races. BBVA,
firmly committed to working for a better future for people,
has contributed 300,000 euros. In all, 952,000 euros were
earmarked for several projects promoted via the six Solidarity Races held so far.
In 2013, given the social needs of many Spanish families,
220,000 euros were given to Caritas to implement the Solidarity Shop project. The service was created to cover the
basic needs and social accompaniment process of more
than 100 families in Spain.
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IMPLEMENTATION. DEVELOPMENT OF THE IDEA PHASES, TIMEFRAME FOR ACTION
IIn response to the grave financial crisis that is affecting
many Spanish families, the 2013 Solidarity Race aimed to
provide food aid to the most vulnerable people via Caritas.
In Spain, Caritas plays an important role in support and
social integration of several social groups in precarious
situations and/or risk of social exclusion. Caritas has Reception and Pr imar y Care S er vices throughout Spain,
which are mainly managed via parishes. They provide a
direct response for those who are more severely affected
by the financial crisis.
BBVA has provided premises, free of charge, to set up the
Solidarity Shop. BBVA’s Sales Department is also collaborating by providing know-how. When the Solidarity Shop
opens, BBVA employees will be able to do volunteer work
there.
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Timeframe for actions to set up the Solidarity Shop.
1. Refurbishment of the shop provided by BBVA.
2. First procurement of goods. Subsequently, products
will be bought on a week ly, for tnightly or monthly
basis, depending on the type of product.
3. Recruitment of a person (manager) who is at risk of
social exclusion. No one will be hired until the shop
has opened. Transport and supply services will be provided by outsourcing companies. Twenty-eight volunteers have already offered their assistance and knowhow for the project.
In parallel, a committee for assessing the beneficiary families has been set up. The criteria for selecting the families
are based on the balance of their income and spending,
divided by the number of family members in the household. The stipulated aid is a payment of 60 euros per month
and person.
[SOCIETY]
The families have accepted the conditions of the service,
undertaking to pay 20% of the value of the product and
participate in a workshop on domestic and economic skills.
The implementation phases of the Solidarity Shop involve
the following costs:
1. Refurbishment of the premises and furniture, €60,000
2. Cost of procurement and hiring of outsourced services, €140,000
3. Hired staff, €22,000
The amount given to Caritas Madrid to set up the Solidarity Shop was:
• €101,885 from the 7th Solidarity Race registration fees
• €60,000 as BBVA’s institutional contribution for a shop
with 184 square metres of floor space.
BUSINESS MANAGEMENT RESULTS
We encourage our employees to adopt a culture of social
commitment and shared values. Corporate voluntary work
is an essential tool for creating a social impact. BBVA’s corporate voluntar y work programme aims to channel and
promote the development of social programmes, such as
Caritas’ Solidarity Shop, by promoting collaboration among
its employees. This will increase the pride of belonging and
help to position BBVA as a leading company in corporate
volunteer work.
The families who benefit from the Solidarity Shop are in a
situation of vulnerability and social exclusion, and receive
support from Caritas. The Solidarity Shop gives these families access to essential items, as well as sufficient resources
to cover their basic food and hygiene needs.
They began with 70 families in the first quar ter of 2014
with the aim of reaching 100 by the end of the year. The
families benefit from accompaniment to help them manage the family income.
As an example, the potential indicators may be:
• No. of families attended (or no. of people).
• No. of families who attend the workshop in improving
the domestic economy.
• Monthly report from the families, with their plan for
action and improvement tasks to be carried out.
• No. of families who have accompaniment or monito ring of their learning (domestic economy).
• No. of families who are dismissed because they have
met their objectives (improvement of domestic management).
• No. of families who are dismissed because they fail to
comply. trabajar por un futuro mejor para las personas.
BBVA, as an institution committed to education, promotes
initiatives that will ensure the development of the wider
community, meeting its purpose as an organisation: to
work for a better future for people.
<<<<<<<<<<
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REVITASS, PHYSIOTHERAPY CLINICS
ONCE AND ONCE FOUNDATION CORPORATE GROUP
The Revitass project provides an opportunity for a university education, qualified employment and self-employment
under a trade name of good standing, for blind or visually
impaired individuals who are affiliated to ONCE. The 2012-2015 Strategic Plan has been undergoing implementation since 2012. Among other actions, it aims to implement a franchise system under which clinics managed by disabled physiotherapists could be set up.
The Clínica Universitaria de Fisioterapia, S. L. was constituted
on 10 November 1997, within the framework of a collaboration agreement entered into by the General Management of
ONCE, its University School of Physiotherapy, attached to the
Autonomous University of Madrid, and CEOSA.
Its main objective is to facilitate the possibilities of obtaining
employment of individuals with disabilities, particularly for
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40 f e b r ER O 2 0 1 1
ONCE-affiliated blind and visually impaired individuals and
study in the University School of Physiotherapy of ONCE.
The Revitass trade name was created to provide commercial
support for affiliated professionals who chose the option of
self-employment and set up their own clinics. The company
has been classified as a Special Employment Center (Social
Economy Business) since 2003.
[SOCIETY]
Many professional physiotherapists carry out their activity as
employees within the public health sector or independent professionals. Physiotherapy is highly concentrated in the city of
Madrid, where the size of the centres that offer the service ranges
from large hospitals to home visits. Clinics could be considered a
large operator in relation to other physiotherapy clinics and specialised centres within the Autonomous Region of Madrid.
However, no value is placed on trade names within the physiothe-
rapy sector and currently none of them are clearly positioned.
Moreover, very few centres can associate the provision of services
to corporate social responsibility.
Another aspect, which is intangible yet highly important, is perception amongst clients and the wider community in general that
the quality of service provided by physiotherapists who are affiliated to ONCE is far higher than the average
IMPLEMENTATION AND DEVELOPMENT OF
THE IDEA
One of the key objectives of the 2012-2015 Strategic Plan is to
promote the employability of affiliated members and individuals
with disabilities by developing business projects whose economic
feasibility would be sustainable in the long term, together with
ONCE Group of Companies . The lines of action followed to obtain
that objective are:
• Consolidation of the University Physiotherapy Clinic, by maximising the provision of services to private clients and the
clients of medical companies, maintaining their commitment
to facilitating the possibilities of obtaining employment of
students from the University School of Physiotherapy of the
ONCE.
• Opening new clinics in strategic areas of Madrid, Barcelona,
Valladolid, Seville and Malaga.
• Study and implementation of a franchise system for setting
up a network of clinics managed by physiotherapists who are
affiliated to the ONCE.
• Marketing of physiotherapy services among leading companies, generating business for ONCE clinics and those that are
franchises of the Revitass trade name. This is a specific implant type service that will enable companies to offer their
workers physiotherapy provided by a Special Employment
Center (Social Economy Business). This will also help them to
comply with current legislation on hiring individuals with
disabilities.
• Specific agreements to implement the Revitass trade name in
joint marketing projects with ONCE and its Foundation, focusing on service to the association movement of individuals
with disabilities.
• To boost and improve the positioning of the Revitass trade
name, which, as a result of the preceding paragraphs, enables
an increase of the number of collaboration agreements entered into with physiotherapists who are affiliated to ONCE, in
Spain.
The implementation of said measures will create net employment
for the group of affiliated members and other people with disabilities in the following magnitudes for the duration of the Plan.
The specific indicators established for measuring the results are
the following: • Carrying out plans for attracting students affiliated
to the ONCE to increase the number of physiotherapy students
and graduates in Physiotherapy.
• Tripling the number of individuals with disabilities who are
Revitass staff members or self-employed holders of franchises, to attain a net workforce of 68 employees.
• Opening five new Revitass clinics in strategic cities and locations.
• Increasing the turnover to 1.6 million euros in financial year
2015, up from 0.6 million in 2011.
Creating an e-learning tool specialised in healthy posture and ergonomics at the workplace, which provides added value with
which to attract client companies.
REVITASS CENTRES
2011
2012
2013
2014
2015
AFFILIATES
16
23
30
34
39
WITH OTHER DISABILITIES
3
5
8
9
11
TOTAL WITH DISABILITY
19
28
38
43
50
WITHOUT DISABILITY
1
1
1
1
1
TOTAL
20
29
39
44
51
2011
2012
2013
2014
2015
0
0
6
12
18
0
0
6
12
18
0
0
6
12
18
REVITASS FRANCHISES
AFFILIATES
WITH OTHER DISABILITIES
TOTAL WITH DISABILITY
WITHOUT DISABILITY
TOTAL
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The actions carried out from 2012 to the present are:
In 2012, development of the trade image and corporate identity
guides.
In 2013:
• Three new Revitass clinics were opened in May 2013 (two in
Madrid and one in Barcelona).
• Construction work in the main clinic. Renovation work to
bring the clinic’s appearance in line with the quality of service.
• Work started on the development of a new health management application.
• A new project for clinics affiliated to the Revitass trade name
was designed to attract the affiliation of the largest number
of physiotherapy clinics managed by disabled physiotherapists (preferably ONCE-affiliated) as possible.
• Recruitment of an outsourced company for advertising campaigns and other questions related to sales.
In 2014:
• Five new Revitass clinics were opened in January (two in Madrid and one each in Tenerife, Coruña and Seville)
• Strengthening of the project of clinics affiliated to the trade
name.
• Development of the new Revitass website (April 2014)
• Construction work in the main clinic. Renovation work to
bring the clinic’s appearance in line with the quality of service.
• Implementation of the new health management application
in the Revitass clinics and affiliated clinics (May 2014)
• New lines of business were opened: Pilates, medical consultation, nutrition (September-December 2014)
2015, planned:
• Opening of two new Revitass clinics (April 2015 and September 2015)
The estimated total investment for the period of implementation
of the strategic plan, that is, 2012-2015, both inclusive, is 336,400
euros for strengthening the trade name, development of a health
management application, opening new clinics and renovation
work on the main office.
BUSINESS MANAGEMENT RESULTS
At the global level, the qualitative aims of the 2012-2015 Strategic
Plan are being met, insofar as employment is being created for
individuals with disabilities; the value of the Revitass trade name
is increasing with the opening of new clinics that give greater visibility to disabled physiotherapists in society (opportunities to
obtain employment). Moreover, work is underway to support
physiotherapists with their own clinics (the franchise project).
With regard to indicators of the outcomes, the figures for turnover
and profits are slightly lower than the target figures, although
efforts are being made to meet the original plan within the remaining period.
At the level of creating employment, on 31 December 2013, the
workforce came to 34 employees (33 with disabilities), compared
to the 39 originally planned.
With regard to the number of affiliated clinics and franchises, on
31 December 2013, there were 3 of the 6 that were planned,
although more are being launched in 2014 and the trend is expected to continue in 2015
IMPACT OF THE BEST PRACTICE ON THE EXTERNAL
ENVIRONMENT
Revitass is a profitable project in which a specific purpose converges with the capacity of several organisations to join forces and
share their resources. It rests on two firm convictions:
• That blind and visually impaired individuals have developed
their sense of touch beyond normal. This gives them a skill
that, with training and experience, can lead to qualified physiotherapists who provide service of the highest quality.
• The project also provides a value chain for professionals:
• it qualifies them to higher-than-average standards; offers
them an opportunity for employment that they can fulfil nor-
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42 f e b r ER O 2 0 1 1
mally and pursue to whatever level they decide; and also
offers the option of self-employment under the umbrella of a
franchise that provides support for management and one of
the most reputed and prestigious trade names in Spain. In
short, it is a project for providing top quality service via a social business model.
The main effect, beyond creating good quality employment for a
specific group, is the opportunity of connecting the wider community, in their day-to-day lives, with individuals with serious and
sometimes severe disabilities, in a normal professional context.
[SOCIETY]
This serves to raise awareness that individuals with disabilities are
not only entitled to good jobs but can perform their work as well
as or better than individuals who have no disability. It helps to
overcome prejudice regarding the ability and attitudes of indivi-
duals with disabilities, as well as paternalistic feelings and misguided compassion, clearing the way for a new understanding. In
short, it is a project that has the capacity to change the wider
community’s values.
“ONCE and its Foundation place people and their hopes at the
core of the organisation. We have no shareholders. We work with
individuals, for individuals. We manage responsible gaming and
promote a corporate group in which we demonstrate that the
combination of economic and social returns is perfectly possible.
We turn the trust citizens place in us when they buy the lottery
ticket into the day-to-day work and effort of individuals with disabilities. In our 75 years of history, this has enabled us to go from
begging (formerly, selling the lottery ticket was practically viewed
as charity) to providing services. We feel immense satisfaction
every time a person with a disability gains employment, which is
the best way to become a part of society. We are convinced that
our highest value is the window onto life that opens every time
we create employment”.
In 2013, ONCE and its Foundation have promoted 9,214 new jobs,
of which 8,159 were for individuals with disabilities. It is the most
important driver of employment in the world for individuals with
disabilities. In its 25 years of existence, the ONCE Foundation has
contributed 1.6 billion euros to support more than 33,700 projects
of the Association Movement on Disability, creating 80,000 new
jobs for individuals with disabilities.
The ONCE Foundation and the ONCE’s Corporate Group consider
that corporate responsibility and sustainability concerns every
organisation and not just companies. Therefore, they feel they
have a commitment to society that goes beyond the social work
they carry out. The cornerstones of corporate responsibility are:
Individuals as the drivers of the organisation, maximisation
of social impact, good governance and transparency, management excellence and respect for the environment, all of
which is oriented toward a management model that combines
economic and social profitability.
The ONCE and its Foundation, including the Corporate Group,
govern their conduct by the “Code of Ethical Conduct for execu-
tives, middle management and other non-executive managers of
the ONCE and its Foundation”. The Code and information on the
measures for implementing it are available on the HOOP SOCIAL
intranet of the ONCE Foundation and the Corporate Group, and
can be accessed by all the employees. The mission of the Ethics
Committee is to ensure compliance and promote measures for
implementing the Code. The ethics channel envisages a mailbox,
accessible to all, to which the employees can send suggestions for
improvement on ethics, and report any unethical conduct they
have identified. To implement the values of the Code, a document
that specifies mandatory rules of conduct for its recipients was
drawn up in 2013. The ONCE Foundation and Grupo Fundosa published their joint report on Corporate Responsibility and
Sustainability since 2011, having obtained an A+ rating from the
Global Reporting Initiative (GRI) for every financial year. CEOSA
was included for the first time in 2013, and the report was drawn
up under the new G4 version.
The ONCE Foundation and the ONCE’s Corporate Group are signatories of the Global Compact. Moreover, Grupo Fundosa is a member of the Spanish Network of the Global Compact, promoting
partner of Forética and member of the Board of Directors, and a
founding member of the SERES Foundation. The ONCE Foundation, via the National Disability Council, was a member of the State
Council on Corporate Social Responsibility (CERSE) during its first
phase. It is an Organisational Stakeholder in the Global Reporting
Initiative (GRI). Lastly, it participates in the AEN/CTN 165 Technical
Committee of Standardisation of Ethics of AENOR.
The policy is intended to back the Corporate Responsibility movement and raise awareness of Corporate Social Responsibility with
regard to Disability (CSR+D) inside and outside of Spain. At the
same time, it seeks to strengthen the role of leaders and advisers
on the subject.
i Text taken from an interview with Miguel Carballeda, which appeared in the magazine Valores de KPMG, in the April 2014 edition..
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CORPORATE SOCIAL RESPONSIBILITY
REPORT (CSR). GARRIGUES
DESCRIPTION OF BEST PRACTICE
The best practice is the publication of Garrigues’ Corporate
Social Responsibility Report. Garrigues publishes its CSR Report annually, in which it accurately reflects the economic,
social and environmental reality of the firm, whose strategic
objective is to achieve sustainable corporate growth and
foster information transparency for stakeholders.
It has just published the eighth edition of the CSR Report for
the 2013 fiscal year, which is available at the following link:
http://www.garrigues.com/es/ResponsabilidadSocial/Memoria/Paginas/Memoria.aspx
The Report was drafted in accordance with the G4 Sustainability Reporting Guidelines of the Global Reporting Initiative
(GRI) and has been audited by an independent entity. It also
took into account the ‘Making the Connection’ report in order
to link the GRI guidelines to the principles of the United Nations Global Compact, which Garrigues has adhered to since
2002.
Garrigues also takes other international standards into con-
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40 f e b r ER O 2 0 1 1
sideration, such as the WRI/WBCSD GHG Protocol, the UNEISO 26000 (2012) standard, the OECD Guidelines for Multinational Enterprises (2011 update), the United Nations Guiding
Principles on Business and Human Rights (2011), and the International Integrated Reporting Framework of the International Integrated Reporting Council (IIRC).
The Report forms part of the global policy that the company
applies in Spain and abroad. Thus, all indicators and data
provided in the CSR Report refer to both the offices in Spain
as well as our offices worldwide. The firm’s corporate headquarters are in Madrid.
http://www.garrigues.com/es/RedDeOficinas/Paginas/Home.aspx
http://www.garrigues.com/es/land/Paginas/Garrigues-America-Latina.aspx
[SOCIETY]
The European Parliament, European Commission and other
official entities recognize the need to improve the transparency of social and environmental information provided by
companies in all industries, with the aim of identifying
sustainability risks and guaranteeing fair trading conditions.
The responsibility of a firm such as Garrigues is not limited
to and does not stop at strict compliance with its legal
obligations (of a tax, employment, environmental or any
other nature).
Garrigues’ vocation is to accompany its clients where they
need help and create value together for future generations.
Garrigues understands corporate social responsibility as a
management model that analyses the economic, social and
environmental impact that the company’s activity generates
has on its stakeholders, as well as the expectations they have
in of Garrigues’’ professional practice.
This is what Garrigues firmly believes, and in order to fulfil
its mission, without compromising future resources and the
sustainable development of society as a whole, the company
has integrated the evaluation of the hazards threats and
opportunities that may be derived fromarising from its actions into its business model. In order tTo share and make
this commitment to society and the environment visible,
Garrigues has decided to publish a CSR Report. The report
covers the general directives guidelines that guide shape
the company’s management model and that are derivinged
from CSR initiatives implemented at the company.
IMPLEMENTATION. DEVELOPMENT OF THE IDEA
The firm’s first Corporate Social Responsibility Report was
published in 2007 (for the 2006 fiscal year) and was the first
initiative of this type undertaken by a legal firm in Spain
(Garrigues continues to be the exception). The steps followed in order to implement the CSR Report at our offices
were as follows:
• Appointment of managers.
• Creation of a working team.
• Assistance from an expert external consultant in this
area.
•
Identification of aspects to be addressed (consultation with
stakeholders)
• Implementation
The CSR report details the firm’s different commitments with respect
to the following matters:
•
Clients
•
Personnel
•
Community
•
Information technologies
•
Knowledge management
•
Eco-efficiency programme
•
Economic performance
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Below are the main phases for the creation of the CSR Report:
1. Identification of content (material aspects in CSR).
2. Assignment of tasks, deadlines, managers and resources
for compiling the information (timeline).
3. Initial meeting and reformulation of the timeline
4. Each manager creates the content and compiles the in-
COST OF IMPLEMENTATION
Garrigues’’ CSR report is entirely created by professionals
at the firm.
RESULTS IN TERMS OF COMPANY MANAGEMENT
The results obtained are not measurable in economic
terms.
They are direct impacts on society and the environment. To
measure these effects, a series of indicators have been
published, the results of which are included in the CSR
Report.
Some of the most relevant indicators are:
• Customer satisfaction level.
• Community outreach initiatives.
• Collaboration agreements with non-profit entities
(training scholarships).
• Resource consumption (energy, water, paper).
• Waste management.
• Greenhouse gas emissions inventory.
For further information, please consult Appendix II Contents and indicator according to the GRI in Garrigues’ CSR
Report, available at:
http://www.garrigues.com/es/ResponsabilidadSocial/Memoria/Paginas/Memoria.aspx
Furthermore, an annual survey is carried out to determine
perceptions and concerns about the CSR Report and, in
general, about the firm’s corporate social responsibility
management. According to the results of the last survey
carried out in 2014, practically all respondents consider
the CSR Report to be highly useful, mainly for the following
reasons:
• Best practice of transparency with society and other
stakeholders.
• Improves the firm’s image among stakeholders.
• A good presentation tool for customers.
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42 f e b r ER O 2 0 1 1
5.
6.
7.
8.
formation.
Consolidation of information (first draft of the Report).
Management review and approval of the draft.
Publication.
External assurance.
[SOCIETY]
Identifying stakeholders’ expectations and demands, and
involving them in the company ’s strategy, is one of the
most powerful tools for the success of socially responsible
positioning, where values such as transparency, communi-
cation and dialogue as distinguishing features are essential when empowering the organisation’s long-term sustainability.
COMPLEMENTARY INFORMATION
Garrigues, through its Foundation and Centro de Estudios,
pursues a scholarship and awards policy for young lawyers on
legal research and social outreach activities. Above all however, Garrigues makes a firm commitment to an essential part
of its identity: pro bono work, guaranteeing free tax and legal
advisory services to not-for-profit entities.
VALUES SUCH AS
TRANSPARENCY,
COMMUNICATION
AND DIALOGUE ARE
ESSENTIAL ELEMENTS
THE LONG-TERM
SUSTAINABILITY OF
THE ORGANISATION
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CORPORATE ALLIANCE FOR CHILDHOOD
IMMUNISATION. LA CAIXA. LA CAIXA
In 2008, together with GAVI Alliance, the “la Caixa” Foundation created the Corporate Alliance for Childhood Immunisation, with the aim of offering Spanish companies, as part of
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40 f e b r ER O 2 0 1 1
the social responsibility, the opportunity to collaborate with
the GAVI project in its fight against child mortality.
[SOCIETY]
The Gavi Alliance was founded in 2000, a global public/private
initiative with the mission of saving children’s lives and protecting the health of the population by increasing access to immunisation in the most impoverished countries.
In 2008, together with GAVI Alliance, La Caixa created the Corporate Alliance for Child Immunisation, with the aim of offering
Spanish companies, as part of their social responsibility, the
opportunity to collaborate with the GAVI project in its fight
against child mortality. The “la Caixa” Foundation channels the
contributions from the companies and guarantees that they are
entirely used for childhood immunisation.
Similarly, the “la Caixa” Social Work, through the International
Area, monitors the vaccination projects carried out and periodically informs members of the Corporate Alliance for Childhood
Immunisation.
IMPLEMENTATION DEVELOPMENT OF THE IDEA
Since 2008, 82 companies in the Madrid Community have contributed 809,000 euros to the Corporate Alliance for Childhood
Immunisation, thus achieving vaccination of 94,180 children in
Africa, Asia and Latin America.
The companies make an economic contribution to the “la Caixa”
Foundation, which is entirely transferred to GAVI Alliance, the
first Public/Private Global Alliance in the fight against child
mortality with the following objectives:
• To increase the use of underused vaccinations and accelerate the introduction of new vaccines.
• To contribute to strengthening health systems for the distribution of vaccines in developing countries. To increase the global financing forecast and improve the
sustainability of Spanish financing for immunisation.
• To assure an adequate and quality supply of vaccines at
low and sustainable prices.
Donating companies receive different recognitions and accreditations in appreciation of the contribution, according to the
category to which they belong:
•
Silver Sponsor: from 1,000 to 5,999 euros
Gold Sponsor: from 6,000 to 29,999 euros
Platinum Sponsor: from 30,000 euros
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In 2008, the Foundation became the first private member
of GAVI in Europe with direct and annual contributions.
To date, the “la Caixa” Foundation has contributed
16,000,000 euros.
Employees of the “la Caixa” Group can also collaborate
on this initiative by making monthly contributions from just
one euro.
Also, La Caixa offers Spanish companies the opportunity
to contribute, as part of their social responsibility, to the
GAVI Alliance project in its fight against child mortality.
Since it began in 2008 more than 370 companies have joined
the Corporate Alliance for Childhood immunisation, making
contributions for an amount of 1,642,300euros which, together with the 16,000,000 euros from the “la Caixa” Foundation and contributions from employees, has enabled
2,215,171 children under the age of five to be vaccinated.
RESULTS IN TERMS OF COMPANY
MANAGEMENT
Participation in the Corporate Alliance forms part of the actions
on corporate social responsibility, with positive repercussions on
the company, fostering its competitiveness. It also projects an
image of concern for social problems, which positively impacts
workers andshareholders, as well as consumers and public opinion.
SINCE IT BEGAN IN 2008, THE CONTRIBUTIONS FROM MORE
THAN 370 COMPANIES, AS WELL AS THOSE FROM THE “LA
CAIXA” FOUNDATION AND FROM EMPLOYEES, HAVE ENABLED
2,215,171 CHILDREN UNDER THE AGE OF FIVE TO BE
VACCINATED
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42 f e b r ER O 2 0 1 1
[SOCIETY]
The collaboration between the “la Caixa” Foundation and the
GAVI Alliance contributes to achieving the United Nations’ fourth
Millennium Development Objective: to reduce child mortality by
two thirds by the year 2015.
From 2000 to November 2013, thanks to the labour of the GAVI
Alliance, 440 million children have been vaccinated and more
than six million premature deaths avoided.
•
•
Contribute to the country framework by:
• Solidarity: every 20 seconds a child dies from diseases that
can be prevented with vaccines.
• The miracle of the vaccinations: The vaccinations are essential tools for the development of the populations.
• CSR: contributing to the fight against child mortality, as part
of the company’s corporate social responsibility programmes, generates a solidarity spirit • Recognition: the companies that form part of the Corpora-
•
te Alliance receive material personalised with their brand,
accrediting their adhesion.
Effectiveness: the United Kingdom Multilateral Aid Review
2011 placed GAVI at the highest level of the multilateral
development organisations due to its organisational ability,
its cost-effective operations and its contribution to development.
Transparency: The GAVI Alliance is considered by the Aid
Transparency Index 2013 as the second leading international organisation contributing to more transparent development. The report recognises GAVI for its transparency, its
cost effectiveness and its contribution to development
Matching Fund: As a result of an agreement between GAVI,
the Bill and Melinda Gates Foundation and the “la Caixa”
Foundation, all the contributions channelled through “la
Caixa” are matched, thus doubling the efforts in the fight
against child mortality.
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“TOGETHER WE CAN DO MORE”. THE
MUTUA MADRILEÑA CORPORATE SOCIAL
VOLUNTEERING PROGRAMME
Under the banner “Together we do more”, since 2011 Mutua
Madrileña has undertaken a Corporate Social Volunteering
Programme in which the company’s staff participate very
actively.
During 2013, 26 volunteering projects were implemented,
most of them in Madrid, in which almost 300 employees par-
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40 f e b r ER O 2 0 1 1
ticipated, which is 16% of the staff.
And of these, a large number participate frequently.
The Mutua Madrileña Corporate Social Volunteering Programme has two frameworks; Firstly, it is open to projects
proposed by employees and secondly, to projects proposed
by the company based on the proposals received by various
[SOCIETY]
Mutua Madrileña has a very committed and active staff with
a high level of response in the different initiatives proposed
by the company. Therefore, at the end of 2010 and with the
aim of encouraging employees to par ticipate in Mutua
Madrileña’s social action, the possibility of implementing a
Corporate Social Volunteering Programme was addressed.
Specifically, the Mutua Madrileña Corporate Social Volunteering Programme arose from various pilot experiences
developed at the end of 2010 to which there was a very
positive response. One of these was a basic computer course for immigrant women carried out in collaboration with
the San Juan del Castillo Foundation’s United Villages Centre. In this initiative, driven by the various employees together with the company, the volunteers delivered courses
about using computers to 20 women from various countries
in Latin America and Africa, on Saturday mornings for two
months. This computer course, of which eight editions have
already been held, has today become one of the most recognised activities of the Mutua Madrileña Corporate Social
Volunteering Programme.
IMPLEMENTATION DEVELOPMENT OF
THE IDEA
From the success of the pilot activities developed at the end of
2010, the objective was firmly proposed to formalise and implement a Corporate Social Volunteering Programme for the
employees of all the companies in the Mutua Madrileña Group.
Firstly, and so that the programme would meet the expectations of employees, a survey was carried out among all staff
about their preferences in terms of the types of initiatives to
be developed and different groups to support.
The responses obtained were assessed and the main points of
the project designed. Thus, it was programmed that employees, in addition to collaborating as volunteers, would be an
active part in making decisions about the activities they drive.
NGOs.
The projects are undertaken by employees outside of working hours and support various groups in any situations such
as people with disabilities, the elderly, adults and children at
risk of exclusion, etc.
Therefore, the Mutua Madrileña Corporate Social Volunteering
Programme has two frameworks; firstly, it is open to projects
proposed by employees and secondly, to projects proposed by
the company based on the different requirements of the NGOs
with which the Mutual Society usually collaborates.
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The projects proposed by employees, if they have support
from a sufficient number of employees to implement them,
can receive financial support from the company (through
the Mutua Madrileña Foundation) to bring it to fruition.
These projects, the majority of which are undertaken in
Madrid, may be volunteering initiatives with non-profit entities (associations or foundations), as well as personal charity initiatives. Also, depending on the activity being developed, employees’ families and friends may participate.
To facilitate the implementation of the volunteering programme, a specific micro-site was created on the company’s
intranet on which the different volunteering opportunities
are published, whether proposed by employees or by the
entity itself. Thus, the volunteers who wish to register to
collaborate on any of the initiatives can do so through this
platform. Therefore all members of the company who wish
to propose and participate in charity initiatives can make
proposals that will move forward quickly and easily, with
the collaboration of other colleagues.
The project’s internal communication and the initiatives
developed are also essential for the good operation of the
programme. Thus, for example, in addition to having an
extensive internal communication campaign when the initiative is launched, the different internal information resou-
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rces are used to communicate the activity of the proposals
as well as information and images from the result of them
(intranet, mail, internal video portal, electronic newsletter,
etc.).
Similarly, the Mutua Madrileña Corporate Social Voluntee ring Programme has support and active participation from
senior management. All these factors, as well as the wide
acceptance of the Mutua Madrileña employees in terms of
participating in the programme, have contributed to ensuring the initiative has an identity within the company, which
is also acquiring high levels of notoriety within the NGOs.
Additionally, continuity has been provided for the activities
that goes beyond just occasional actions.
The projects proposed by the employees respond to the
desire to help people in a situation of need, often due to
economic reasons, as is the case with immigrants, unemployed people or those with few economic resources, and
others due to health reasons, for example people with some
kind of disability or affected by illness.
In many cases the projects are those undertaken by an NGO
or association with which the employees already collaborate, and therefore they have a good knowledge of its reality
and its needs. But on other
occasions, employees’ motivation when making a proposal may come from difficult situations they observe
in their environment. Thus,
more than 400 employees,
some of them together with
their families, have already
collaborated on ac tivities
and organisations that address all types of action
areas such as Fundación Síndrome de Down Madrid,
Fundación Apascovi, Pue blos Unidos, Cooperación
Internacional, Caíco, Fundación Deporte y Desafío, Fundación Menudos Corazones
and Sant´Egidio, among
many others.
[SOCIETY]
December 2010: Survey to discover employees’ perceptions
and opinions about corporate volunteering initiatives.
January-March 2011:
• Propose and design the action points for the volunteering
programme.
• Develop the volunteering portal on the corporate intranet.
• Plan the first volunteering activities (for launch with the
presentation programme).
•
Prepare the internal communication campaign for the
launch of the programme (e-mailings, video, posters, etc.).
March 2011: launch the Corporate Social Volunteering Programme among Mutua Madrileña employees and carry out the
first activities (those proposed by the company as well as those
proposed by employees).
Mutua Madrileña, through the Mutua Madrileña Foundation,
provides financial support for the expenses derived from the
volunteering activities proposed by employees.
Thus, the Corporate Volunteering Programme has an annual
budget of 50,000 euros. .
The implementation of the Mutua Madrileña Corporate Social
Volunteering Programme has resulted in:
•
Collaboration with 20 NGOs every year.
• More than 500 people have directly benefited from the
volunteering initiatives.
• Developing the Corporate Volunteering Programme has
contributed to further improving workplace morale and
employees’ pride of belonging to the company.
• Almost 1,800 hours per year dedicated by Mutua emplo-
•
yees to providing help for people in situations of need in
2013.
In the words of the employees participating in the programme, this type of initiative fosters teamwork, contributes to developing personal skills, fosters the spirit of solidarity, brings people closer together and improves relations
among the different employees and departments in the
company. All this has a repercussion on motivation, commitment and therefore on corporate results.
IMPACT OF THE BEST PRACTICE ON THE EXTERNAL
ENVIRONMENT
The Mutua Madrileña Corporate Social Volunteering Programme is being identified by other companies as a model to follow,
given the high involvement achieved among staff and the
continuity of the charity actions undertaken.
The employees who participate, around 16% of the staff every
year, share and convey the company’s values and voluntarily
dedicate their time to improving the lives of hundreds of people
in situations of need.
Key points for the implementation of a corporate volunteering
programme:
• Active support from management.
•
Design a programme that is aligned with employees’ expectations, for which it is essential to know their opinions
and preferences to this respect.
• Involve employees in decision-making about the initiatives
undertaken: offer them the possibility to propose and lead
the activities they wish to drive and, if they fit within the
established framework, financially support them.
• Generate a high level of knowledge about the programme
•
•
by employees through different internal communication
platforms.
Provide continuity to activities: going beyond just occasional actions.
Align the Corporate Volunteering Programme with the
company’s social action strategy in order to maintain cohesion (in the case of Mutua Madrileña, collaboration is maintained on the Corporate Volunteering Programme with the
same groups supported through the rest of the social action support initiatives).
.
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THINK BIG. TELEFÓNICA
The first Think Big is the way in which Telefónica seeks to
help young people in Europe so that they are better prepared for their future personal and professional lives, by
developing skills aligned with entrepreneurship and specific digital skills with a maxim of “learn by doing”.
On the one hand, the management and implementation of
the project in Spain and on the other, the programme’s
international coordination is carried out in Madrid, which
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40 f e b r ER O 2 0 1 1
includes monitoring and coordinating the implementation
and development of the programme in three European
countries (Spain, Germany and the United Kingdom) and
measuring the social impact of the programme. From here
the continual innovation of the programme as well as the
inclusion of the groups that are the most impoverished or
at risk of exclusion in all the countries is assured.
[SOCIETY]
Think Big came to Spain in October 2012 after the successof the initiative in five European countries where Telefónica has subsidiaries: United Kingdom, Ireland, Germany,
Czech Republic and Slovak ia,where to date more than
10,400 projects have beenimplemented involving over
120,000 young people.
The programme was launched with the idea that youngpeople are the crux of social change, since giving them
responsibility and leadership in their own projects achievesthe objective of fostering innovation and entrepreneurship in the country.
In Spain, the three open invitations since the end of 2012
draw a roadmap that shows the interest of young Spanish
people in owning their own future: 610 projects have been
implemented from 2,805 ideas presented, and 2,338 young
people have par ticipated in 46 Spanish countries, with
morethan 600 mentors participating...
Establishment of our commitments:
• That they learn with in situ and online workshops.
• They develop skills that help them in their future pro-
•
•
fessional and personal lives.
They have a team of experts to advise them and provide support at all times. The project will be financially
supported with 400 euros.
M eetings will be organised so that they can meet
others who undertake projects like they do.
We will communicate their successes.
•
•
Establishment of our requirements:
• That they plan their project.
• That they prepare and control their budget.
• That they motivate and organise a team to support them.
• That they communicate and share in networks.
• That they dedicate time, motivation and effort to moving the project forward.
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PHASES. TIMEFRAME FOR ACTION
MANAGEMENT
The Think Big programme includes different levels that
progressively evolve in terms of the resources offered to
the young people, development of skills and impact. The
model is designed to achieve scope and awareness in the
first level, enabling a large number of young people to use
their creativity to start to work with their ideas while they
discover their own potential.
The collaboration of the employees who form part of the
initiatives as mentors of the young people selected also help them to develop their skills and abilities.
The first level ( THINK level) involves different types of sessions that inspire and enable young people to identify
problems that concern them and think about their own
solutions. Sessions are held in schools, social entities, universities, Telefónica offices and commercial shops.
In the second level (START level), young people who have
a social idea and wish to implement it can make it a reality.
In this level the young people receive economic support of
€400, a volunteer employee mentor from Telefónica, online
and in situ training in entrepreneurial and digital skills and
advice and monitoring by Telefónica Foundation.
There is also a third level (BUILD level), in which the young
people who have the potential to expand their projects
receive additional financing of €3,000, continuing with the
support from a mentor from Telefónica and advice from
the Telefónica.
Foundation, and receive more specific training about social entrepreneurship and digital skills with the aim of
finding the sustainability model for their projects. It is a
progression of the previous level where the project was
tested and the young person showed interest in and dedication to it. Finally, the projects that arouse the interest of
different agents in the entrepreneurship ecosystem, which
have also demonstrated the potential to be sustainable,
social and digital enter into a final phase (GROW level)
where continuity is provided for their entrepreneurship
within or outside of the Telefónica support ecosystem ( Talentum, Wayra, etc.). They are put into contact with business angels, accelerators,investors, companies, etc.
coste de implantación
heos de sesiones que inspiran y permiten a los jóvenes
identificar problemas que les preocupan y pensar sus propias soluciones. Se realizan sesiones en colegios, entidades sociales, universidades, oficinas de Telefónica o tiendas comerciales.
En un segundo nivel (nivel START ), aquellos jóvenes que ti
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In this sense the project obtains excellent results in terms
of recognition as a best practice by the company and in
terms of generating a good working environment and the
pride of belonging to the company. Work is also undertaken together with the different Territorial Managers and
the different areas of the company, in order for the programme to serve as a tool for Telefónica to improve its international presence and commercial agreements
[SOCIETY]
The programme seeks to help young people in Europe so
that they are better prepared for their future personal
and professional lives, by developing skills aligned with
entrepreneurship and specific digital skills with a maxim
of “learn by doing”.
It also fosters the social inclusion of young people who are
in vulnerable situations. There are 40 corporate entitie
from around Spain in collaboration with Think Big that
work with young people at risk of social exclusion and that
through them know about the programme and encourage
them to participate and share the experience with other
profiles of young entrepreneurs who come from other
areas such as universities, schools, etc.
Results in Spain:
• First invitation with 120 project and 120 mentors (of
which 32 are from Madrid) (finalised).
• Second invitation in which there were 300 projects
and 280 mentors (Currently in the BUILD level, will finalise in December 2014) (of which 55 projects are
from Madrid).
• Third invitation in which the START level has begun,
200 projects and 200 mentors (in progress, to finalise
in December 2015) (of which 56 are from Madrid
The Best Practice arises from the Social Projects Area of
the Telefónica Foundation, the aim of which is to address
social needs by developing effec tive ac tions that empower individuals.
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WAYRA. TELEFÓNICA
Wayra’s mission is to find the best digital talent throughout the world and to accelerate and develop businesses
around it.
Telefónica’s vision is to help build the largest ICT programme in Europe and Latin America for the business community.
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Wayra is a programme that focuses on promoting innovation and the discovery of new talent related to the Internet
and new information and communication technologies
(ICT ) across Europe and Latin America.
Through its global project-acceleration model, Wayra supports entrepreneurs and provides them with technological
[SOCIETY]
tools, qualified mentors, cutting-edge technical facilities,
office space in the most suitable locations for setting up
an IC T business, network ing oppor tunities, a leadingpartners programme and the funding they need to accelerate their growth. The programme was launched in Colombia in 2011 and the Madrid academy was opened in Sept-
ember, becoming the first space in Spain for facilitating
the creation of ICT-related companies.
Opened on 16 November 2011.
Wayra is founded on values such as passion, leadership,
collaboration, commitment, diversity and fun.
.It is an institutional initiative, born out of the conviction
that opportunities for growth come from ideas and that
these ideas can come from anywhere in the world, even
from outside the organisation itself. It was also born out of
the desire to seek both medium and longterm benefits.
Talent does not always find the right direction, funding
and suppor t to make progress, and often falls back on
emigration as the only means of development.
This initiative, however, aims to make a significant economic impact within the countries in which it operates. This
has led to the project’s involvement in main population
centres throughout Europe and Latin America and its re cent expansion into China, through an alliance with one of
the country’s largest startup accelerators
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The process begins by establishing spaces to facilitate the
creation of ICT-related companies and providing the technological tools, qualified mentors, acceleration processes,
network of leading ICT partners, networking opportunities, support from Telefónica’s business areas and funding
required in order to accelerate the companies’ growth.
Suitable projects for submission are those that involve
new business ideas in which innovation and the use of new
technologies plays a major role, and which preferably fit
into one of the categories defined in the rules governing
the call for applications: i.e. video, cloud-based services,
financial services, future communications, user modelling,
M2M, security, e-health, mobile applications and games,
networks/systems, consumer Internet services, social innovation, e-commerce and location services.
As of 2014 Wayra has a direct presence in 12 countries,
namely Argentina, Brazil, Colombia, Czech Republic, Germany, Mexico, Peru, Spain, United Kingdom and Venezuela,
and is active in China through an alliance with one of the
leading local accelerators. It has received more than 25,000
applications for projects to create new digital companies,
making Wayra the largest talent-detection platform in the
world of ICT.
MANAGEMENT
1. Funding:
When a project is chosen to become part of Wayra it will
receive a funding injection of around €40,000 during the
first six months in exchange for 5-10% of the shareholding,
based on a convertible note in accordance with the valuation of the project with regards to its maturity, potential
and needs.
2. Management:
• Administrative management for the business’ everyday
operations.
•
Legal advice
• Training programmes and activities
• Prestigious mentors who can provide advice regarding
ICT, business development, consulting, etc.
• Events
• Exposure to the business community
• I n t r o d u c t i o n t o p o t e n t i a l i n t e g r a t i o n w i t h i n
Telefónica’s portfolio
• Par tner programmes with the best offers for Wayra
startups
• Networking with the business community, investors,
public sector and private companies from the digital
world.
Repurposing the Telefónica structure that existed prior to
the creation of Wayra, with regard to the diversion of infrastruc ture and human resources into other business
areas.
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Currently, its academies in Bogota, Mexico City, Lima, Buenos Aires, Madrid, Barcelona, London, Sao Paulo, Dublin,
Munich and Prague together comprise more than 11,000
square metres of space dedicated to innovation and boast
a portfolio of over 340 companies, spread across 20 digital
industries.
Wayra has become the largest talent-detection platform in
the world of ICT.
Once a project has been selected and the acceleration
process has begun, Wayra will provide around €40,000 in
funding, depending on the valuation of the project in accordance with its maturity and needs. In exchange, Wayra
will receive 5% or 10% of the company’s share capital in
the form of a convertible note. It will also agree preferential rights for the sale and/or acquisition of the company’s
products and services.
The latest recorded data indicate that 26% of the startups
have become (or are in the process of becoming) part of
Telefónica’s portfolio, and that the level of third-party investment is three times the amount invested by Wayra.
1. Diversity:
Wayra not only aims to capture an enormous pool of entrepreneurial talent, but also different business projects in
emerging areas of growth, such as mobile applications,
securit y, machine -to -machine communication (M2M),
smar t cities, video, financial ser vices and more. Wayra’s
startup portfolio is very diverse, in order to capture the
opportunities offered by these growth areas and claim a
stake in the future they will create.
[SOCIETY]
2. Footprint:
With a presence in 11 different European and Latin American countries, Wayra attracts entrepreneurs that offer a
range of profiles, career paths and experiences, thereby
creating an advantageous synergy of talent. Likewise, the
level of maturity of the various markets and the experience
of our mentors provide Wayra star tups with a markedly
comprehensive and international vision of their products,
businesses and teams.
3. Be part of Telefónica:
All the startups in the Wayra portfolio enjoy the opportunities presented by being par t of the Telefónica Group.
Commercial agreements, pilots, demos, expert technical
advice and alliances with the supplier network for the leading communications company. The potential to bring
your products to over 320 million clients and 250,000 employees throughout the world is extremely attractive.
WAYRA HAS
BECOME THE
LARGEST TALENTDETECTION
PLATFORM IN THE
WORLD OF ICT
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VER
I EO M
20
br
2 0B
1 1R E
40 fNeO
2012
[PEOPLE]
A company ’s biggest asset is its people. Success in business is largely based on the development of a system
that is based on best prac tice in the
management of people. For this reason it is important to promote healthy
lifestyles amongst employees, improve diversit y management within the
company, seek ways of responding to
the need for a suitable work-life balance a n d, i n g e n e ra l, e n s u re o p t i m u m
working conditions. Without a doubt,
these initiatives to help improve people-management are worth sharing.
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BUILDING CITIES WITH WORK SPACES AND/
OR NEW WAYS OF WORKING. BBVA
Implementation of New Ways of Working in which synergies
are increased by centralising areas within the same building.
Working in open-plan spaces promotes collaboration and
interaction between teams, creating flexible, dynamic workspaces that provide simplicity and versatility.
A bright, airy environment with natural light accentuates
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transparency.
The quantity and wide variety of meeting areas promotes
both formal and informal communication.
All of the above is complemented by the provision of new
tools and digital equipment.
[PEOPLE]
After beginning work on the new head offices, and taking
into account market trends and the opinions of the Group’s
Management, an opportunity was identified to evolve the
way we work in accordance with the corporate culture of
BBVA.
The new workspaces are the outcome of the internal and
external research that the BBVA Group conducted on the
ways we want to work.
By “ways” we mean the facilities in and conditions under
which the Group’s work is carried out. These should be based
on the following principles:
• Collaboration : Promoting formal and informal interaction, closeness and openness. Encouraging knowledge
exchange at all levels. Promoting open spaces. Increasing the quantity and variety of enclosed meeting spaces
by adding areas for informal, unscheduled meetings.
•
•
•
•
Improving the workplace experience: having the option
of choosing, at any time, the ideal place for the activity
to be carried out. The workspace is no longer purely individual. Bright, airy spaces with natural light that respect
the environment. Modern spaces that can attract the
talent of the future.
Special areas for clients : Spaces designed exclusively for
attending to clients, separated from the workspaces,
where everything is done to ensure the perfect visitor
experience.
S implicity : standardisation of spaces, with a focus on
transparency.
The corporate image : Identical in all areas and aligned
with the values of the BBVA brand.
The aforementioned ideas were brought to life through
the following:
Collaborative work environment:
• Tables for informal meetings : Located on an open-plan
floor for brief, spontaneous meetings, which teams
can hold nearby without the need to book a space
beforehand. Additionally, all the canteen areas have
Wi-Fi connectivity and can also be used as informal
meeting places.
• Meeting rooms : Enclosed spaces of varying capacity,
equipped exclusively for teamwork activities. These
meeting rooms are provided with technical equipment
in accordance with the New Ways of Working and can
be reser ved via the intranet and Google Calendar,
which can be accessed on both PCs and mobile devices.
• Touchdown room : Small, enclosed spaces for individual use that complement the workspace; they are
designed for carrying out audio/video conferences in
cases where the nature of the subject matter means it
is better that the conversation take place in private.
• Communal and support spaces : These include vending
areas (distributed among the nuclei near the workspaces and consisting of vending machines, fridges and
recycling points) and areas for multi-purpose equipment (all-in-one scanners, printers, fax machines and
photocopiers, with built-in paper collection point for
recycling).
Business centre : A unique space for receiving clients,
suppliers and other visitors. Equipped with meeting
rooms and dedicated reception areas.
Intranet-HPD and Google Apps:
• Intranet- HPD : Provides each employee with the tools
they need (content, processes and applications) to
work from any location productively, flexibly and co llaboratively. It is an integrated solution that facilitates more efficient working practices, as it is customisable, collaborative, cloud-based, enables multi-tasking
and provides access to Google tools.
• Google Apps (Gmail, Google Calendar, Google Talk,
Google Drive, etc.): “Google tools” comprise the set of
applications and services for communication, productivity and collaboration designed by Google and integrated into HPD. Their location in the cloud means
they can be accessed from any location using any device that has an Internet connection, thereby facilitating mobile working while ensuring maximum security.
Digitalisation and archiving:
The New Ways of Working (NWW ) promote a centralised
archiving system and the digitalisation of documents,
allowing optimisation of the available space and making
both ever yday tasks and document searches more efficient.
• Multi-purpose equipmen t: Numerous areas located
near to workspaces and equipped with modern, multi•
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purpose equipment that replaces individual and departmental machines. The equipment requires users to
identify themselves (using their company card, password or NFC) and allows them to print, photocopy,
scan and fax documents with complete security and
confidentiality. It also includes a new function that
makes it possible to use any mobile device to send a
document to be printed on any multi-purpose machine within the BBVA building.
Flexible working:
Th i s a l l ows e m p l oye e s to p e r fo r m t h e i r wo r k- re l ate d
functions from outside their usual place of work. The key
characteristics of this initiative are:
• Voluntary : The department is the one who may first
suggest that its employees take advantage of flexible
•
•
•
working; however, the ultimate decision rests with the
employees.
Reversible : Both the depar tment and the employee
may request a return to the working conditions they
had prior to commencing flexible working.
Critical mass : The type of function per formed shall
determine whether an employee is eligible for flexible
working, and in which form. There must also be a sufficient number of employees within the same de partment.
Monitoring : Each unit that takes advantage of flexible
working shall be given specific productivity and activity indicators, which are simple to measure and subject to periodic evaluation
Pilot scheme for New Ways of Working:
• In order to test and experience the bases and constituent elements of NWW prior to its definitive implementation at the corporate headquarters, the HR and
Services department has been implementing a pilot
scheme since June 2011. During this time, conclusions
have been drawn and lessons learnt from this experience.
Implementation of NWW at the corporate headquarters:
• • June 2013.
MANAGEMENT
The New Ways of Working offer the following advantages:
• They increase efficiency and productivity (allowing for
streamlined management).
• They optimise the search for and classification of documentation.
• They allow information to be accessed from any loca-
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•
•
tion (minimising costs arising from data storage).
They provide security and control over documentation.
They improve processes (promoting collaboration and
creating synergies).
[PEOPLE]
Reuse of existing buildings:
Structures from existing buildings have been incorporated
into the design, which helps reduce the consumption of
natural resources during construction. Moreover, responsible management of the waste materials generated during the construction work has meant that 75% of these
materials can be reused.
Materials with low environmental impact:
Recycled materials such as steel have been used in the
construction process.
Remote monitoring of energy consumption:
BBVA City boasts an energy-monitoring system that measures consumption in real time. This system ensures both
optimisation of consumption and a faster response in the
event of any anomalies.
Energy technologies: These have made it possible to
achieve energy savings of 8.3% and reduce CO2 emissions
by 7.6%.
Office climate control (chilled beam): Creates energy
savings of 5-11% compared to conventional systems.
Water:
• Rainwater collection : the roofs collect rainwater and
channel it to a number of tanks, where it is treated and
later used to water the complex’s plants.
• Efficient use of water : The water from the washbasins
is reused for supplying water to the toilets, thereby
reducing the consumption of drinking water by 50%.
Moreover, the low-flow sanitar yware and taps help
reduce consumption by a further 30%.
Landscaping:
• Native landscaping (creating microclimates): the wide
variety of trees, plants and gardens provide the buil-
dings with noise insulation.
Natural lighting and views: The size of the courtyards
and streets, along with openings in the façade, maximise the amount of natural light that reaches the
workspaces and internal areas.
Certification:
Incorporates the main environmental initiatives as defined
in BBVA’s Comprehensive Eco-Efficiency Plan.
• The complex is to be awarded LEED Gold certification,
the most prestigious international standard in the
field of sustainable construction (intelligent design,
highly efficient climate control, renewable - energy
systems, water recycling, use of recyclable materials
and adapted vegetation). This certification will place
the complex among the most sustainable and efficient
buildings in the world.
•
BBVA City will adhere to the ISO 14001 environmental
standard. This involves a reduction in the consumption
of natural resources, recycling 100% of waste, the implementation of sustainable purchasing systems and
t h e p ro m o t i o n o f p ro gra m m e s fo r e nv i ro n m e nt a l
awareness and training.
Recycling:
• Green office: Wor k areas equipped with rec ycling
points that allow users to separate waste by type and
deposit it in clearly differentiated containers.
• Paperless : The use of multi-purpose equipment greatly
improves document flows and productivity, thereby
saving energy and helping reduce the environmental
impact of our daily activities.
•
BBVA is creating a number of corporate buildings in the
various locations it operates in. These buildings reflect the
strength and solidity of the Group and represent a firm
commitment to sustainability and the New Ways of Working.
On 27 May BBVA organised a conference entitled “Corporate Architecture and the Urban Transformation of Madrid”,
which aimed to contribute to the debate over how corpo-
rate architecture has contributed (and continues to contribute) to support and reinvent the city of Madrid. Among those attending the event were several renowned
experts, including Juan Ignacio Apoita, the director of Human Resources and Services at BBVA, and Jacques Herzog,
a founding par tner of Herzog & de Meuron - the studio
commissioned to design BBVA City.
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PROFESSIONALS: INNOVATION THROUGH
DIVERSITY AND BALANCE.
MAHOU SAN MIGUEL
Employing 20 disabled people over the course of four
years. As positions become available they are analysed by
the ONCE Foundation, which is an expert in job placement.
The Foundation preselects the candidates that best fit the
required profile and provides them with tailor-made training to enable them to carr y out the work assigned to
them.
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Promoting equality through plans signed with employee
representatives. In recent years we have tripled the number of female employees that work at our company
We were the first company in the brewing industry to implement plans for equal opportunities that were agreed
upon with the employee representatives from our various
business units. Additionally, we are the only company to
[PEOPLE]
have been awarded “Equality at Work” status by the Ministry of Health, Social Services and Equality.
Our commitment to equal opportunities for all our employees manifests itself in actions that have been integrated
into all our HR processes: recruitment, training, mobility,
communication and measures to maintain a suitable worklife balance.
Implementing measures to counter gender-based violence
We are one of 22 companies that have signed up to the
“Companies for a Society Free from Gender- Based Violence” agreement, which is sponsored by the M inistr y of
Health, Social Services and Equality. We have used this forum to fight against gender-based violence and promote
integration into the workplace for women who have been
mistreated, to help them achieve economic independence
and integrate into society.
Balance We have obtained the “Family-Friendly Company”
cer tification, meaning we are committed to specific actions that promote the balancing of work-related responsibilities with family life. We also strive to ensure none of
our employees suffer any form of discrimination.
HISTORY, BACKGROUND. HOW IT CAME
ABOUT
The employees of Mahou San Miguel have always driven
the company’s growth. They are our main asset.
Ever since its creation, the company has implemented initiatives to promote employees’ development, training and
wellbeing.
This commitment has continued into the present day, in
the form of innovative, pioneering projects that have made us a great company to work for. In fact, the MERCO
ranking chose us as the best company to work for in the
2000-5000-employee category.
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Programme to recruit 20 disabled people in the space
of four years
Actions:
•
Adaptation of workspaces.
•
Interviews and selection processes for candidates.
•
Monitoring, follow-up and mediation of results.
Programme to raise awareness of gender-based violence
Actions:
• Awareness-raising, training and communication activities via online channels and posters at the workplace.
Equality programme:
Implementation of more than 50 measures to promote
equality in the company ’s everyday activities, including
training, awareness-raising, communication and industrial-relations initiatives. Reconciliation programme:
Mahou San Miguel has taken the following measures to
en sure its employees can per for m th eir wor k-re l ate d
functions without compromising their ability to enjoy a
full personal life:
• Flexible working hours.
• Summer camps for employees’ children.
• Meal vouchers/assistance with food and transport (shared journeys and car parking).
• Pension plans.
• Assistance with school materials.
• Financial assistance for disabled employees and support
for the families of disabled employees.
• Health workshop and other sports activities.
• Full medical check-ups and adaptation of workspaces for
pregnant women.
All these programmes have been planned and implemented from the company’s headquarters in Madrid.
•
•
We launched our first equality plan in 2008. It was the
first such plan to be implemented in the brewing industry. We extended the plan to the other companies
in the group throughout 2009, 2011 and 2013.
As a Family-Conscious Company we were audited in
2009, and we have renewed our commitment to this
standard every two years. • We implemented actions
related to gender-based violence in 2011 and have
extended them during successive years.
•
With regard to disability, our commitment to achieving a diverse workforce was a response to an internal
concern dating back more than seven years.
All our projects are monitored by working committees and
audited, which enables us to see and measure how they
have progressed and strengthen any areas that may need
it.
THE EMPLOYEES
OF MAHOU SAN
MIGUEL HAVE
ALWAYS DRIVEN
THE COMPANY’S
GROWTH. THEY
ARE OUR MAIN
ASSET
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42 f e b r ER O 2 0 1 1
[PEOPLE]
Equality indicators:
• • More than 15% of our entire workforce is female:
- 350 women
- 2257 men
• • Internal promotions in 2012:
- Around 15% of the total were women
• • Workforce additions in 2012:
- 26% of the new employees were women
Disability indicators:
More than 2% of our workforce is disabled. Currently,
we have 44 disabled employees, all of whom have
permanent contracts. Additionally, our temporary
recruitment, donations and purchases at specialist
employment centres should also be taken into account,
as they reflect our full commitment to integrating
disabled people into the workforce.
Mechanisms to evaluate our measures:
• In 2012 a sur vey was conducted and a focus group
convened at the majority of our facilities in order to
evaluate balance- and equality-related issues amongst
our employees, with the aim of establishing a plan for
improvement for the coming years.
• The survey also included a questionnaire on the working environment, with a special focus on work-life
balance, indicators for follow-up of actions, number of
participants and, in particular, the comprehensive set
of indicators established by the Family- Conscious
Company (FCC) standard.
Mahou San Miguel has been named the best company to
work for in its sector, according to Merco Personas (Corporate Reputation Monitor).
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PHYSICAL ACTIVITY AND HEALTH
PROGRAMME. MAHOU SAN MIGUEL
This programme consists of individually prescribed physical exercise aimed at improving employees’ overall health.
We know that heart disease is the leading cause of death
worldwide, and that metabolic disorders such as diabetes
and obesity have increased significantly over the last 20
years.
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These two major pathologies have a major impact on the
health of society and also - naturally - on a company’s productivity, as they can result in increased absenteeism.
There are many studies that link this situation to our cu-
[PEOPLE]
rrent lifestyles. Sedentary behaviour, poor diet and smoking are some of the biggest causes.
Physical activity, tailored individually and monitored and
evaluated periodically is one of the best ways to improve
health and tackle these conditions.
In light of the above, in 2001 Mahou San Miguel launched
a major health programme, of which the Physical Activity
and Health Programme formed part.
This was the year in which we began progressing towards
our current “Healthy Company” model.
IMPLEMENTATION. DEVELOPMENT OF THE
IDEA
Mahou San Miguel’s Physical Activity and Health Programme is par t of “A tu Salud” ( To Your Health!), an umbrella
programme that includes preventive initiatives designed
to reduce the risk of heart disease, high blood pressure,
dyslipidemia, diabetes and obesity. It also includes activities designed to help give up smoking and adopt healthy
habits, in addition to a “back workshop”.
The programme is open to all those employees who wish
to participate.
The first step is a health check-up. Once the results have
been analysed and any discrepancies have been assessed,
the employee is offered the opportunity to take part in the
programme.
In addition to the check-up, tests are carried out to assess
muscle function, spinal function, body composition, flexibility, balance, lung capacity, and more.
Once these tests have been completed the employee is
prescribed a tailor-made exercise plan, which recommends
the type of aerobic and toning workouts s/he should perform in accordance with his/her condition and needs. The
plan specifies the duration, intensity and timeframe for the
exercise.
Dedicated exercise-planning software is utilised in order
to streamline this process.
The programme is designed to be implemented over 24
weeks, as this is the amount of time considered reasonable
in order to adequately assess the results. Intermediate
tests can be conducted for those with a condition that requires it (e.g. high blood pressure, diabetes, etc.). Once
this period has ended, the employee is evaluated again
and new objectives for improvement are set.
As stated above, this programme is voluntary and open to
all employees. The activities take place outside working
hours. From the perspective of the medical staff, target
employees are those who do not exercise, exercise very
little or suffer from a condition that requires them to start
exercising.
The company has health workshops (gyms) at its headquarters in Madrid and its factories in Alovera and Malaga,
which employees can use in order to carry out the prescri-
bed exercise
The exercise activities are free, with the exception of group
classes (Pilates, body balance, body jam, yoga, etc.), for
which the company will cover 20% of the cost.
The rest of the company’s offices and factories have formed partnerships with sports centres where employees
can carry out the physical exercise prescribed by the medical specialists. The company also covers 20% of the cost
of using these centres.
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Functional-evaluation equipment is available at both of
the company’s head offices (Madrid and Barcelona) and all
of its factories (Alovera, Burgos, Malaga, Lleida, Tenerife,
Cordoba, Granada, Beteta (Cuenca) and Jaen), along with
human resources in the form of doctors and nurses for the
workforce.
The cost of the programme for the period was €220,842
euros, of which 77% corresponds to human resources, 12%
to material resources and 11% to external costs.
RESULTS IN TERMS OF COMPANY certified
Healthy Company.
In 2010, the Spanish National Sports Council hired an external consultant to conduct a socio-economic evaluation
of the implementation of Mahou San Miguel’s physicalactivity programme. The study, which is the only one of its
k ind to have been conducted in Europe, analysed data
taken from the programme throughout 2010 and 2011.
The economic outcome was a benefit of €635,891 over the
course of those two years, of which 75% was in the
company’s favour, 20% in the employees’ favour and 5% in
society’s favour.
These figures represent an ROI (return on investment) of
2.9.
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It is important to note that the number of days lost to illness by the participating employees was 54% lower than
the figure for the rest of the workforce. Around 93% of
them felt their health had improved, 71% said they were
m o re m o t i vate d a n d 9 4 % s h owe d i m p rove d l e ve l s o f
health. All of them greatly appreciated the efforts of the
senior management.
We should also note that the implementation of these programmes represents a significant benefit to society, as
fewer medical consultations and lower consumption of
medication means a reduction in the use of public resources.
[PEOPLE]
iMPACT OF THE BEST PRACTICE ON THE
OUTSIDE ENVIRONMENT i
ADDITIONAL
INFORMATION
Mahou San Miguel has demonstrated that making health
programmes available to its employees is a sound investment, and that, based on their results, these models could
be incorporated into other companies.
A safe, healthy employee is much more effective and productive, in terms of the impact on their own health as well
as on the absenteeism that has such a harmful effect on
companies.
Moreover, programmes of this nature present a very positive image, increasing companies’ external visibility and
significantly improving their image in terms of corporate
responsibility.
Mahou San Miguel was awarded the 2007 Expansión.com
Employment Award, the Ministry of Health and Consumer
Affairs’ 2010 NAOS (Nutrition, Physical Activity and Obesity
Prevention Strategy) Award, the 2011 International Award
for Excellence in HR and the 2013 National Award for Workplace Health and Safety. Additionally, in 2013 we became
an AENOR-certified Healthy Company.
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REHABILITATION AND FUNCTIONAL
RECOVERY PROGRAMME.
MAHOU SAN MIGUEL
Rehabilitation and functional recovery of the injuries of
employees that are the result of professional activity or
non-work related.
Mahou San Miguel has always made great efforts to care
for the health of its employees, constantly investing in
safety equipment and systems in order to avoid accidents.
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[PEOPLE]
Whilst it is true that the accident rate has considerably decreased, sick leave due to musculoskeletal disorders remain
practically the same. The conclusion is that age and lifestyle
are fundamental. A sedentary behaviour, mobility, a lack of
muscular tone, etc. are important factors that should be borne in mind.
Drastic measures are required to attempt to improve the
health of employees, leading to the Rehabilitation and
Functional Recovery Programme.
The aim of this program is to help employees overcome their
injuries and return to their personal and professional lives as
healthy as possible
Normally, the starting point is the analysis of the situation,
evaluating the most common musculoskeletal pathologies
and their relationship with the work space and the morphological, physical and psychological characteristics of
employees.
The programme was initially implemented in the head
offices in Madrid, in 1994.
PHASES, TIMELINE OF ACTIONS
Nevertheless, accidents do occur.
In 1993, the factory in Alovera (Guadalajara) was opened.
This factory is fitted out with the best technology, not only
in terms of production, but also with regards to maximising risk elimination and minimising overexertion.
All employees can benefit from the Rehabilitation and
Functional Recovery Programme, whether their injuries are
the result of their professional activity, or a non-work related accident, which are also included free of charge.
Once the injury occurs and has been diagnosed, the recovery phase is set in motion, providing that such action will
not aggravate the injury or delay recuperation. To this end,
periodic contact is made with the doctors of the mutual
insurance company in order to evaluate evolution and
contemplate alternatives.
Where the injury is job related, the estimate of the sessions
required is made by the company, whereas, in the event of
a non-work related accident, the employee attends sessions during breaks. We provide an “express” Training Programme, in factory gymnasiums, in order to prevent relapse.
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Economic cost mainly entails human resources and their
specific training.
MANAGEMENT
In 2011, Mahou San Miguel carried out an epidemiological
study of the results of the Rehabilitation Programme,
analysing and evaluating programme data over the course
of this year that had been gathered in the factory in Alovera.
The most significant findings were that 77% of the recoveries were 100% successful, which, in accordance with Social Security standards on costs for days missed due to
various illnesses, represents theprevention of a loss of
4254 working days.
REHABILITATION PROGRAMMES IN THE
WORKPLACE CONTRIBUTE TO A
REDUCTION OF ABSENTEEISM
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[PEOPLE]
ADDITIONAL
INFORMATION
The rehabilitation programmes in the workplace are an
extremely important activity, as the increase the health
and well-being of employees, increasing their effectiv ness
when carrying out their work and,consequently, productivity. All of this contributes to a reduction in absenteeism
All workplaces pertaining to Mahou San Miguel (9) have
been afforded the human and material resources to develop this programme. The only exception is the Tenerife
factory which, due to its small size, has hired external professionals.
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RECONCILIATION OF PERSONAL AND
WORKING LIFE REALE SEGUROS
In Reale, we are fully aware of the importance of people
within the organisation and we have consequently placed
particular importance on ensuring that human resources
policies are focused on achieving optimal working conditions with measures for reconciliation, equality, training and
the development of people.
This commitment to people forms a part of our identity, of
Reale’s configuration as a mutual, boasting experience of
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almost 200 years working to protect what is most important
to us.
For us, employee satisfaction is one of the essential values
that inspires all our activity. Indeed, we have afforded particular protagonism to time in order to promote reconciliation, a distinguishing factor of our HR policy and a competitive advantage in attracting, instilling loyalty amongst and
motivating our employees.
[PEOPLE]
In Reale, we have implemented a flexi-time policy aimed at
favouring the reconciliation of personal and working life.
The measures are structured into different blocks, in accordance with the employee’s needs. In addition to measures
that affect all staff, such as flexibility in workplace entry and
leaving times, there are also measures to provide support in
exceptional circumstances that arise in people’s lives. The latest, arising in response to a growing need within
today’s society, are the measures that have been incorporated into the new collective agreement, aimed at those employees with dependent family members under their care,
in keeping with their circumstances. This recent advance in
the area of reconciliation affects the working day and working hours, with reductions, flexibility and authorised leave,
whilst also including economic aid or exclusion from geographical mobility.
The search for balance in all the facets of our lives is what
leads us to speak of reconciliation.
Reconciliation is the need to combine work with family and
personal responsibilities and highly prized free time. This is
why we talk of reconciliation of personal, family and working life. Irrespective of our personal situation, the subject
of reconciliation affects us all.
The FFC (Family-Friendly Company) Initiative implemented in Reale Seguros, developed by the Másfamilia Foundation, has been recognised as a Best Practice by the United
Nations and is a response to a new socio-occupational cultu-
re based on flexibility.
Moreover, the reconciliation that is currently operating
within the company is the result of a long process that commenced in 2008 with the implementation of projects for the
rationalisation of working hours and reconciliation of personal and working life, of which approximately 1000 employees
make use. We firmly believe that the best form of reconciliation within a company is a dynamic process, whereby we renew our measures each year in order to update them and
adapt them to the current situation.
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In the period between 2008 and 2011, we set up the cornerstones of the model to organise and evaluate the reconciliation offer. In 2012, with the negotiation of the new collective agreement, the reconciliation offer was extended
taking into consideration the concerns of employees, and
attention might be drawn to article 19 concerning measures
to assist with dependants, which includes measures for flexibility of working hours and economic assistance aimed at
the family members of employees.
To facilitate communication with employees, we created the
FFC committee (EFR in Spanish), with a commitment to a
series of values, including, in a position of particular impor-
tance, “people”.
As respecting people does not simply mean acting with the
utmost respect in our dealings with external stakeholders,
our commitment to social responsibility has led us to show
particular concern for the people who form a part of Reale.
Such respect and commitment must be reciprocal, if it is to
prove sustainable.
This committee, the body that represents all employees
before company management in areas relating to reconciliation, convening on a periodic basis, is formed by individuals who are personally and professionally dedicated to
the need for the reconciliation of working and family life.
The development of all of these initiatives aimed at reconciling personal and working life entail costs and the overall
expenditure can be calculated by tallying the amount
allocated to each of the measures adopted.
Figures for a number of company benefits in 2013 were as
follows:
• Economic aid for the studies of employees: 26,000.00
euros
• Economic aid for the studies of the family members of
employees: 303,807.35 euros
• Economic aid for children with disabilities: 17,206
euros
• Economic aid for dependency: 104,050.11 euros.
• Bonus for marriage: 52,494.19 euros
• Bonus for childbirth: 9200 euros
• Salary bonus upon reaching 25 and 35 years of service:
60,006.26 euros. 91
42 f e b r ER O 2 0 1 1
•
•
•
•
•
•
•
•
•
•
•
Healthcare and subsidy for the healthcare of spouses/
partners and offspring of employees under 25 years of
age: 937,730.34 euros.
Life and accident insurance: 297,423.86 euros.
Summer camps: 33,918.00 euros.
Pension plans: 1,305,033.19 euros
Incentive schemes: 4,186,343.36 euros
Loan funds: 321,500 euros
Food allowances: 1,017,622.58 euros
Rented company cars: 979,315.99 euros
Christmas bonus: 154,729 euros
Discounts within insurance policies: 821,662.00 euros.
Training: 624,252.98 euros.
(Source: RSE Report. Reale Seguros)
[PEOPLE]
Within the company, these measures have had a considerable impact on a number of socio-economic indicators,
such as the following:
• In surveys on atmosphere in the workplace, “pride in
forming a part of the company” reports very high levels, in excess of 95%.
• Reale maintains very low turnover and absenteeism
rates.
• The spread of such practices has led to an increase in
•
the attraction of talent into the company.
A harmonious atmosphere within the company, resulting from the signing, in December 2012, of a new
collective agreement for Reale Seguros, which will
regulate employment conditions over the course of
2012, 2013 and 2014, with the unanimous consent of
a l l t ra d e u n i o n s re p re s e nte d w i t h i n t h e co m p a ny
(UGT, CC.OO., co.bas, ELA and CIG).
All of these actions have led to various awards and recognition, such as the EFR (Family-Responsible Company) certificate with a B+ classification, indicating that Reale is a
proactive company in terms of setting in motion and implementing reconciliation measures; the renewal of the classification as a company that promotes equality, afforded by
the Ministry of Health, Social Policy and Equality; or the
Famiglia Lavoro international award.
As a result of the firm pledge that Reale maintains towards
reconciliation and flexibility and, above all, its deep com-
ADDITIONAL
INFORMATION
Reale Seguros is also a member of the Madrid Woman’s
Week Foundation, within the group of companies committed to equality.
mitment to the people in its employ, in October 2012, the
company received the VII Award for the rationalisation of
Spanish working hours in the companies category, in view
of all the initiatives set in motion in this area over the course of the year.
Moreover, in 2013, for the first time, Reale entered the Best
Workplaces España list. This recognition is particularly important as it is a reflection of the opinions of our own employees, who have decided that we number amongst the 50
Spanish companies offering the best working conditions.
THE SPREAD OF
SUCH PRACTICES
HAS LED TO AN
INCREASE IN THE
ATTRACTION OF
TALENT INTO THE
COMPANY
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SANITAS SMILE PROGRAMME.
SANITAS
Sanitas Smile is a programme focusing on Sanitas employees aimed at promoting healthy habits amongst personnel
and providing them with specific measures to adopt a
healthier lifestyle.
The programme is based around four cornerstones (Nutrition, Hydration, Physical Activity and Health Promotion)
that include a range of activities to encourage employee
participation throughout the year.
Sanitas Smile is a key element within the Sanitas’ Corporate
Social Responsibility strategy, which pursues the following
objectives:
1. Helping employees to adopt healthy life habits.
2. Increasing satisfaction levels and pride in forming a
part of company personnel.
Sanitas Smile is aimed at all employees within the Sanitas
Group, throughout Spain and irrespective of their highly
varied occupational profiles.
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This obliges us to design initiatives and activities that, insofar as possible, are adapted to the needs of all employees. To this end, specific communication and dissemination strategies are established for each group of workers.
Moreover, Sanitas Smile entails the collaboration of European University, which measures the evolution of health
results, both of those individuals participating in the programme and people who are not involved in any initiatives.
Today, more than 2000 employees make up the “Smile family”. Activities relating to the promotion of physical exercise are unquestionably those that receive the most enthusiastic response from employees: for instance, more than
1300 back numbers have been issued, free of charge, for
participation in the most popular races in Spain.
[PEOPLE]
Sanitas is a health company and, as such, the promotion of
quality of life and well-being amongst its own employees is
a logical extension of its activity. Sanitas believes that companies should look after the well-being of their employees.
Therefore, in 2009, a pilot scheme was set in motion in the
company’s headquarters.
In this initial experience, the initiative was particularly focused on promoting physical activity and approximately 400
people participated. Following the initiative’s good reception, Sanitas set about gradually extending to programme to
take in the remaining Sanitas installations in Spain.
All activities take place within the context of the cornerstones of the programme: Nutrition, Hydration, Physical Activity and Health Promotion.
Nutrition
This cornerstone entails the aim of facilitating the acquisition of healthier nutritional habits. Amongst the available
initiatives that have been set in motion, attention can be
drawn to the following:
• Users in facilities that possess a canteen are afforded
indicators that facilitate the selection of healthy foods:
- Health options, salads, fruits, vegetables, etc.
-Smile menus, a balanced diet in a single dish.
- Low CO2 foods, dishes cooked with ingredients that do not require excessive energy expenditure in terms of
their production, packaging, processing, transport, distribution, preparation and disposal
• Dispensers with apples distributed around facilities.
This initiative is aimed at encouraging employees to opt
for eating fruit rather than products that are less healthy
(bars of chocolate, packets of crisps, etc.).
• Nutrition agreements and special offers with distributors specialising in the online sale of healthy food, delivering foods and menus to offices.
• Telephone advice on nutrition provided by the Health
Promotion Service, affording employees access to a
team of doctors and nutritionists who can resolve queries relating to nutrition and prepare menus adapted to
the needs of each participant.
• Practical workshops on nutrition: sushi, balanced diets,
healthy food for children, healthy breakfasts, healthy
and creative snacks, gluten free and healthy diets with a
Thermomix. Moreover, for colleagues who are unable to
attend, we make a video recording that is subsequently
uploaded to the Intranet.
• Online recipes, whereby employees can cook healthy
dishes and options at home.
Hydration
Remaining hydrated is important as a lack of water within
the body can affect memory and attention span and give rise
to headaches, amongst other symptoms. Therefore, in Sanitas offices, employees are always informed of the importance of drinking at least 1.5 litres of water per day.
The most noteworthy initiatives within the cornerstone of
hydration include:
• Advice about hydration on vending machines and in the
gymnasium.
• An infusions menu, highlighting the benefits of each
beverage.
• Recipes for milkshakes, gazpachos and cold soups available on the Intranet.
• The glass bottle campaign and the installation of water
dispensers. To facilitate hydration, in September 2012,
each employee was issued with a glass bottle at their
work station, which they could refill via the water dispensers located around the building. In addition to increasing water consumption, we reduce the amount of
plastic waste.
• Workshops on gazpachos, milkshakes and cold soups.
Physical activity
The cornerstone of physical activity takes in initiatives that
help Sanitas employees to stay fit within their daily lives.
This cornerstone involves a greater degree of participation.
The activities that make up this cornerstone are as follows:
• The “Runners Special”: running events calendar, free
back numbers, sporting material, talks and books on
taking up running…
• Bicycle: guide on bicycle routes throughout Spain, bimonthly calendar of MTB races held in each Autonomous Region, free back numbers for MTB competitions,
invitations to bicycle outings.
• Swimming: calendar of swimming events and free participation.
• Tournaments: to promote team sports, Sanitas Smile
invites employees to participate in football, padel tennis, golf and basketball tournaments.
• The main offices building and the building that houses
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•
•
•
•
•
the call centre are both equipped with their own gymnasiums. Sanitas Smile is present in the gymnasiums in
the form of personal training programmes and group
classes in yoga, pilates and zumba.
An online and telephone trainer via the Actívate platform. Once employees have filled in a short health questionnaire, the personal trainer prepares a 2-week training programme for each participant, adapted to their
needs and objectives. Via this platform, users can watch
the exercises included in their training programmes,
consult explanatory videos relating to each exercise and
contact their trainers to resolve any queries.
Physical evaluations. Employees can become aware of
their physical condition via a comprehensive evaluation.
These tests provide information on body composition,
blood pressure, oxygen consumption rate, lower-back
strength, glucose levels, cholesterol and triglycerides.
Once the assessment has concluded, a specialist prepares personal recommendations for each participant, to
improve or maintain current levels.
Virtual Camino de Santiago: this activity entails walking the Camino de Santiago in a virtual manner. Each
employee is issued with a pedometer to measure their
steps that are subsequently entered into an application
that informs them how far along the route they have
advanced. The main objective of this activity is to promote walking amongst employees for a few minutes
each day.
Ground Miles: an initiative focused on encouraging
employees to walk and collectively travel a distance of
200,000 km. An application that tallied up their steps
and the distance travelled was made available to participants.
Promotion of the use of stairs: Tuesdays and Thursdays
are days when the lift is not used. A number of lifts in the
main buildings are shut down and employees are reminded of the benefits of using stairs via posters.
Health promotion
The objective of activities taken in by this cornerstone are
aimed at modifying and acquiring healthy habits.
In this area, Sanitas employees can engage in the
following activities:
• Participants participating in the activities falling under
this cornerstone received a Stress Pack that included a
range of objects to aid coping with stress.
• • The following workshops have been organised:
- Postural health workshop.
- Stress management workshop.
• Information on healthy routes available on the Intra
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Telephone psychology service: a multidisciplinar y
team, made up of psychologists, doctors and nurses is
made available to Sanitas employees, to resolve their
queries and provide personalised medical advice, tailored to each specific case. This initiative forms a part of
Sanitas’ Department for the Promotion of Health.
• Support for giving up smoking, via the Department for
the Promotion of Health and the aid of the company
doctor.
• Prevention and information campaigns:
- Sun protection campaign: all employees were issuedwitha watch that detects UV levels, indicating the rdiation
received at any given time. The watch was supplemented
with a website offering advice on appropriate and responsible exposure to sun rays.
- Information on and a reminder to be watchful of moles.
- Coinciding with the World Diabetes Day, we launched a
campaign to raise awareness of this illness amongst all
e m p l oye e s a n d to co nt r i b u te to i t s p re ve nt i o n a n d
treatment. To this end, a website was set up with essential
information on diabetes, which also included a test to determine the probability of being diabetic.
• Special-price physiotherapy service.
•
The following workshops have been organised:
- Postural health workshop.
- Stress management workshop.
• Information on healthy routes available on the Intranet.
• Telephone psychology service: a multidisciplinary team,
made up of psychologists, doctors and nurses is made
available to Sanitas employees, to resolve their queries
and provide personalised medical advice, tailored to each
[PEOPLE]
Following the pilot scheme, which ran between 2009 and
2011, also entailing the collaboration of the European University of Madrid to measure the impact of implemented
actions on the health of employees, the programme was
redesigned with a new, more global perspective.
In 2012, Sanitas Smile was launched, with a range of activities taking in each of the four cornerstones of the programme: nutrition, hydration, physical activity and health promotion.
Subsequently, all business units and locations were gradually incorporated, and now almost 100% of our workplaces are
included.
The Sanitas Smile calendar of activities includes permanent
services, such as nutritional advice via telephone, the psychology consultant and the personal trainer, along with exceptional actions, such as workshops, tournaments and information campaigns. In this manner, employees can participate in different activities over the course of the year. In to
In 2013, the cost of implementing Sanitas Smile
rose to 192,000 euros.
The results of the Sanitas Smile programme are endorsed by
the intervention study that Sanitas carried out in collaboration with the European University of Madrid. This is a longitudinal study running over a year, wherein variables are recorded at the start, after 6 months and after 12 months. Following initial analysis, the European University of Madrid
concluded that Sanitas Smile improves productivity.
This programme, for the promotion of a healthy lifestyle,
shows significant benefits in terms of the productivity of
participants who were analysed. Indeed, the 2012/13 results
of Sanitas Smile have reported a productivity increase of
more than 40% amongst employees who participated in
the programme, interms of the fulfilment of yearly objectives.
When employees feel that their company cares about them,
in addition to feeling happier, they feel much more involved
and valued.
Therefore, programmes of this nature, whilst promoting
healthy habits and helping to improve parameters such as
weight, blood pressure or the body mass index, also improve
employees’ perception of health, their quality of life and their
general well-being.
Sanitas employees who participated in Sanitas Smile usually
report that, above and beyond physical considerations, the
programme helps them to focus on their work at a psychological level, contributing to improved management of
stressful situations and increased concentration levels in the
workplace, whereby they become more productive.
In this manner, working together, we create a better working
environment that benefits employees and improve the company image, which is enhanced as it ismade up of employees
who feel good.
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I EO M
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2 0B
1 1R E
40 fNeO
2012
[CLIENTS]
Providing a good ser vice to clients repre sents the foundation on which the future of
a company depends. Clients are the focus of
a company ’s strategy, as they are vital to its
development and growth. Therefore, creating loyal clients and increasing their number is a priority that requires a great deal of
attention and effort. Company actions aimed
at better addressing the needs of clients aspire to ser ve the aims of the organisation,
increase loyalty towards the brand, improve
corporate image and guarantee the
company ’s future. Therefore, any advice that
helps to improve client relations is always
welcome.
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SANTANDER TRADE FOREIGN TRADE
PORTAL. BANCO SANTANDER
Santander Trade is a portal providing information relating to overseas trade, aimed at corporate clients of Banco
Santander in thirteen of the countries in which the bank
has a presence. This is an offer of value that the bank
affords to its clients within its efforts focused on internationalisation. The information offered by the site is
1 . Market analysis: more than 25,000 market reports taking
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in 186 countries; 2. Finding commercial partners: 2000 directories in 150 countries, 40,000 trade fairs, 1,000,000
international tender offers; 3. Managing shipments: databases from more than 120 countries on trade barriers; 4.
Currency analysis: conversion into 147 currencies and weekly and monthly reports; 5. Make us your bank: An International Desk in 13 countries in which Banco Santander has
[CLIENTS]
a presence and financial solutions; 6. Setting up overseas:
information on more than 182 countries running over more than 2500 pages.
Santander Trade has evolved into the Santander Trade
Club, a “market place” formed by client companies of the
Santander Group that operate on international level, which
also affording training and exclusive benefits.
Santander Trade is an innovative tool: we are the only bank
that offers a ser vice of this nature. The por tal, which is
completely free for corporate clients of Banco Santander,
was bolstered, from its inception, by the international nature of the bank and its clients’ need to participate in overseas trade.
The bank takes advantage of the opportunities that are
afforded by internationalisation to convert them into
client strengths.In this context, the Santander Trade Club
was bornand, thanks to the international presence of the
bank, puts companies in 13 different countries into contact with one another.
Thus, Banco Santander is a pioneer in providing support
for the internationalisation of its clients, not only helping
them by providing important information,but also fostering relations between its companies to make them grow
along with the bank.
The main aim of a global initiative is to involve all relevant
countries in the project and all departments that might be
affected. The planning of these activities begins and is
developed in the bank’s main offices in Madrid.
Various meetings are set up wherein the scope of the projec t is explained, with a focus on areas such as the fo llowing:
• Description of services
• The value afforded to clients
• The value afforded to the bank
• Project costs
• Envisaged revenue (in this case indirect)
• Plan for implementation and departments involved
This is the most sensitive area, with the added
complexity of having to involve so many countries in
the project.
As a result of these meetings, the project profiling is concluded and the definitive implementation plan is drawn
up, identifying, amongst other matters, a project coordinator charged with overseeing the entire project, the timeline for deliverables and the teams responsible for implementation (global and local/by country).
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A timeline for implementation has been established in
accordance with the potential of countries: countries such
as Spain, Mexico and the United Kingdom have been to
first to participate, whilst others such as Puerto Rico joined
at a later date.
Communication is a key aspect of good awareness within
companies of the services afforded by the product.
A plan for communication with all countries has been-
Amongst others, the main budget allocations are as fo llows:
• IT Development
• Marketing
• Communications
• Training
• Legal
Attention should also be drawn to the fact that the geo graphical distance between countries, different languages,
different technologies and cultural practices entail active
management in conferences, interdepartmental meetings
and trips that have a significant impact on costs.
MANAGEMENT
The execution of the project requires a tool that enables us
to monitor the activity and portal traffic.
Only six months after its launch, the portal has received
more than 500,000 unique visitors. One year after launch,
it is envisaged that unique visitors will number more than
1,000,000.
Over the course of the last two months, the number of
unique visitors in each month was over 125,000.
A LACK OF KNOWLEDGE
IS ONE OF THE MAIN
IMPEDIMENTS TO
PROCESSES OF
INTERNATIONALISATION
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drawn up, ensuring that employees are fully acquainted
with these services.
Subsequent to the launch of the project is each country, a
tool for monitoring the activity was created, allowing us to
determine the evolution of the product, its reception in
the market and other informationenabling us to identify
areas to be addressed within continuous improvements.
[CLIENTS]
The impact of the Santander Trade project is already visible. As it increases the overseas trade of the companies in
a given country, is also promotes advancements of their
exports and, consequently, the growth of the country.
A lack of knowledge is one of the main impediments to
processes of internationalisation. Santander Trade provides a one-stop shop offering all necessary information to
commence a process of internationalisation, affording
companies based in Madrid and Spain as a whole the information required in a straight forward and speedy manner.
The companies, in addition to the confidence acquired as
a result of the information provided, benefit from the saving in time and costs resulting from a free online service.
The Club puts the client companies of the Santander Group
into contact with one another. This is a specialised environment, wherein companies share information on the
products they export, or those they wish to import.
Only two months after its launch, the companies have already begun to make initial contact, which may develop
into trade agreements.
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CONNECT (THE FIRST GLOBAL OUT-OF-HOME
MOBILE INTERACTIVE ADVERTISING PLATFORM).
CLEAR CHANNEL
In Installing a mobile platform on out-of-home advertising
spaces, with the objective of offering added value to brands
and citizens, via additional information. This information can
be related to culture, tourism, leisure, commerce, etc. It will
reach 175 million citizens each month in 25 countries on 5
continents, thus creating the biggest network of NFC points
in the world.
In Spain it will be present on over 4,500 spaces, being the
biggest interactive out-of-home advertising platform for
mobiles, of which the great majority will be in Madrid (a total
of 1,600), and in other highly populatedmetropolitan areas.
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This platform could offer a large content of interest for
the public:
1.
2.
3.
4.
5.
Information: Search, map, location services...
Shopping : Discounts, vouchers...
Entertainment
Tourism …
Stimulating commerce .
The final objective is to offer citizens the greatest and most
interesting commercial information possible.
[CLIENTS]
Clear Channel is an international company, with a strong
innovative calling and commitment towards its clients and
the public. Its objective is to adapt itself to new consumer
habits and the penetration of new technologies.
This platform has already been successfully installed in
other countries, to which it has been decided to introduce
it in the rest of the countries where Clear Channel has a
presence.
•
•
Via the installation of a tag, on the right side of ClearChannel advertising spaces in Spain.
The tag is an interactive access point for smartphone
users, and has a unique location NFC chip and QR code, with the capacity to direct users to a specific web
environment, taking into account factors that will segment the content and make the advertising experience more attractive to consumers.
1. Study and analysis of the London platform.
2. Viability of the platform in Spain.
3. Interest from public/advertisers.
A very favourable aspect for implementation in Spain
was the fact that we are the European country with the
most smartphone penetration.
• When users tap (put their smar tphone near an NFC
point)or scan the QR code, they are directed to online
content supplied by Clear Channel and the advertiser,
thus continuing the dialogue started by the creativity
fixed onto the advertising space/poster.
• Content can be segmented taking into account the
•
•
•
location, time, date or type of mobile device.
The experience is the same whether the QR code is
scanned or the NFC point is tapped.
Telephones with NFC do not require the installation of
any application for interaction with NFC points, as this
technology works independently. Nearly all telephones currently sold have an integrated NFC reader, except iPhones.
To scan QR codes it is necessar y to install a mobile
application, but this works independently of the manufacturer of the technology.
CITIZENS ARE
OFFERED
GREATER ACCESS
TO INFORMATION
RELATED
TO COMMERCE,
CULTURE, TOURISM,
LEISURE AND
SERVICES
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1. Determine a multidisciplinary work team.
2. Set goals to achieve with some fixed deadlines.
3. Obtain resources from different departments: Marketing, Sales, Operations, etc…
4. Trial period
5. Implementation:
-1st phase
Digital screens in Shopping Centres nationwide
(approximately 600 screens).
-Next phases.
Street furniture media in the main cities in Spain.
The platform will be launched simultaneously in a number
of European countries, sharing the same technology, to
which the costs are low thanks to economy of scale, and
•
•
We are working to make online mobile content from
advertisers more accessible with a simple tap at NFC
points, or scan of QR codes, and therefore make it easier
for consumers to connect with brands.
We provide the capacity to initiate a dialogue that goes
further than the advertising space and accompanies
consumers on their mobile device, improving their experience of the brand.
Via the launching of this platform, citizens are offered a
greater access to information related to culture, tourism,
leisure, services, geo-localised advertising.
The information offered can be adapted to the location of
the advertising space, even according to the profile of the
citizen using the space.
The citizen will have access to a large amount of information, free of charge and fast.
•
•
•
•
•
•
Immediacy: “Buy now”: buy online immediately or “go
to store” direction towards the shop.
Geolocation: Find the nearest product, with personalised routes.
Attractive: Download exclusive audiovisual content
from our spaces.
Engagement: Enter competitions and download timesensitive offers.
Gamification: Take part in games on your mobile.
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with respect to the added value obtained by advertisers and
citizens.
[CLIENTS]
•
•
•
Neither the NFC nor the QR code require any energy
source.
When smartphone users place their devices near the
NFC point, it provides an encoded signal which, upon
scanning with the activated reader, makes the device
re a c t, wi t h t h e cap acit y to car r y o ut different ac tions, the main one being the provision of a specific
website URL.
The tag URLs never change. Clear Channel supplies a
•
remote management system over the Internet housed on an in-house ser ver, which provides specific
routes for each tag towards the content or creativities (correct/specific) of the advertisers for each lo cation and each space.
Each smartphone uses its own 3G, 4G or Wifi connection to receive the content supplied by the advertiser stored on the Internet.
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SUPPORT FOR INTERNATIONAL TOURISM.
EL CORTE INGLÉS
Tourism has become one of the objectives of El Corte Inglés, which has intensified all of its policy towards foreign
clients, for whom there is a Tourist Customer Service de partment with interpreters in various languages. Visitors
are provided with specialised personnel that facilitate procedures for VAT refunds, or manage the sending of goods
to their hotels or place of origin. This support for interna-
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tional tourism is supplemented with another series of actions that permit Madrid to be promoted from an international perspective. The attendance of El Cor te Inglés at
tourism promotion fairs in countries like Russia, Brazil and
China stimulates the arrival of visitors from these countries, whose presence in the city benefits the entire region
of Madrid and drives its economic development.
[CLIENTS]
El Corte Inglés has always been sensitive towards tourism as
one of the main driving forces of the Spanish economy. To this
end, the company has promoted numerous initiatives and has
always offered a distinguished service to all tourists, both
national and foreign, who pass through its stores.
From traditional city maps provided in hotels, restaurants and
El Corte Inglés establishments, to the personalised attention
given to each traveller, the company is constantly widening
its range of services, adjusting to the new realities of the
market. In this context, El Corte Inglés has implemented new
actions directed at tourists arriving in our country and, especially, in the city of Madrid.
With the rise of the emerging countries, a new brand of tourism is being creating in the world offering new opportunities that must not be wasted. It involves new travellers who
are looking for another kind of attraction distinct from the
sun and beach; it is the type of tourism that has grown the
most and that is going to show the biggest growth in the
future. Tourists from China, Russia, Thailand, Brazil, and Mexico, etc. are motivated by other aspects, such as culture, gastronomy and shopping, and have high spending power. It
involves a tourism that generates wealth for the country,
because it has an impact on a number of sectors (hotels, restaurants, taxis, museums, shops, etc.), as well as presenting
an opportunity to move away from the seasonal aspect of the
sector.
This is why El Corte Inglés has prepared itself to address the
new situation of the world tourism market with a number of
actions both within our country and abroad.
Abroad
• Presence and participation in numerous international
tourism fairs such as Travel Week in Sao Paulo, ITLM Asia
in Shanghai, ITLM Americas in Mexico, GITBM Abu Dabi,
ATM in Dubai, MIT T and MBFW in Moscow, MAT TA in
Malaysia, JATA in Tokyo, CIBTM in Beijing, and so on.
• Agreements with other operators, such as Paradores
Nacionales (Spanish State-owned Hotels in Historical
Buildings), to attract tourists interested in our culture,
gastronomy and shopping. These agreements were presented in a number of cities in Latin America, such as Sao
Paulo.
• Agreements with tour operators and other international
agents.
In our establishments
• We have strengthened the entire international tourism
department and in our establishments there is an offer
of sales and services tailored to these new travellers
arriving from countries such as China, Russia, Thailand
and Brazil.
•
•
•
•
•
•
•
•
We boast a commercial offer including the latest fashion
trends, the most prestigious and exclusive international
signatures, the main brands of jewellery and watches,
and the best selection of cosmetics and perfumery. All of
this comes with the commitment to service, quality, selection, specialisation and guarantee that has characterised El Corte Inglés for over 70 years.
In the most touristic cities, and especially Madrid, we
boast personnel who speak Chinese, Russian, Ukrainian,
Japanese, etc.
We have a Tax Free service to facilitate VAT refunds.
We manage the sending of merchandise to travellers’
hotels or cities of origin.
The Castellana store in Madrid, an establishment that has
commercial spaces and concepts situating it at the forefront of innovation, and position it as the most modern
and dynamic department store in Europe, has launched
a free new application for mobiles in six languages: Spanish, English, Chinese, Japanese, Russian and Portuguese, with the aim of making the shopping experience easier for foreign visitors. This tool allows tourists to quickly
find each section, brand and product on sale in the establishment, offering store maps to help them move
around more easily.
In response to this vocation for tourism, El Corte Inglés
Castellana has obtained the Certificate of Quality in Tourism granted by the Chinese National Tourism Administration (CNTA), a distinction that recognises the quality
and service offered by this department store. It is a very
exclusive seal that is only awarded to those hotel establishments, department stores or airlines that have demonstrated a recognised effort in favour of Chinese tourists who travel abroad. It is an important step for El Corte Inglés, as it is the recognition of a professional effort
that it has been undertaking for a long time.
This Certificate of Quality obliges a permanent improvement of quality and service to clients. It is, therefore, one
more guarantee for the tourist who visits the store.
El Corte Inglés Castellana also boasts the seal of Virtuoso,
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a prestigious network of world trips that includes and
recommends the most select locations and best services
in the countries in which it operates. With this distinction
relations are reinforced between El Corte Inglés and the
best travel agents and tour operators in North America,
Latin America, Australia and New Zealand. In this store,
tourists from these countries will find all of the advantages and service offered to foreign visitors.
It involves a progressive introduction and continuous improvement that aims to offer tourists a service adapted to their
needs.
Costs referred to:
• Attendance at foreign fairs where the main countries
coincide from where tourists with high purchasing power
originate, who are able to energise and generate wealth
in a city such as Madrid.
• Promotional trips to attract tourists to our city and drive
shopping tourism that benefits the whole business fabric
of Madrid (hotels, restaurants, taxis, shops, etc.).
•
Hiring of personnel specialised in international tourism
management.
• Hiring of sales personnel with languages suited to new
tourists on world trips who arrive in our city.
• Promotional costs.
MANAGEMENT
The arrival of tourists with high purchasing power to our
commercial establishments means an increase in sales, above
all in those departments that most interest new international
travellers: fashion and accessories, cosmetics and perfumery,
watches and jewellery, typical Spanish gastronomy, Spanishmade products, and so on.
1. Promotion of the city of Madrid in international tourism
fairs and forums.
2. Incorporation of personnel who speak the languages of
these new international travellers.
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3. Commercial offer adapted to their needs.
4. Facilities for their shopping experience trips who arrive
in our city.
[CLIENTS]
THE AREAS
THAT MOST
INTEREST NEW
INTERNATIONAL
TRAVELLERS ARE
FASHION AND
ACCESSORIES,
COSMETICS AND
PERFUMERY,
WATCHES AND
JEWELLERY,
TYPICAL SPANISH
GASTRONOMY
AND SPANISHMADE PRODUCTS
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IFEMA PLUS INCENTIVES PROGRAMME.
IFEMA, FERIA DE MADRID
IFEMA PLUS is an exclusive programme for exhibitors and
visitors to fairs organised by IFEMA.
It takes in a selection of the most suggestive proposals for
Madrid during the days of their visit to the city for the celebration of the fair, with discounts and benefits especially
designed and personalised, adapted to their needs and
duration of their stay.
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The programme promotes;
• The visit to the main spaces in the city during their
days in the fair.
• The extension of the stay in Madrid, before or after the
fair.
• The visit to Madrid of companions of the professionals
who attend each fair.
[CLIENTS]
Amongst the main objectives of IFEMA, Feria de Madrid, is
maximising the economic impact produced by the attendance of exhibitors and visitors to its fairs.
Over the more than 30 years of its trajectory, IFEMA has
carried out many promotional actions for the stay in Madrid of its exhibitors and visitors, fair to fair with one-off
promotions or via institutional actions (collaborating hotels, travel and accommodation packs, transport discounts,
etc.).
In the last few years, the unfavourable economic situation
has especially affected the demand for tourist services in
Madrid.
To help breathe new life into tourism in the city, from its
daily activity the IFEMA PLUS programme was created, to
present to participants of each fair a specific offer of proposals for leisure and culture, shopping and tourist services in Madrid
In autumn 2012 a pilot project was carried out in a number
of fairs, to evaluate the reach of the service and the communication channels.
In the first quarter of 2013 a public announcement was made for the design, development, implementation and maintenance of the Trade Fair Institution of Madrid programme
for the stimulation of visitors.
The company adjudicating the competition designed and
developed a project, attracting entities that would embrace
the various services, which offer special conditions in diverse categories:
• Art
• Shows
• Wellness
• Dining
• Nightlife
• Shopping
• Hotels
• Transport
• News
In the same vein a multichannel communication plan was
set up, online and physical.
• Exclusive programme website www.ifemaplus.ifema.es
with a specific section for each fair.
• Banner with link on websites of each fair.
• Posts from the programme on social networks of thefairs.
• Newsletters to databases of exhibitors and visitors.
• Posters and printed material for placing and distributing in fairs.
• Communication in fair catalogues and visitor guides.
IFEMA discover you the best of Madrid
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At the beginning of July 2013 the programme was officially presented via a press conference and a press release
sent to all media, presenting the various general offers and
the first specific offers for the fairs in September.
The schedule for communication actions in each fair has
an action programme for digital media and an offline programme.
Once the personalised programme for each fair has been
designed, in accordance with the dates and the profile of
exhibitors and visitors the communication programme in
digital media starts 1 or 2 months before the opening of
each fair, with the activation of the website and the sending of two newsletters to databases, the first one presen-
ting the programme, and then a second with the specific
existing content for the fair. In the same vein, actions are
being developed for promotion on social networks, with
reinforcement during the week prior to the inauguration
of the fair.
During the fair a number of “flash” actions are carried out
on social networks, at the beginning and the end of the
fair, with specific proposals, and a communication campaign is carried out across physical media, with the distribution and presence in the various printed and physical
spaces in each fair, as well as the distribution of printed
informative elements to participants.
Th e co s t o f i m p l e m e nt at i o n s t a n d s at a p p rox i m ate l y
150,000 euros.
IFEMA provides the largest part of the resources, although
at least 40% of the financing of the model comes from
company sponsorship.
MANAGEMENT
The programme is designed to support tourism activity
and services in Madrid, even though an intangible return
exists on the activity of IFEMA.
The fair participants receive an overall attention on the
part of IFEMA regarding their needs, as they are offered
activities and experiences that could be of interest.
Equally, the action improves the perception of the image
of Madrid as it provides it with specific content, favouring
the decision to come to Madrid in a combination of a business and leisure trip.
Equally, Madrid businesses connected to the programme
have a very favourable perception of the initiative, with
interest in promoting it to consolidate it in the future.
MADRID, SECOND IN THE WORLD RANKING
OF CONFERENCE CITIES
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[CLIENTS]
This action can be included under corporate social responsibility, starting from the concept and content related to
company activity, and the favourable external factors that
it can generate in its environment, at the same time providing a service to its clients.
Survey taken in a fair, approximately six months after its
launch:
• 89% of potential users, exhibitors and visitors consider
that the IFEMA PLUS programme is a good initiative.
• 100% of companies collaborating in the IFEMA PLUS
programme consider it to be of interest; 95 % believe
that it could be good for business.
Over 2.5 million professionals and around 30 thousand
companies come together each year for the fairs and congresses held at Feria de Madrid. To the nearly 80 fairs that
make up the annual offer of IFEMA, we can add around
500 professional encounters, between congresses, conventions and events that are held in its facilities, which
has contributed to situating Madrid in second position in
the world ranking of conference cities, just below Paris,
maintaining its leading status as the Spanish destination
for conference tourism, in accordance with the latest barometer of the International Congress and Convention
Association.
In this sense, and taking into consideration that almost
70% of visitors received by IFEMA each year come from
outside of Madrid, originating from various national and
international destinations, the development of IFEMA
PLUS is destined to unite the interests of the fairs with
those of the Madrid tourism sector, promoting a greater
number of attendees to the fairs, as well as stays in the
city, and an increase in their spending capacity in the various spheres that make up the commercial, cultural and
leisure offering of Madrid.
This initiative is part of the effort undertaken by IFEMA to
reinforce its capacity to generate dynamism for Madrid in
the business tourism sector. Activity relating to fairs and
conferences ac tivit y that generates an impac t on the
region’s economy of 2,000 million euros, 1.2% of GDP and
over 40 thousand jobs.
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APSIS4ALL: ACCESSIBLE, USER-FRIENDLY
ATM MACHINES. LA CAIXA
ATMs are the channel most used by clients of la Caixa,who
benefit from the permanent availability of the ser vice
throughout the country, with close to 10,000 machines.
Up to now, clients enjoyed a standard operation that
adapted to the majority, but this operation was not accessible for a group with various types of disabilities or it was
difficult to use by those not used to interacting with technology.
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To overcome these barriers, la Caixa is par ticipating in
APSIS4all. A European-wide project with the aim of mak ing self-ser vice terminals more accessible (ATMs,cash
points) via the personalisation of these to the needs and
preferences of each user. In this manner many obstacles
faced by people with disabilities when operating them
can be overcome.
[CLIENTS]
Since 1979, when “la Caixa” installed its first one, ATMs have become the most used channel by clients due to theirease of use and availability, not just for cash operations,
at any time. At present, clients are using ATMs on a massive
scale, but there are distinct groups of people that, due to
their characteristics, encounter barriers when using them,
be they for some type of disability or for socio-cultural
reasons (senior citizens, immigrant groups, etc.).
La Caixa is committed to offering its services to all of its
clients, to which the need to make ATMs accessible was an
obligation. And it does not involve making the ATMs physically accessible, rather that they be easy to operate and
use whatever the clients’ circumstances, thus enabling
them to enjoy the same advantages as everyone else.
For this reason, since the year 2002 it has been collabora-
ting with various entities such as the ONCE, to explore and
implement channels to overcome these possible barriers,
such as the activation of special menus via the inputting
of various codes on the keyboard (1111: for high contrast,
or 2222: for a voiceguided menu). Or the implementation
of the CaixaFácil menu, for those not used to interacting
with technology.
Along this path, la Caixa also participated in the INREDISproject, which involved the exploration of new channels of
interaction between people with disabilities and la Caixa
services, via various types of devices.
In this regard APSIS4all has been a new step forward, increasing the possibilities of personalised operations and
facilitating access for clients.
To permit the personalisation, clients provide information
on their needs and preferences. To this end, an online tool
has been created that, via a simple form, clients provide
information on their par ticular needs and are shown a
proposal of personalisation adapted to these.
Each time they employ it in the ATMs, these will display the
operation adapted to their needs, as proposed in the online tool.
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Five new ways of operating the machines have been developed, adapted to the various types of needs:
• CaixaFácil Menu, with options focused on cash withdrawal and a ver y simplified inter face. This menu is
designed for senior citizens or those not used to interacting with technology.
• High contrast menu. With large white letters against
a black background, it improves visualisation of the
various options for people with reduced vision.
• Voice guided menu. The various options are offered
to the client via a headphone contact. This operation
is designed for blind people.
• Menu with sign language assistance. Assistance for
the various operations has been developed, which are
offered by an avatar that expresses itself in sign lan-
guage. This operation is designed for deaf people.
Selection of options via keyboard. The possibility of
choosing between the various options available on
each screen via the cursor keys has been developed, in
a way that clients with dexterity problems can use it
instead of touching the screen.
Fur thermore, larger and simpler buttons and text have
been developed to facilitate the use of the machines.
The aim of the project is to permit the maximum number
of people to be able to use the ATMs in an autonomous
manner, so that they can enjoy the same services available
to clients without disabilities. Furthermore, facilitating the
use of the self-service channel to more clients who up to
now were not able to use it has meant that work with little
added value has been offloaded from office employees.
•
The projec t has had a three year development period,
which has seen the participation of 12 different companies at European level, over 200 users in the development
stages and the creation of 54 new distinct possibilities of
personalisation, currently adopted by over 350,000 users.
MAKING THEIR
SER VICES MORE
ACCESSIBLE TO ALL
T YPES OF CLIENTS,
PAYING SPECIAL
AT TENTION TO
PEOPLE WITH SOME
T YPE OF DISABILIT Y,
INSURING THEIR
TOTAL INCLUSION
IN SOCIE T Y
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[CLIENTS]
The innovation in this project resides in the automatic personalisation of terminals, which recognise the profile of the
clients and present them with an operation adapted to their
possible disabilities and preferences. From the first moment
users interact with a menu especially adapted to their
needs. In some solutions applied in other entities, it is first
necessary to go through a non-adapted menu to access the
adapted operation, which makes it very difficult for people
with disabilities.
The great novelty of this implemented solution is the recognition of clients simply by their cards. Additionally, the solution has a wide catalogue of adapted screens, which
allows solutions to be provided for the needs of people with
various types of disabilities. There are simplified menus for
people who find the machines complicated, high-contrast
screens and voice-guided operation for people with visual
problems. There is even sign-language assistance to help
deaf people operate the machines.
In this manner, the use of ATMs is made easier for groups as
large as the senior citizens group or people who find interaction with technology difficult, and it allows the reduction
of the low added value workload that office employees have
to carry out to be able to satisfy the most basic financial
needs of these clients, such as having cash for their daily
necessities, allowing the offices to concentrate on carrying
out complex tasks with a positive impact on the entity’s
balance sheet.
The indicator for monitoring the action is absorption (percentage of operations carried out via self-service terminals
against those carried out in offices); this indicator is broken
down in the various operations liable to be carried out via
ATMs.
The indicator has increased by 2.46 percentage points over
the last year. Likewise, the absorption indicator for updating
bank books has increased by 4 percentage points over the
last 12 months.
The ease with which the various operations can be carried
out is one of the keys for improving these indicators. Users
cannot be forced to use the machines. Users will opt to use
machines naturally if they find that they are easy to use and
more comfortable and practical for them. Where this is not
the case they will continue to require the services of office
personnel.
The increase of the absorption indicators is a clear sign of
the result of the efforts to improve the service in the ATMs
on the part of la Caixa, giving special attention to those
groups who, due to their characteristics or disabilities, did
not possess the facilities to use them.
The essence and distinguishing feature of la Caixa resides in
its involvement in and firm commitment towards society.
The pledge to do business grounded on the values of leadership, trust and social commitment. All of this is by offering the best and most comprehensive financial service to
the largest possible number of clients, whilst making a de termined contribution to society in order to cover, with
flexibility and an ability to adapt, basic social and financial
needs.
For this reason, the group has been making a concerted
effort to make its services more accessible to all types of
clients, paying special attention to those with some kind of
disability, with the objective of insuring their total inclusion
in society, as well as their autonomy in the use of the services.
Thanks to the collaboration of various entities and associations linked to people with disabilities, the group has been
incorporating various types of improvements both in its
facilities and in the different services provided.
Furthermore, the use of technology is allowing it to make
great qualitative and quantitative progress in the improve-
ment of its products and services accessible to people with
disabilities.
This sensitivity towards the inclusion of people, which has a
long history, makes the need to provide accessible facilities,
products and ser vices one of the main priorities of the
group.
The solution applied allows the financial inclusion of a varied number of groups that up to now were not able to enjoy the convenience, availability and speed of the machines
in an easy and autonomous way. The effort made gives these different groups freedom to be able to access something
as essential as cash without being obliged to visit bank
branch offices during opening hours. Additionally, it is also
assured that people can operate the machines autono mously, without the need to turn to people they know for
help, or in the worst cases strangers, to be able to withdraw
money in case of need. Access to self-service is a facility that
should be in reach of all la Caixa clients, and being able to
carry out operations in a simple and autonomous manner is
one of the entity’s objectives.
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CLIENT EXPERIENCE AS A DISTINGUISHING
FACTOR. ROOM MATE HOTELS
In a mature market sector such as tourism it is becoming
increasingly necessary to differentiate yourself from the
competition. Among the existing differentiation strate gies, Room Mate Hotels has since the beginning decided
to implement differentiated marketing strategies in each
of the four elements of the marketing mix (product, place,
price and promotion).
We have given each of our hotels its own personality, offering clients a different experience in each, although all
were built with the same philosophy of client care and
service.
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It is this philosophy that makes us different. We have given
our clients a range of added values such as a constant smile on the par t of all our staff, the possibility of having
breakfast until 12:00, free quality WiFi, a central location
and affordable prices.
To this we can add WiMate, La terraza del Óscar and the
SleepOver app which we explain below, and which has innovation at its heart.
[CLIENTS]
“I t ’s about being like a writer who’s writing a book he
would like to read himself. Put yourself in the client ’s
shoes first of all and ask yourself what you would want,
what others don’t give you. This was the starting point for
Room Mate Hotels, and the list that my associate Gorka,
my husband and I made, as if we were writing a letter to
Santa Claus, was the key to success and has made all the
difference. Such simple (yet decisive) things such as extending breakfast times or an extra pillow only came about
through personal experience and common sense.”
(Kike Sarasola, Más ideas y menos másteres). Planeta Madrid Publishing
At Room Mate Hotels, all of our services are based around
our clientele - what is it they want?
In the case of WiMate, for example, it was our foreign business clients who stated their need to be permanently connected to the Web, without them having to pay over the
odds. Having accepted the challenge, the Room Mate team
got to work, and so WiMate (free WIFI in the city made
available to our clientele) was born.
But if there’s anything we feel proud of, it’s the fact we set
up and started operating in the city of Madrid. Our commitment to the city is firm and clearly demonstrated by
our four establishments and our constant search for new
premises. We are well aware of the major opportunities
that the capital has to offer.
Since the beginning, Room Mate Hotels has tried to offer a
host of services and products which are different to those
of its competitors. And how can this be achieved? With
ideas, and by putting ourselves in our clients’ shoes.
As a result of this approach, with the objective of offering
a complete experience to our clients, we can explain some
of the distinguishing services and products as follows:
Our hotels meet the 5 Ds that make up or DNA - Desayuno,
Dormir, Ducha, Diseño and Diversión (Breakfast, Sleep,
Shower, Design and Fun).
Adapted rooms
We adapt the type and layout of our rooms depending on
the city. So in New York, we have quadruple rooms, which
allow a single family or a group of friends to sleep in the
same room, and in Amsterdam we have extra-long beds,
given the average height of Dutch people. We also offer
extra pillows at no additional cost.
WiMate
The company ’s development made us think about the
clients as a whole, and we implemented ways of improving
their experience both inside and outside of the hotel. For
this reason, in July 2013 we launched WiMate. This service
offers a free Internet connection throughout the city via a
mobile MiFi device. Five devices connected at the same
time and 300 Mb available daily. Room Mate continues to
innovate and think of its clients, in Madrid and all over the
world.
SleepOver App
At Room Mate we won’t settle for a typical mobile app.
After much time spent searching for and developing something different, we launched SleepOver, the first app
that gives you points for sleeping away from home, wherever you are: Loyalty Marketing + Branding + Gamification + viral activity.
La terraza del Óscar
La terraza del Óscar, at the top of the RM Óscar hotel, has
become the favourite location of Madrilenians and tourists
alike with its 360º views over the capital. This year it has
renewed its image in order to continue being a beacon
among the numerous entertainment options that the city
of Madrid has to offer.
PROUD OF HAVING
SET UP AND
STARTED OPERATING
IN THE CITY OF
MADRID. WE ARE
WELL AWARE
OF THE MAJOR
OPPORTUNITIES
THAT THE CAPITAL
HAS TO OFFER
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1. Detection of a need or opportunity in terms of clients,
services, products, companies, etc.
2. Evaluation of the project and market analysis. Drawing
up of a general report.
3. Submission of the report to the Innovation and Business Development Committee. ( This committee is
c o m p r i s e d o f a l l o f t h e c o m p a n y ’s g e n e r a l d e partments).
4. Submission of the project to the Management Com-
mittee for final approval.
5. Writing up and implementation of the project. Establishment of operations and activity timeline.
6. Staff training.
7. Launch.
8. Communication.
9. Continuous evaluation of monitoring and assessment.
10. Periodical ROI analysis (Financial, Social, Branding and
Impact) of the project.
The investment that has been made by the company over
the last few years is integral to the implementation of the
actions listed above.
At this point, we would like to emphasise the word investment. To us, investing in improving the client experience
is an investment for us and we will never consider it a cost.
The benefits that the return from these investments produces for the company in terms of differentiation, positioning, client satisfaction, strengthening the brand, loyalty,
etc. lead us to this reasoning.
In order for the whole project to be implemented properly,
it has been necessary to invest in:
Staff training as part of the image that the company portrays to clients, new systems and tools and the improving
of existing ones, putting internal and external communication plans into operation, etc.
In addition, in our company we place special importance
on ideas as a driver of change and of continuous transformation. Our R&D+i consists of adding another “i”, and carrying out R&D+i+ideas.
The satisfaction of our clients with the company is reflected in its online reputation
Room Mate on the social networks:
With an online rating of 85.1 out of 100 on ReviewPro,
Room Mate is the second most valued chain by the clientele in its market. 13,242 opinions were registered online
during 2013.
33,768 Facebook fans, 186,961 fans on GOOGLE+, 90,245
fans on Twitter and 2,196 fans on Instagram put us in fourth place of the world’s top hotel companies. And we were
the best Hotel Chain on Twitter in 2013.
As regards economic performance and operating income:
The average occupancy and price per available room were
higher than in previous financial years, at a time when the
sector is experiencing a downward trend.
Being connected is no longer a luxury, it’s a necessity. At
Room Mate Hotels we wouldn’t dream of charging for necessities.
WiMate consolidated income 2013:
We put benefit before share price. What greater benefit
could there be than a full and satisfying client experience?
We have gone from transactional marketing to relational
marketing.
More than 60% of the devices are being used on a daily
basis, the number of positive comments about Room Mate
Hotels has increased by 11%, the rating of the chain stands
at 86% (Review Pro), and direct sales have been increased
by 11.7%.
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We listen to what clients need and we give them what they
want. Before they ask us for it. A fully client-oriented approach.
[CLIENTS]
We have made it so that our foreign clients do not have to
look for cafés and restaurants in the city that offer free
WiFi in order to connect to the Internet. With WiMate we
offer them full connection. Wherever, whenever, with no
limits.
Innovation and the development of ideas are in our DNA.
We started off by offering free WiFi, an unlimited pillow
service and breakfast until 12:00 Now, we offer free WiFi all
over the city.
To confront high data roaming rates > free WiFi.
We have managed to differentiate ourselves through our
tangible assets (design, proximity, staff ) and our intangible assets (smile, innovation, experience, surprise). They
are our best selling points.
Our answer to typical hotel apps that only let you make
reservations and see photos of the hotel was to develop an
app to build loyalty through gaming.
Our terrace is designed to be a true urban oasis above the
city which offers clients and visitors a unique experience
with incredible views of the city with excellent, personalised client service.
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VER
I EO M
20
br
2 0B
1 1R E
40 fNeO
2012
[PROCESSES]
Processes are the heart of companies. In today’s globalised world, the effective management of processes for
the production of goods and services is vital for the
company.
Any process, however good it may seem, is subject to
improvement. Because of this, companies must continuously monitor their processes in order to find the
optimal solutions for each new opportunity that arises.
Innovation and the introduction of new technologies,
respect for the environment, saving of resources and
the sustainable management of the company’s activities have become competitive weapons. The examples
that follow are an excellent starting point for improving
practices in processes.
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IN INSCRIPTION OF THE FACILITIES OF THE TRAGSA
GROUP HEADQUARTERS IN MADRID INTO THE EMAS
(EUROPEAN ECO-MANAGEMENT AND AUDIT SCHEME)
REGISTRY
In order to guarantee its commitment to Quality and the
Environment, all of the companies of the Tragsa Group have
an Integrated Eco-Management and Quality Scheme in accordance with ISO 9001 and ISO 14001 standards, certified by
the accredited entity AENOR. Furthermore, the places of
business with the greatest environmental impact and the
Madrid central headquarters adhere to the European EcoManagement and Audit Scheme, known as the EMAS register
(REGULATION (EC) No 1221/2009 of the European Parliament
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and of the Council, of 25 November 2009).
These accreditations ensure strict compliance with current
environmental legislation, and not only are professionals of
the Tragsa Group involved in this commitment, but also their
external collaborators. Additionally, they carry out measurements of the environmental performance development of
the organisation through indicators checked by independent
audits.
[PROCESSES]
Every year, the Tragsa Group establishes coherent environmental objectives following the guidelines set by its quality
and environmental policy. These objectives usually deal
with climate change strategies, measures for promoting
energy efficiency; improving performance in terms of the
reduction of consumption and waste, fostering sustainabi-
lity and the use of recycled materials.
The introduction of EMAS requirements into the Integrated
Eco-Management and Quality Scheme of the Tragsa Group
has been a part of these objectives within the environmental strategy of the company since 2007.
In 2008 work started on registering the facilities of the Tragsa Group central headquarters in Madrid with EMAS. The
Environmental Management scheme had already been established in these facilities, so the main stages followed to
achieve this objective were:
• Identification of the legal requirements for application
and evaluation of compliance.
• Definition of the environmental indicators and gathering data to calculate them.
• Training and raising awareness of staff to improve environmental performance in the facilities.
• Review of the Environmental Plan of the installation,
including the new requirements of EMAS, such as the
identification and evaluation of indirect aspects together with environmental aspects, while defining the
processes that might ensure legal compliance and the
reduction of environmental impacts associated with the
•
•
•
•
activity.
Specification of the environmental objectives which
must be monitored on a yearly basis.
Writing up of the corresponding Environmental Declaration: an obligatory document produced yearly which
reflects on the development of environmental performance (monitoring of the indicators) and the degree to
which the environmental requirements of the organisation are complied with. The environmental declaration
must be produced every year and be subject to an independent external audit.
Independent external audit in accordance with EMAS
requirements (European Regulation 1221/2009).
Inscriptions in the Registry of Organisations which are
part of the European Eco-Management and Audit Scheme.
Various environmental objectives are set every year to improve the environmental performance of the Tragsa Group,
including the headquarters facilities, which are subject to
independent external review and which are outlined in the
environmental declarations of the corresponding financial
year required by EMAS. The objectives set in each financial
year were:
In 2009, and fundamentally in 2010, a series of measures
aimed at reducing energy consumption were introduced in
the facilities of the central headquarters. These measures
include the installation of sensors in all toilets, the implementation of rationalisation measures for lighting hours
and regulation of the air conditioning temperatures, installation of a new heat control system for production of cooling/heating ventilation, the installation of an energy me tering system in the Data Processing Centre to customise
the consumption of this process and a thermographic
analysis of building enclosures.
In 2010, an energy efficiency audit was carried out in the
offices of the central headquarters, and in 2011 a number
of measures requiring high financial investment were implemented, such as the improvement of the thermal
insulation of the Data Processing Centre, and the subsequent evaluation of the achievements.
Various environmental objectives were put for ward for
2012 in the facilities of the central headquarters. Some of
these objectives have an impact on the aspects relating to
emissions and consumption:
• Measures for fostering energy efficiency.
• Reduc tion of elec trical consumption by 5% in the
Group’s buildings in the city of Madrid, through measures such as:
- Increasing the ambient temperature of the Data Processing Centre to 24-25ºC - Improving insulation of
the Data Processing Centre roof.
- Installation of a free cooling system in the Data Processing Centre
- Complete replacement of the lighting system.
- Extension of the TREND control system to fan coil
units and lighting on three floors of the building.
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•
•
•
- Installation of proximity sensors in the building’s
offices.
- Installation of energy meters in the heat producing
facilities.
Implementation of the best proposals in Plan Q, resulting
in a significant decrease in paper usage (reducing the
printing of documents, optimising the design of printable
files and replacing paper registries with computer files).
Various environmental objectives were put forward for
2013 in the facilities of the central headquarters, with an
impact on the environmental aspects relating to emissions and consumption:
Reduction by a further 5%, with respect to the 2012 finan-
•
•
cial year, in the electrical consumption of the headquarters’ facilities.
It concerns a two-year objective in which the energy classification of the buildings were carried out in 2013, and in
2014 the measures proposed by this classification will be
implemented with the aim of reducing electrical consumption by 5%.
Fostering of sustainability and use of recycled material.
Placing the value of the indicator of the percentage of recycled paper used with respect to the total at 75%, increasing the amount of recycled paper purchased by the Tragsa Group.
The cost of EMAS accreditation of the central headquarters of
the Tragsa Group consists of staff expenditure and the cost of
achieving the environmental objectives.
In 2008, the year in which the activities were planned and stated, expenditure was solely on staff, to the amount of 97,325
euros.
2009: 98,852 on staff, since the objectives defined did not involve an additional cost.
2010: 78,120 euros on staff and 3,500 euros on energy
auditing, making a total of 81,620 euros.
2011: 86,322 euros on staff and 28,015 on cost-cutting measures (Data Processing Centre and ballast), i.e.114,337 euros.
2012: 79,558 euros on staff, 281,545 euros on environmental
improvements of the office and 14,000 euros on use of the
electric vehicle. This makes a total of 375,103 euros. 2013:
85,406 on staff, since the objectives defined did not involve an
additional cost.
This makes a total of 852,643 euros since 2008.
The EMAS Scheme has allowed the Tragsa Group to improve its environmental performance by efficiently managing
important environmental aspects. This fact can be understood in two ways: firstly, the benefit of reducing consumption (paper, electricity, fuel, water), greenhouse gas emissions and the generation of waste (dangerous and nondangerous); and secondly, the reduction of associated
costs (electricity bill, purchase of paper, waste management costs, etc.). They have been defined as both operational performance and environmental management indicators. They refer to activities carried out in the central
headquarters for the Tragsa Group as a whole. All of these
indicators have increased in value year after year, as can
be seen in the corresponding environmental declarations
on the Tragsa Group’s website (www.tragsa.es).
Some of these indicators are:
Waste:
• Waste generated per employee (waste paper and cardboard, specific or bio-hazardous sanitary waste, toner, packaging, urban or municipal waste).
Paper:
• Paper usage with respect to production.
• Paper usage per employee.
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•
Percentage of recycled paper usage with respect to
total usage.
Energy:
• Elec trical energy consumed per employee, energy
from natural gas consumed per employee, energy efficiency per employee.
Emissions:
• Parameter value for carbon monoxide emissions with
respect to the limit established by legislation.
• Equivalent CO2 emissions from fuel consumption per
employee.
Fuel:
• Fuel (gas) consumed per employee.
Water:
• Water consumed per employee.
Others:
• Environmental training provided per employee.
• Biodiversity: land use per employee.
All the environmental aspects identified are managed inaccordance with the Specific Environmental Procedure
(PEM).
In the case of indirect aspects, there are efforts to ensure
that suppliers comply with the environmental policy of
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the Tragsa Group via contractual clauses that establish the
obligation and commitment to comply with the ecomanagement scheme of the Tragsa Group, and via direct information of the environmental requirements to be met both
within and outside of the facilities.
Furthermore, the EMAS scheme has also allowed for greater control over compliance with legislation in environmental matters and in the evaluation of the environmen-
tal requisites, given that the European Regulation EMAS
requires evidence that the current legislation is being
met.
This leads to better environmental per formance and to
thecorresponding reduction in the number of enforce mentproceedings. No significant incident has been recorded in the headquarters facilities since its inclusion in the
EMASregister.
Given the benefits of introducing the EMAS Scheme expressed above, the Tragsa Group has extended this best
practice to its main production centres.
I n 2013, the registries of the following facilities were
maintained:
• Central headquarters of the group in Madrid.
• Headquarters and machinery yard in the Northeastern
Territorial Unit (Galicia, Asturias and Cantabria), in
Santiago de Compostela.
• Headquarters and machinery yard of the Southeastern
Territorial Unit (Andalusia, Extremadura), in Seville.
• Headquarters of the Regional Offices in Zaragoza and
the workshop associated with the machinery yard in
the Eastern Territorial Unit.
•
•
•
•
Machinery yard in the Eastern Territorial Unit and the
headquarters in the Regional Offices in Valencia.
Workshop associated with the machinery yard of the
Central and Canar y Islands Territorial Unit in Arafo,
Tenerife.
Precast Concrete Plant in Mansilla de las Mulas, León.
The Environmental Declaration was also validated in
2013, and the headquarters and machinery yard in the
Northern Territorial Unit (Castile and León, La Rioja,
Navarre and the Basque Country) were included in the
EMAS registry, in Valladolid. This means there are now
eight Tragsa Group centres of operation in the EMAS
registry.
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SOCIAL MEDIA STRATEGY.
Communication campaigns on Social Networks are a farreaching tool designed to enhance the recognition and reputation of IFEMA and of its fairs, as well as for supporting
the promotion and dissemination of the participating companies and entities.
These campaigns are carried out in accordance with a strategy based on the core objectives of each project, as well as
in planning depending on the times established by the organisational dynamic itself, prioritising the quality content
and interaction with audiences with a high potential for the
interests of the fairs.
IFEMA’s social media strategy has a unique characteristic
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that differentiates it from other brands present on the Social Networks. It extends its spectrum of activity to its
clients, offering a platform on which to disseminate its
brand and its products, beyond specific dates on which they
participate in the fairs. This permanent service, 24 hours a
day, 365 days a year has the capacity to contribute to extending the reach of the exhibiting companies on the Internet
and to serve as a loudspeaker for their interests.
Apart from being used as an information channel, each exhibition are using the social networks to fulfil direct objectives (attracting visitors, hiring support, image improve ment, spreading fair and exhibitor news, added value for
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the exhibitor and identification of prescribers). At the same
time, they are also used to develop and supplement the
generic fair model with new technologies, providing:
• Creative concepts and quality content that increase
viral reach.
•
•
Mix on/off: Participative actions on social networks that
physically end in participation in the fair.
The importance of de -virtualisation (organising
bloggers and prescribers meetings, speed datings, etc).
In 2009, IFEMA opened itself up to the digital world, with no
precedent or similar experience, with the creation of the
IFEMA profile on the main social networks, and various fairs
were later started, both professional and open to the public.
It was a decisive move by the institution in order to reinforce communication channels and to bring value and innovation to the fairs and its clients.
At first, the work was driven and developed by the press
team itself, but as new fair profiles were created, it began to
rely on the collaboration and expertise of specialised marketing and digital communication agencies in order to advance with the projects and define objectives and a strategy
to improve its positioning on the Internet, and in particular
to obtain the greatest professional success for the fairs and
for the exhibiting companies, becoming an ever more solid
and effective support which generates return from the fairs.
Its main value is its capacity to strengthen relations with
exhibiting companies and to lend them support with promotion and visualisation in dealings which today have greater reach and more possibilities to interact.
The fruit of this labour was that in 2011, IFEMA was the winner of the international “Best Practice of Social Media within
the exhibition industry” competition organised by the UFI
( U n i o n o f I n t e r n a t i o n a l Fa i r s ) w i t h t h e o b j e c t i v e o f
highlighting the best communications strategy developed
on Social Networks by exhibition organisers from all over
the world. The prize recognised IFEMA’s global strategy on
Social Networks, which considered an institutional approach as well as specific actions for each of its fairs.
IFEMA first established a presence on Social Networks in
2009. It saw these new channels as not only informative platforms, but also as a way of promoting its fairs. These networks
are the most important and effective instruments for promoting and building loyalty among the companies that participate in its fairs.
In light of the results, IFEMA is extending its presence on social networks by incorporating other fairs in different channels, depending on the profile.
Furthermore, in order to make the dialogue on the Networks
more visible, it is incorporating a content manager in all of its
Internet portals that collects the activity generated (Twitter
and Facebook).
In addition, being aware of the growing possibilities of the
Internet and the advance of New Technologies, IFEMA has
developed an independent app for its fairs, which is down-
loadable on smartphones.
This work has been summarised in wide-reaching actions and
has gone beyond the organisational sphere of each fair,
going from its virtual launch to its materialisation in activities
that have had an impact on the sector. The most notable of
these include:
SIMO: “15 minutes of glory”, “Startups speeddating”
FITUR: “International Bloggers Festival”, “Around the world
with FITUR”, “Social media sharing” CLASSROOM and POSTGRADUATE FORUM: “Receive training in Spain” (for students
from South America)
100x100 Pet: “your100x100pet”
Gifts, Jewellery and Trinkets Week: “Trend battle”
NATURIVA: “Djcontest” “speeddating”
EXPOFRANQUICIA: “Nomaslocalesvacios” (no more empty
premises).
First experience on social networks: parallel to the development of Web 2.0, IFEMA opened the first communication
channels on Social Networks, following an initial analysis of
the fairs, which through their nature and social impact were
adapting more to the demand of the users of these platforms.
At the same time, a strategy specific to the Institution was
defined.
Development on Social Networks: between 2009 and 2014,
IFEMA activated 46 fair pages and one institutional page on
Facebook, which have a total of more than 250,000 foDICIEMBRE 2010/ENERO 2011
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llowers. The most notable of these successful cases are FITUR, with more than 71,700 followers; ARCOmadrid, with
30,000; and 100x100 MASCOTA, with more than 20,400 (figures from April 2014).
On Twitter, between 2009 and 2014, IFEMA opened 37 fair
profiles and one institutional profile, with more than 128,000
followers. The most notable of these successful cases are
MBFWM, with 45,300 followers; FITUR, 35,400; ARCOmadrid,
21,400; and IFEMA, 16,700.
Furthermore, IFEMA and its fairs have channels on Youtube,
LinkedIn, Instagram, Flickr and Pinterest.
IFEMA continues to incorporate all of its projects into this
strategy with the progressive creation of profiles for its fairs
and initiatives, with continuous and innovative work.
The cost of activation and development of the social channels is segmented by project, the rates of which range from
3,000 to 17,600 euros, depending on the degree of complexi-
THIS LINE OF
COMMUNICATION CAN
FORM
PART OF ITS
CORPORATE
RESPONSIBILITY
TOWARDS
EXHIBITING COMPANIES
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ty of the fair, on the intensity of treatment and on development of the strategy, activities and resources for each fair.
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The implementation of communication on social networks is
designed to promote the fairs, and in particular, to give value
to companies’ participation and to generate business for the
fairs, that is, helping to attract exhibitors, visitors and sponsors.
Although there are no quantitative analyses, there is a clear
belief in the benefit that it generates for the various projects
and for IFEMA as an institution.
There is also an intangible return from IFEMA’s operations.
The participating companies and the professional visitors or
the general public receive, via their communication over social networks, direct attention and an information and dissemination service.
Similarly, this communication and the growing presence of
IFEMA through its Internet fairs improves the perception of
IFEMA’s image. It boosts attendance, participation and content-sharing, and improves the relationship between the
Institution and its clients and audiences.
This line of communication can form part of corporate responsibility towards exhibiting companies, who put their faith in
IFEMA for the promotion of their operations and the success of
their participation.
Because of this, it is currently a suitable way of fulfilling IFEMA’s
objective of strengthening its participation. In this respect, it
is the purpose of social responsibility to widen the information
channels of a public service
Institution, giving a voice to everyone who channels their
communication through social networks and opening a new
way of responding to demand, project generation and participatory partnerships.
An example is IFEMA’s Social Networks management and its
impact in terms of monitoring the data gathered from three of
its main fairs: FITUR, which reached 71,000 followers; ARCO, with
30,000, and MBFW, with 17,000 potential fair attendees.
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UNIBIKE PROJECT, THE BICYCLE FAIR.
UNIBIKE, the bicycle trade fair, is the result of the joining of
the two previously existing bicycle trade fairs in Madrid; EXPOBIKE and FESTIBIKE,
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as the result of the collaboration agreement between AMBE,
the Spanish Association of Brands and Bicycles, the companies Last Lap SLU and Expobike Solutions S.L, and IFEMA.
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FESTIBIKE, organised by Last Lap, was held from 2001 in various locations in the Autonomous Region of Madrid; initially in El Escorial, from where it moved to Tres Cantos and
between 2008 and 2012, in Las Rozas.
In 2012, Expobike Solutions launched the EXPOBIKE fair, in
Feria de Madrid.
Each one, with a different concept, activities, and partici-
pants, had a limited scope, as their dates coincided, with
both capitalising on the last stage of the Tour of Spain bicycle race, in the autonomous Region of Madrid.
The sector, from the AMBE association and other entities,
searched for a negotiated exit that would create a convention that was truly representative of the size of the bicycle
sector.
Following the closure of FESTIBIKE and EXPOBIKE, the heads
of businesses in the bicycle sector, the media and the various
associations and entities publically stated the need to establish a negotiated solution that could lead to a unified convention of the sector.
The idea, with good sector logic, clashed with the different
business interests of the two organising entities.
In December 2012, the AMBE Association contacted IFEMA,
Feria de Madrid, which had hosted the EXPOBIKE fair as an
external event, highlighting the need for the creation of a
single meeting, with the understanding that the Feria de
Madrid site was the most suitable to host the event.
As a result of the conversations between AMBE and IFEMA,
it was agreed that both make an approach during the first
months of 2013 to the organisers of EXPOBIKE and FESTIBIKE to bring their positions into line.
The context of competition was especially complicated in
2013, as Last Lap had transferred the FESTIBIKE event to the
city of Madrid, to the Casa de Campo site, on the same dates
as the previous year, and EXPOBIKE went ahead with its own
event. Therefore, in 2013 both fairs were going to coincide
on the same dates and in the same city.
Subsequent meetings found common ground with the organisers of EXPOBIKE, who accepted that AMBE and IFEMA
would assume the organisation of the fair, keeping Expobike Solutions on board the project as the promoter.
The trialogue agreements between the three entities were
signed on 10 May 2013, and a presentation press conference was given wherein the offer for the incorporation of
other members was expressly reiterated, with an open door
for the inclusion of Last Lap and its FESTIBIKE event.
However, FESTIBIKE and EXPOBIKE maintained their coinciding conventions, which were held from 13 to 15 September
2013.
Both fairs were a success, with FESTIBIKE confirming its long
track record, with a wide range of participative activities
and exhibitors, and EXPOBIKE improving on results from the
previous edition, especially with a greater presence of bicycle brands. During the holding of the fairs and the following
weeks, the sector as a whole once again called on the need
to establish a single event.
Finally, towards the end of 2013, the conditions for unifying
the events were negotiated with Last Lap, resulting in the
organising of a new fair, UNIBIKE, boasting the participation
of all of the entities: AMBE and IFEMA as organisers, and Last
Lap and Expobike Solutions as promoters, with the activities
programme being incorporated under the name FESTIBIKE.
The fair project has a budget that is supported with income from exhibitors, sponsors and entry tickets for visitors.
The main costs associated with the action were mainly
man-hours of those responsible for the various entities for
the opening of paths for negotiation and development,
and the agreeing of conditions of collaboration over the
different stages.
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The agreement has been celebrated by all public and private stakeholders connected to the bicycle sector. The first
edition of the new UNIBIKE project was held from 19 to 21
September, with an exceptionally high participation response. A total of 200 exhibiting companies, over 500 bicycle brands and 33,700 visitors had a presence in the Feria
de la Bicicleta, which also hosted a wide programme of
activities, exhibitions and competitions for the public.
This is information that has confirmed the suitability of the
joining of both events as their respective participants have
been brought together, with the incorporation of a number of companies that hadn’t par ticipated in any of the
previous fairs, and which were calling for this merger.
This new event was also a success in the development of
activities inside and outside the IFEMA site, as well as in
the commercial results of the participants, and in the dissemination and media impact that this event had, which
has fulfilled its objective of becoming the primary date in
the Spanish sector and one of Europe’s most prestigious
fairs.
The opening of a path of collaboration between operators
within a sector is possible, and can produce results that
benefit all, including exhibiting companies, professional
visitors and members of the public who attend the event.
In the case of UNIBIKE, the entire bicycle sector has benefited from an integrated event that is more representative
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of the existing offer, driven by the Association that looks
after the sector’s interests, together with the incorporation
of an organisation such as IFEMA to the project, with the
capability of projecting events at a national and international level.
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AMBE, Asociación de Marcas de Bicicletas de España (Spanish
Bicycle Brand Association), is the representative association
of the manufacturing, import and distribution offer of bicycle, complement and accessory brands.
EXPOBIKE SOLUTIONS, SL, is a company that specialises in the
bicycle sector.
LAST LAP, SLU, is a company specialising, amongst other activities, in sports marketing and communication.
IFEMA is the Trade Fair Institution of Madrid. Its experience as
a fair organiser situates it as the foremost operator in Spain
and one of the biggest in Europe. Over the course of its existence, 85 million visitors and around 600,000 companies have
participated in over 1,600 fairs held on IFEMA sites, which
gives an idea of the activity generated by this organisation
and of its positive impact both on the commercial development of the economic sectors and its geographical surrounds,
which has an annual impact that represents an income of
close to 2,000 million euros.
UNBIKE 2014
HAS FULFILLED
THE OBJECTIVE OF
BECOMING THE
MAIN EVENT IN THE
SPANISH SECTOR AND
ONE OF THE FAIRS
OF REFERENCE IN
EUROPE
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INNOVATION, A DISTINGUISHING FEATURE
OF CORPORATE CULTURE. LA CAIXA
In CaixaBank we believe that innovation is the key to confront the current context, not only to provide a response
at the speed that society demands of us, but also to go
further than our competitors. Innovation is the focus of
our work philosophy; the best ally available to us for efficient growth and for responding to the demands imposed
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on us by a changing environment and, more importantly,
our customers.
In this sense, a number of different projects are under way
that evidence Caixabank’s commitment to innovation as a
distinguishing feature of its culture.
[PROCESSES]
We find ourselves in a time of profound change. Information
technology has exploded and is increasingly important in
the configuration of society and the way we understand the
world that surrounds us.
It involves a change of global reach, originating in companies where the industrial paradigm is being replaced by information as a prime material for producing wealth.
Furthermore, the coming together of scientific research and
technological advances, and their application to the produc-
tion, distribution and consumption of goods and services,
constitutes the fundamental factor for understanding the
speed with which we are undergoing this transformation.
Within this context of rapid and continuous change, where
relationships between economic agents are transformed,
new opportunities, needs and expectations are arising; companies have to adapt themselves efficiently in order to continue being competitive and profitable.
The approach to the task should be accompanied by another
element, talent, and it’s our obligation to create all possible
tools to bring this about. With this focus, we put our efforts
into three different substrata:
• Innovation through talent in the company: our employees are one of the main sources of ideas. Their experience
and knowledge of work systems and production processes,
together with the exhaustive knowledge about what customers need and want from the entity is valuable know-how
that enriches the institution and helps us to increase operational and commercial efficiency. We are committed to providing the necessary tools to our employees for them to be
able to express their ideas. This has given rise to “Innova”, an
exclusive area for CaixaBank employees where they can
contribute their ideas about the business, the improvement
of processes and the use of current and emerging channels.
“Innova” is a collaborative tool where employees form part
of a “community” for exchanging information and knowledge. It’s not just a place where they can share their ideas, but
also where they can comment and vote on those from their
colleagues and take part in debates on different topics of
interest for the organisation.
But it’s not just about having ideas. The final aim is to convert these innovating ideas into real projects. To bring this
about, all information is treated and analysed by experts in
each field, to assure that it is translated into improvements
and services under their responsibility or the development
of new innovating services.
• Innovation through customers: The best way of knowing
the opinions, needs and wants of our customers is inviting
them to participate and listening to them. This two-way
relationship of collaboration between entity and customer
is an essential element for CaixaBank and we have created
the tools and made them available for this to come about.
They are participative tools with which customers can transmit their ideas to us about how they want their bank to be,
about what their needs are and how they value our products and services.
“Inspíranos” (Inspire us) is the innovating platform based on
the generation and management of our customers’ ideas. It
is accessed via the Línea Abierta channel and gives our customers a place to propose and suggest ideas related to our
activity. Customers can vote for others’ ideas, make suggestions on ideas already proposed and on existing products
and services. All of these contributions are studied by our
managers for their future implementation. In this way, customers are involved in the process and creation of new
products and services and as a result of this interaction they
come to define future lines of action that should respond to
the needs identified.
Customers don’t just participate with their contributions via
“Inspiranos”; they are also invited to the different stages of
design, conceptualisation and tests prior to the launching
of our products and services to guarantee that we are meeting their needs. To enable this we boast laboratories furnished with the latest technologies, which allow us to analyse
user behaviour and introduce improvements to our products and ser vices before their commercialisation. The
launch date for this community was 30 May 2012.
Since then, improvements have been introduced both to
the customer interface and the process for managing customer contributions.
• External innovation: Innovating ideas can arise at any
time and, because of this, we want to connect with experts
from all fields of learning and collaboration. In 2011 this
desire was translated into the organisation of the first FinApps party for young talent from the “mobile” world.
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FinApps is a 24-hour marathon held in Barcelona, which has
the aim of providing new features, a better image and improved ease of use for mobile applications of financial services. CaixaBank provides participants with tools and information for implementing their innovating apps in the field
of finance.
Following the success of its first edition, with 80 participants registered, 24 projects generated and 2 mobile applications implemented by Caixabank, it has been held on a
yearly basis.
In 2012 the event was internationalised. 140 participants
registered from 5 different countries (Kenya, Israel, Mexico,
United Kingdom, USA and Spain), distributed in 45 teams.
This resulted in 32 new proposals for apps in 24 hours.
In 2013, we launched a new format, focusing the theme on
wallets, personal finance managers and finance managers
for SMEs and self-employed workers. To collect the maximum number of ideas, we also added online participation
to the in situ participation. This resulted in the presentation
of 37 innovating projects.
Quality of service, innovation, commercial and financial
strength and the capacity to generate income is, without
doubt, the best way of guaranteeing the long-term sustainability of our project, generating value for our interest
groups.
In line with our total commitment to social responsibility,
CaixaBank ratifies this commitment with the ten principles
of the United Nations Global Compact on human rights, labour, environment and anti-corruption.
The commitment to technology and innovation allows us to
build a wider and more personal relationship with customers and facilitates consultancy.
The latest innovations of CaixaBank are focused on the goal
of improving our business and offering greater added value
to our customers, optimising the digital age to the maximum, with examples such as:
• Decisions in real-time, a system which has increased the
success of the campaign by 48%, offering our customers
the products that best adapt to their interests both
automatically and in real-time.
• Ready to Buy, a service that allows our offices to prepare transactions in advance and allows customers to
formalise documentation using the channel that is most
convenient for them.
• The Wall, a space for two-way communication directed
at our customers and account managers, who can use it
to easily share information and documents as seen on
social networks, with over 120,000 active users.
• CaixaBank Alta Cliente mobile App, which allows new
customers to follow the status of their application to
become CaixaBank customers, with over 9,000 downloads in under a year.
• Recibox, a multi-device online service that gives our
customers total control over their bills and permanent
monitoring, with over 750,000 active users.
• Línia Oberta Touch, a new mobile banking platform that
has allowed CaixaBank to receive over 2 million entries
in one month on the part of its customers, with more
than 120 million transactions carried out.
• Bolsa Abierta App, a mobile app developed by CaixaBank to enable our customers to access all stockmarket
information, with over 170,000 downloads.
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•
Línea Abierta on Facebook, a home banking application, where customers can find a new way of consulting
their account and carrying out transactions using the
social network, launched in May and reaching over
1,000 mentions on Twitter and 2.7 million entries by
users.
• Caixanegocios Community, a social network aimed at
SMEs and self-employed professionals, offering a tool
that helps to increase their business opportunities, with
over 10,000 registered users.
• Stocktactics, a new niche on the social network designed to connect customers interested in subjects related
to investment markets, with over 7,000 active users and
a 4% increase in real transactions.
• Google Glass, a bespoke application that allows you to
locate any of our branches and carry out currency conversions
• Smartwatch App, with over 1,000 downloads in four
months, allows our customers to follow the evolution of
their shares and their price from their wrists.
• Apsis4All, a European-wide project that guarantees access to ATM services for all users, in particular those
with some type of disability or for those unfamiliar with
the use of new technologies, reaching over 350,000
users with personalised interfaces.
As a result, CaixaBank is a leader in the online banking sector in Spain, with a market share of 33%. In 2013, over 50%
of transactions made by CaixaBank customers were carried
out via mobile and Internet channels. 70% of La Caixa customers have access to our online banking service with over
5 million frequent users and more than 8 million transactions daily.
[PROCESSES]
The change produced in recent years in the financial sector
requires the strengthening of the capacity for innovation to
create new ways of doing business that adapt to the needs
of customers and to new competitors. The entity is sensitive
to the changes being produced in society and because of
this it is continually making efforts to strategise its activity
in a different manner.
That is why, in CaixaBank, we understand innovation as an
attitude to work and we consider that for it to be successful,
we must create the conditions necessary to incentivise it and
ensure its presence in all spheres and levels of the company.
We are working towards creating this specific environment,
which is reliant on transparency, commitment and permanence:
• Firstly, innovation must be transparent. Guaranteeing
that everyone in the organisation can contribute their
ideas without interference.
• We must also state clearly and expressly its relevance,
and recognise the investment and commitment of the
company as regards this line of work.
• Finally, innovation must be permanent, as one more
element of the company culture, present on a daily basis, not just occasionally or in exceptional circumstances.
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ENVIRONMENTAL MANAGEMENT OF
SUPPLIERS VIA THE SUPPLIER PORTAL.
MAHOU SAN MIGUEL
There is an online application dedicated to communication
with suppliers and the management of associated documentation called the Mahou San Miguel Supplier Portal. This
application has been planned and implemented in the Madrid headquarters.
It enables the obtaining of environmental information and
documentation from companies that work with Mahou San
Miguel, such as for example the obtaining of environmental
certificates (ISO 14001, EMAS), presence and development in
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Environmental Systems Management companies (policies
and procedures for a correct employment regarding the
protection of the immediate surroundings) and existence of
other practices for improvement regarding the environment.
All of this information, registered for each supplier on the
Portal, is assessed by our personnel, generating an environmental evaluation of the supplier, and it comes to form part
of its overall evaluation for the company.
[PROCESSES]
The idea came from the need to automate and widen real
knowledge on the supply market and company potential,
with the aim of complying with the general purchasing
policy of Mahou San Miguel. In this general policy, the
Purchasing Department has the commitment to supply, in
a responsible and sustainable manner, the goods and services needed by Mahou San Miguel in the required time
period, amount and quality, at the lowest total cost and
with the least risk for our business.
The Environmental department was already undertaking
the environmental assessment of suppliers, based on the
requirements of our Environmental Management System,
certified with ISO14001 and registered with EMAS. Notwithstanding this, using the online application to employ
this part of the system has boosted management
enormously,facilitating access to a greater number of
suppliers and with a larger amount of information in play.
The proposal for implementing this application comes, as
we have pointed out, from the Purchasing Department of
Mahou San Miguel, before the need to improve the management of relationships with our suppliers and in terms of
the developments put in place by other large national and
international companies. The use of the tool to improve
the environmental management of suppliers was natural
in the general context of implementation, both for the
purchasing and environmental departments.
Therefore, from the beginning, the environmental aspect
was integrated into the application by the tool developer,
an external company specialising in this type of implementation, which worked closely with Mahou San Miguel personnel in particular, and for the purposes of the analysis in
question, with personnel from the Environmental de partment for the design andspecific development of the
environmental sections of the application
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We developed the tool over the 2nd, 3rd and 4th quarters
of 2013, and it became operational in November of the
same year. From that time up to the present the implementation of the procedure has been underway, with a first
stage of testing involving the participation of a small num-
ber of trusted suppliers and the developers, who were
responsible for testing the tool and eliminating errors.
Since the beginning of 2014 we have been gradually inviting groups of suppliers to register and use the Portal on a
regular basis.
Despite the fact that the overall management of suppliers
through the tool is undoubtedly having an economic impact on the company, the purpose of the tool has been to
aid the automation and organisation of the supplier market.
The environmental management of suppliers via the Portal
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gives us an extremely powerful means to detect and analyse problems or possible issues with a clear social impact,
as are all of those that affect the environment, regardless
of the fact that such problems are seldom cost-free, which
is something we would also avoid.
[PROCESSES]
SUPPLIERS
Although we are still in the process of gathering feedback
on the effect that this practice is having on our suppliers,
there is a fundamental opportunity in play: our organisation boasts a tool that requires our suppliers to declare
their status regarding environmental behaviour, and we
understand that it is a key driving force for boosting re cognition of companies that are on this path, and for en-
couraging those that are not to be so, understanding it in
the first instance as a competitive advantage.
In any event, it is a very positive thing in terms of environmental awareness-raising, with a view to implementing
the scheme in other organisations and also regarding the
effect on society.
Other best practices have been carried out but this has been
chosen because as well as having been planned and implemented from the Madrid headquarters, it has transversely
involved various company departments and been globally
implemented.
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ECODESIGN PACKAGING WORK GROUP.
MAHOU SAN MIGUEL
Since 2009 an interdisciplinary Work Group has existed in the
company, made up of individuals from the Industrial department (Innovation & Development and Environmental
sections), Purchasing department (Packaging), Quality, Sales
(Distribution, Hotel & Catering and Food), and the Marketing
and Finance department, whose mission is to optimise the
packaging we use to put our product on the market.
The activity of the Group is fundamentally driven by the ob-
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taining of economic savings on those elements that go into
the packaging of our products, basically via reductions in
quantity or weight. It is obvious that these reductions translate into a direct improvement for the environment, given
that all the material that accompanies our product ends up
as waste. Progress in the activities of the Group has meant
the carrying out of actions that translate solely into environmental improvement, regardless of any economic saving.
[PROCESSES]
The proposal for creating a Work Group as described appears
as a consequence of the need to obtain economic savings in
a large section of variable company costs in this unfavourable economic situation. With its creation driven by the Finance and Purchasing departments to this aim, and endorsed by
the General Directorate, the Group was immediately supported by the Industrial department, via its R&D and Environ-
mental sections, due to the environmental advantages that
immediately arose from its activities.
We don’t have direct references of a similar work group operating in this sense in other companies in the food sector,
although there are similar references in companies from
other sectors.
Once the momentum for the creation of a Work Group is established, it is determined, given the initial study of improvements to packaging correspond to the Industrial de partment via its I&D section, that individuals from this section will lead the activity of the Group. This is constituted via
the naming, on the part of the heads of each one of the departments involved, of the individual representatives of
these departments in the Work Group.
The Group’s main activity is the detection of possible improvements in packaging in the existing market references by
R&D or received from other departments in the company,
and the analysis of the feasibility of these, contrasting all
possible effects derived from an eventual application of
these changes, via contributions from the other components
of the team.
Over the years, the activity of the Group has extended to
areas beyond packaging, so to speak, undertaking actions
leading to improvements in product distribution and environmental assessment of new references.
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The Group has met on a more or less regular basis around six
times a year since 2009. Minutes of the meetings are created
There is an economic study associated with the actions determined by the Group, which includes their costs. Given that
they are fundamental to the group, no actions are implemented where their undertaking involves a cost. Improving the
environment could be a determining factor in the resolution
of an action with a relatively low implementation cost.
MANAGEMENT
Obviously, with the basic motives for the activities of the
Group set forth, the effect in economic terms over the last
five years has been extremely relevant.
Notwithstanding the previous point, the activity of the
Group has been, from our point of view, of greater relevance in terms of the environmental effort of the Company, as
this has involved the removal of 3,700 tonnes of material
from the market that would have ended up as packaging
waste (approximately 150 medium-sized lorries’ worth). If
the largest part of these materials are reutilised or recycled via an integrated management system (Ecovidrio and
Ecoembes), the measure taken reduces the impact on the
use of natural resources necessary to manufacture packaging and the potential amount of waste dumped.
We understand that the practice could be repeated in those companies dedicated to producing consumer goods on
a large scale that require packaging.
The effect of awareness-raising throughout the whole of
society could also be relevant: with the public nature of a
practice such as this, it is possible that consumers could be
induced into producing positive environmental behaviour
relating waste separation.
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and there are a number of documents available for following
the actions generated.
[PROCESSES]
Other best practices have been carried out but this has
been chosen because as well as having been planned and
implemented from the Madrid headquarters, it has trans-
versely involved various company departments and been
globally implemented.
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PLAN FOR CAREER AGENTS IN MADRID.
REALE SEGUROS
Development of a new network of 13 professional Exclusive Agents with the potential to act as representatives of
Agencias Reale in Madrid. The process entails selection,
tutoring and personalised monitoring, backed up with
specific sales tools and resources.
In addition, this practice also involves the following objectives:
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•
Reinforcing our presence in areas of Madrid with a
potential for development for Reale.
• The “Rejuvenation” of the Network of Agents.
• Employability within a sector (young people) that is
disadvantaged in this sense.
The reinforcement of training/practicals from the point of
incorporation with a view to ensuring professional
[PROCESSES]
It arose to address a need and as a strategic interest
of the Broker Channel.
• Need for/interest in the development of an “incubator”
for network expansion and growth in major capital
cities.
• Need for/interest in the regeneration and support forour current network via a profile for intermediaries
•
•
with more methodological and market research training.
Need for/interest in a plan for “suitable candidates” to
be incorporated into our network of franchise offices.
Interest in demonstrating, via “actions”, that Reale iscommitted to the profession of Exclusive Agent.
MPLEMENTATION. DEVELOPMENT OF THE IDEA
Our model of commercial structure lacked the experience
and capacity to develop the project.
However, we didn’t want to miss the opportunity, in view
of the interests and needs outlined above.
We thought of outsourcing the methodological development of the team to a company with extensive experience
in this area.
However, we strongly believed that its coexistence in parallel to our organisation wasn’t possible.
Success has undoubtedly involved integrating this team
within our external collaborator, branches and existing
teams. The training afforded by our specialised provider
was rounded off with training given by the Company, explaining its history, its values and its main strategic objectives.
From the outset, all actions (recruitment, selection, training and practicals/professional activity) were the joint
responsibility of the Company and the external provider.
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1. Recruitment/Selection.
In April, we finalised the process of selecting the definitive
teams to commence the activity in each of the branches
(Madrid/Bilbao): reception of curricula, inter views, and
training provided by our HR Depar tment to our Branch
Managers in order to improve their abilities as selectors.
during each of the stages of the project.
3. Integration
All teams within our organisation (Branch) were informed
of the project and collaborated towards its fulfilment. The
objective was to afford support from day-one, avoiding the
sensation of having just arrived.
2. Training
Our Training Department designed a path for these groups,
ensuring that they would receive the necessary training
Today, we can boast extremely high levels of a sense of
belonging. Turnover is minimal, which is very rare in initiatives of this nature.
PHASE I: Selection
- Recruitment process:
• Placing advertisements in the main employment portals with the following requisites:
- Holder of a university degree
- Experience as a salesperson
• Branch Manager Training for the overseeing of the
Candidate Validation Report.
• Outfitting of Branches (space and equipment).
- Process for the Selection of 13 candidates for the
Madrid area.
Once the recruitment and selection process was drawn to
a close, the Tutoring and Monitoring phase was set in motion, entailing the following:
• A training course specifically for exclusive agents
within the insurance sector.
• I n d i v i d u a l i s e d t ra i n i n g fo r Ca re e r Pl a n Ag e nt s ( 9
months)
• After the training course, the Career Plan Agents will
have an active insurance agent password.
All stages entail attractive remuneration, that is supplemented by a variable bonus based on the volume of Miscellaneous and Life Insurance.
The projec t will return profits in its fif th year. The de partments and resources involved are those that are rele vant and available in all areas of the Company’s business
( Training, Channels, Per formance, Technical, Branches,
etc.).
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This shows that our investment is sincere with an aspiration for continuation over time. As a distinguishing characteristic and in order to attract the best, our base pay for
the teams is slightly higher than sector averages for this
profile of new agent.
[PROCESSES]
MANAGEMENT
Setting this project in motion included a series of associated benefits:
• Generation of employment and reactivation of Reale’s
network of agents in Madrid.
• Agents who are better prepared as a result of the training and tutoring received.
• Establishment of a plan for the opening of new agencies in Madrid in the future, with personnel (Career
Plan Agents) who are prepared.
• Portfolio diversification.
Moreover, the success of this “pilot” project in Madrid can
be extended to other territorial offices within the company.
In a competitive market, wherein emerging distribution
channels and clients who are increasingly digitalfocused
undermine the protagonism of the ExclusiveAgent, we
are still able to find individuals with the will and aspiration who believe in the purest par t of this profession:
helping others, affording them a service, being close to
them.
Cultivating this base, affording value in the training andservice in the support and tutoring, we want to demonstrate belief in the future of these teams and in their contribution to attending to and understanding the insurance needs of the general public.
Reale’s Broker Channel intermediates in premiums accounting for approximately 33% of the Company’s total business and is the main contributor to Company profits.
THE SUCCESS OF THIS “PILOT”
PROJECT IN MADRID CAN BE
EXTENDED TO OTHER
TERRITORIAL OFFICES WITHIN
THE COMPANY
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VER
I EO M
20
br
2 0B
1 1R E
40 fNeO
2012
[CITY]
I n M adr id, in recent years notewor thy pro jects and initiatives have been implemented
by companies based in the capital that prove
beneficial to the city. These are actions that
make the lives of the city’s citizens easier, more convenient and more pleasant, improving
the image of the capital on the international
stage and endorsing M adrid’s aspiration to
become a global cit y on an equal standing
w i t h t h e m a j o r c i t i e s t h a t a c t a s re fe re n c e
points at world level. A catalogue of best business practices would be incomplete if it failed to include a selec tion of these positive
e x p e r i e n c e s w i t h i n u r b a n a c t i o n s t h a t a re
worth the effort and leave a mark on the city.
D I C I ENMO
BR
2 0M
1 0 /B
ER
N EER O2 0
2 01121
VEI E
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REDUCTION OF ENVIRONMENTAL FOOTPRINT IN ALL
ACCIONA ACTIVITIES.
ACCIONA INFRASTRUCTURES, WATER AND
SERVICES
A description of three best environmental practices in
emblematic buildings in Madrid:
• Reduction of CO2 emissions over the course of the
useful life of the installations through the application
of advanced technologies. BARCELÓ MULTIPURPOSE
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•
•
CENTRE
The use of certified wood for coverings and floorings.
NATIONAL ARCHAEOLOGICAL MUSEUM
The use of resistant concrete manufactured from recycled sand and cement. NEW BBVA HEADQUARTERS.
[CITY]
Concern for the environment within Acciona has always been
present, as evidenced in its 2012-2015 Sustainability Plan and,
in the area of Infrastructures, in successive declarations made
in the Quality and Environment Policy.
The most recent declaration establishes, in relation to the environment, the principles of the commitment of Management,
continuous improvement within processes, the commitment
to the promotion of an environmental culture, consideration
for environmental aspects and the criteria of sustainability and
raising awareness amongst employees and stakeholders.
This concern has led the company to include environmental
goals amongst its annual objectives since at least 1999, passing
from modest beginnings (largely entailing raising environmental awareness amongst the human resources involved in construction processes) to proposals for changes within projects
enabling measurable environmental improvement and, finally,
the more complex current proposals that put forward environmental practices that can be incorporated into day-to-day life,
including a number that are intended to contribute to the fulfilment of the objectives established in Acciona’s 2015 Master
Plan for Sustainability, focused on energy efficiency and environmental footprint.
Barceló Multipurpose Centre
Exploitation of the heat produced by the industrial refrigeration system installed in the market area. The proposal presented by Acciona, which, in the end, was implemented, is approximately four times more efficient than the proposal in
the initial project, representing a decrease in energy consumption that thereby entails a reduction of CO2 emissions,
amounting to 52.01 t/year over the course of the useful life of
the installation.
oversee the traceability of all of this wood, ensuring that
sustainable forests were the source of supply at all times.
The proposal involves the manufacture of special flooring
entailing a top layer of 6 mm of fine hardwood and a 10 mm
of birch plywood. Via this solution, the cubic metres of wood
required in the construction was reduced to less than half. In
addition to achieving a reduced environmental impact, technical improvements were also evidenced, whilst the resulting
appearance and longevity remained unaffected.
National Archaeological Museum
New BBVA headquarters
Complementing the company’s environmental objectives, a
proposal for changes within the wooden coverings and
flooring for the project (oak or merbau, according to the area)
was made, mainly with a view to minimising the ecological
impact that would have been entailed by installing 3600 m2
of solid wood wall coverings, 5500 m2 of solid wood false
ceilings and 7500 m2 of wooden flooring, with a thickness of
16 mm, representing a total volume of wood of 266 m3. The
proposal for change entailed a twofold objective: on the one
hand, minimising the amount of fine hardwood required;
and, on the other, as less wood is now employed, capacity to
The use of concrete manufactured from recycled sand and
cement during the erection of the structure of the building
complex. When erecting the structure and remaining loadbearing elements, 26,877.0 m3 of recycled concrete was employed, of a total of 42,052.5 m3, that is, 63.9%.
Via this practice, we contribute to the reduction of the environmental footprint of the action in a twofold manner: on the
one hand, there is a reduction of the consumption of natural
raw materials, whilst, on the other, the amount of waste to be
treated also decreases.
The schedule for the activities is different for each of the activities outlined, as is the case with all actions implemented
by the company at a general level. These specific activities
were executed in 2012 and 2013.
As these are proposals that are linked to the management of
a construction contract, zero cost is sought.
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MANAGEMENT
As outlined above, the three practices herein described,
along with the remaining actions that were carried out, contributed to the fulfilment of the 2012-2015 Sustainability
Plan drawn up by the company.
REDUCTION OF
CO 2 EMMISSIONS
OVER
THE COURSE OF
THE USEFUL LIFE
OF THE
INSTALLATIONS
THROUGH THE
APPLICATION OF
ADVANCED
TECHNOLOGIES
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THE USE OF RESISTANT
CONCRETE
MANUFACTURED FROM
RECYCLED SAND AND
CEMENT
[CITY]
iMPACT OF THE BEST PRACTICE ON THE
The three practices described above contribute to the protection of the environment in two ways: in a direct manner,
reducing the emission of CO2 into the atmosphere, contributing to the sustainable exploitation of natural resources and
to the use of waste generated in other actions; and, in an indirect manner, by demonstrating that the application of
measures thatrespect the environment is feasible, from a
technical, economic and social perspective.
THE USE OFCERTIFIED
WOOD FOR COVERINGS
AND FLOORINGS
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RESTORATION OF HISTORICAL BUILDINGS IN MADRID FOR A
UNIQUE TOURISM PROJECT: HOTEL, HOUSING, SHOPPING CENTRE
AND PARKING. CENTRO CANALEJAS MADRID
This project clearly represents support for the city of Madrid
and its international standing.
The entire team is located in Madrid and whilst the services
of a few international consultancies have been employed,
importance has been placed on promoting work for local
professionals and managers.
The unique nature of the project resides in showing off the
existing architectural heritage, currently undervalued and,
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via the construction of a hotel with the highest possible
rating, a first class shopping centre, dwellings overseen by
the hotel and a high quality parking area, helping to reposition Madrid and, more specifically, its central area.
To this end, the Villar Mir Group, the developer of the initiative, has made a significant economic investment and is
employing the necessary resources to ensure that work is
carried out to the highest standards.
[CITY]
The idea for Centro Canalejas Madrid was set in motion in
2012, when the company Centro Canalejas Madrid purchased
a group of seven buildings from Banco Santander, located in
the area between streets Alcalá, Sevilla, Plaza de Canalejas
and the Carrera de San Jerónimo. These buildings, vacant for
a number of years, had primarily been used as banks.
The Canadian hotel chain Four Seasons had previously shown
interest in setting up in Spain for the first time, whereby it
required locations in privileged positions within particularly
emblematic buildings. This was the origin of the project.
Tras Having purchased the properties, it was necessary to
determine their future use and initiate the urban planning
procedures. The collaboration of Estudio Lamela proved vital
in order to define the spaces, uses and possibilities of each
property. The objective of this project is to carry out a largescale intervention for the urban revitalisation of an emblematic area of Madrid, similar to those carried out in other large
European cities. It will represent the establishment of the first
hotel of the Canadian Four Seasons group, arguably the most
prestigious hotel brand in the world, on Spanish soil, integrated into a modern and dynamic city boasting excellent infrastructures. The incorporation of the Four Seasons will strengthen Madrid’s international positioning as a location for big
events. It will be Madrid’s finest hotel and one of the best in
Europe, classified as a 5 star Superior Luxury.
Furthermore, the development of the best commercial space
in Madrid will also be undertaken, following the most avantgarde European tendencies, with a unique location within
the old quarter of Madrid.
• Creation of a commercial destination of renown on the
international stage , not currently possessed by Madrid,
within a project for urban regeneration that is itself a
reference point and example at global level.
An avant-garde cosmopolitan space within an ensemble
that preserves the historical and architectural character
of the area.
• Offering the highest levels of comfort for a memorable
shopping experience, as a result of balance between
history, technology and sustainability.
• The creation of a meeting point for national and international urban tourists and for the inhabitants of Madrid.
• A location that is capable of attracting the most prestigious national and international brands, creating a pleasant environment that combines the possibility of shopping with a wide-ranging gastronomical offer.
• Economic revitalisation of the area and the creation of
numerous jobs, both directly and indirectly.
The ensemble is finished off as follows:
• A residential complex, with services provided by the
hotel operator, Four Seasons.
• Parking, as a complement to the main uses.
Improvement of the urban environment:
• Adapting traffic, pavements, street furniture, etc. in a similar manner to other interventions carried out in Madrid, in keeping with the municipal criteria of promoting
the revitalisation of the historic quarter.
•
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The initial phase entails urban planning procedures and the
preliminary work of reinforcing façades and eliminating exterior elements.
In addition, significant efforts will be made in terms of the
recovery and restoration of decorative and singular architectural elements.
A highly qualified multidisciplinary team is involved in the
Project. In terms of Architecture and Design, the team is headed by Estudio Lamela, who coordinate and oversee the work
of all advisers and consultants involved in the process.
Parallel to drawing up the Design and Construction Documents (once permits have been obtained for Phase 0: demo-
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lition), construction work for the new Project will be set in
motion.
A time-scale for finalisation of 3 years is estimated, with a
view to having all businesses in operation during the first half
of 2017.
The execution of the work is highly complex and entails the
use of the latest construction techniques, whereby the experience and technical capabilities of the developers and the
construction company (OHL) are a guarantee of success.
It is envisaged that the project will be inaugurated over the
course of 2017.
[CITY]
The cost of the investment rises to 480 million euros, including the purchase of the property.
MANAGEMENT
Once the project has come to a conclusion, we will be in a
better position to evaluate the impact on the surrounding
area; however, it is estimated that all activities will generate
1800 temporary positions and 3000 permanent jobs.
We believe that this action may serve as a good incentive to
encourage other organisations to make a firm commitment
to Madrid.
There are other areas (Plaza de España) that also require
large-scale intervention. Indeed, the drawing power in terms
of high-class tourism may position the city of Madrid as a
Premium destination within the international tourism panorama.
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PARTICIPATION IN THE EUROPEAN RETAILERS’
ENVIRONMENTAL ACTION PROGRAMME (REAP).
EL CORTE INGLÉS
Participation in the REAP initiative and the Retail Forum,
which aims to promote more sustainable consumption
through specific actions, relations with suppliers and daily
contact with European consumers.
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This initiative allows for the international presentation of
environmental practices carried out in a Spanish company,
specifically, a company with headquarters in Madrid.
[CITY]
The European Commission and the European retail sector
(Euro-Commerce) set the Retail Forum in motion in 2009, as
a measure to promote guidelines for consumption that were
economically more sustainable.
The creation of this Retail Forum represents a significant
contribution in terms of the implementation of the EU Sustainable Consumption, Production and Industry Action Plan,
which the Commission presented in July 2008. The Forum
proposes a reduction of the environmental effects of the retail sector and its supply chain, the promotion of more sustainable products and the provision of better information to
consumers on the possibilities of shopping in a more ecological manner.
The Forum coordinates its actions via the REAP initiative (Retailers’ Environmental Action Programme), wherein information on
best practices relating to commerce are gathered and disseminated, to raise awareness of them amongst consumers and all
agents, with a view to stimulating competition and the commitments of retail companies.
The idea is that each company participating in the initiative will
draw up a series of actions, which will be considered commitments, with a defined objective to be fulfilled. For example,
reducing emissions by 20% over an established period.
Within this series of actions, subject to modification on a yearly
basis, the different activities and objectives are put forward in
three manners (examples are provided):
What we sell:
• Promotion of eco-labelled fish products
• Strengthening of the offer of certified forest products
• Strengthening the offer of organic agriculture products
• Minimising food waste
• Introducing multiple models for goods carrier bags
• Entering into commitments (general and specific) with
suppliers in relation to environmental protection...
How we sell:
• Reducing the consumption of electricity (by using better
technology, increased control, etc.)
• Reduction of the carbon footprint
• Improved logistics to reduce transport and contamination…
Communication:
• Environmental training courses for employees
• Leaflets and magazines promoting products with a high
ecological value
• Activities to promote recycling with the various SIGs…
All of these measures are published in an initiatives document
and periodically reviewed by independent Forum members.
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The activities are subject to review on an annual basis and
progress reports are required in each case. Once the corresponding objective has been achieved, the activity is removed
from the list, or included with a new objective.
In our case, each action corresponds to a project of an environmental nature existing within the company and there is a
different schedule for implementation and finalisation in
each case.
There are a wide variety of activities, each entailing a specific
cost for the project in question. In a number of cases, there is
a measurable investment return, such as in the case of the
substitution of old lighting for LED systems or more efficient
lights.
However, this is not always the case: for example, in the design of environmental training courses.
OVERALL REDUCTION OF THE CONSUMPTION OF
ELECTRICITY, PLASTIC BAGS, CARDBOARD BOXES,
PRINTER PAPER AND WATER
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[CITY]
MANAGEMENT
In many instances, the results achieved are measurable in
comparative terms that are not necessarily of an economic
nature (although economic considerations have bearing). On
a general level, we might draw attention to the most important in the 2008-2012 period:
• Overall reduction of the consumption of electricity by
6.63%.
• Overall reduction of the consumption of plastic bags by
38.38%.
• Overall reduction of the consumption of single-use plastic bags by 66.13%.
• Overall reduction of the consumption of cardboard boxes by 57.25%.
• Overall reduction of the consumption of printer paper by
57.36%.
• Overall reduction of the consumption of water by 7.79%.
In the majority of cases, the know-how exists, is available
on the market and is applied in the Company. We then
describe the specific prac tice and show the results to
enable other organisations to follow the same path, where
they desire to do so.
Dissemination of the information to customers and service users and suppliers also occurs. All courses for employees, information for customers and agreements with
suppliers create an environment that is favourable to
change and synergies that can be exploited by the market
as a whole.
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ÁGORA PROJECT.
IBERIA
A strategic company plan aimed at positioning the T4
amongst the reference hubs at global level. The plan includes
more than 244 initiatives to improve punctuality, speed up,
simplify and enhance client experience and for the continuous improvement of airport efficiency.
Ágora is a transversal and comprehensive plan wherein the
involvement of all employees in the transformation of the
Madrid-Barajas airport is a key aspect of success.
Ágora will help Iberia to maintain leadership in the T4, via
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40 f e b r ER O 2 0 1 1
which it operates 90% of its flights and connects 70% of its
long-haul customers; however it will also serve as a catalyst
when implementing internal and external change. The Ágora
Project is a comprehensive plan for the transformation of the
hub with a twofold objective:
1. Positioning Madrid-Barajas amongst first-class hubs
at global level, aligning Iberia with the service offered
by leading airline companies within the network.
[CITY]
2. Exponentially improving the efficiency of airport
operations.
The objectives relate to the aspiration to achieve excellence
in terms of punctuality and significantly improve the experience of customers.
The Ágora Project commenced in 2012, coordinated in the
form of a series of initiatives within the dynamic context of
continuous improvement, structured around 5 cornerstones:
• Achieving excellence in terms of punctuality.
• Speeding up, simplifying and improving customer experience.
• Improving airport efficiency in a continuous manner.
• Instilling a passion for excellence.
• Generating renown by making the change visible.
These initiatives for improvement arise within a transversal
context wherein Aena plays an important role, participating
in more than 70, whilst also involving the following:
•
•
•
•
•
•
•
•
More than 20 Iberia managers
More than 250 company personnel
More than 10 integrated subcontractors
11 executives charged with overseeing programmes
Monthly monitoring committees
3 Iberia managers per initiative, on average
15 active members per initiative
Individualised planning of each initiative.
Iberia had detected possibilities for improvement within the
service offered to passengers in three areas: punctuality,
ground services (hub and connections) and on-board services. Improvements would undoubtedly have a significant
impact on client perception and the company’s reputation.
The hub in Madrid was particularly susceptible to impact, as
the origin of 50% of operations and the most visible face of
the company.
In this context, in 2011, Management decided to carry out a
diagnosis of the situation in Madrid, with a view to imple menting a comprehensive plan for the transformation of the
hub, which came to fruition in the form of the Ágora Project,
initiated at the beginning of 2012 and envisaged as finalising
in 2016.
Ágora arises from the need to align Madrid with the operation and service offered by the main airline companies in the
global network in their hubs.
There was an initial diagnosis phase, divided into the following sections:
Analysis:
• Punctuality and root causes.
• Quality Level Perceived by customers and market comparisons.
• Customer surveys.
• Identification of best practices. Analysis of objective
measurements of customer satisfaction.
• Process-based productivity.
Interviews:
• 12 Iberia managers.
• 8 Iberia experts.
Observation of operational processes:
• 4 teams (Check-in, Boarding, Piers and Ramp).
• Direct observation of flights (boarding and ramp).
•
Four check-in areas at the busiest times.
• Incidents (cancellations and loss of luggage).
Workshops:
• Involvement of 50 Iberia employees
•
5 working groups (punctuality, check-in, boarding, piers
and ramp)
• 150 identified and quantified initiatives
As a result of this analysis, the initiatives were structured
around 5 cornerstones:
1. Achieving punctuality of 85%: This is the challenge for
Ágora, ensuring that 85% of flights depart on time. To achieve this, the project includes various initiatives that have bearing on several areas, from the flight schedule, which is reviewed and updated, to the preparatory tasks prior to the
departure of the plane, such as loading luggage and fuelling,
all online maintenance tasks, in relation to which the transformation of processes and task assignation has been envisaged, or the transfer of flight crews and the review of block
and taxi times of planes, amongst others.
Furthermore, we are proceeding with the systematisation
and automation of decision making and communications in
the Operational Control Centre and monitoring all activities
entailed in the processes (fuelling, cleaning, catering) from
the Hub Control Centre.
2. Improving customer experience: Via the redesign of the
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check-in and boarding procedure, with improvements in 5.
The transformation of the check-in area, which has included
new software in check-in machines, is enabling the checking
in of customers in little more than 30 seconds. To encourage
use, Iberia has installed virtual agents and video screens that
illustrate the process of self-check-in in a simple manner.
Furthermore, the company is the world’s first airline to enable
customers to issue a label for their luggage via its website,
www.iberia.com. This service has been dubbed My Bag Tag.
Check-in at desks has also been expedited, following the
installation of screens that enable the process to be “ordered”
and speeded up. Similarly, check-in agents have been provided with more than 100 hand-held devices that enable them
to attend to customers in any area of the airport, at all times.
In order to advance in the self-management of incidents, the
company has installed 21 Rapid Response Points in the T4 in
Madrid, which, in addition to providing information, allow
customers who have missed their connections to issue a
boarding card for the next flight or lodge a complaint relating to any incident involving luggage. Moreover, customers
who have extremely tight connection times are afforded a
“plane-to-plane” transfer service.
From March onwards, customers flying Business class and
those holding an Iberia Plus Gold or Platinum card who arrive
on intercontinental flights or medium-haul flights lasting
more than four hours, will be afforded access to the new arrivals VIP lounge in the T4 in Madrid.
Open 24 hours a day, 365 days per year, it offers services and
benefits comparable to the finest lounges in the world.
operation and reducing both the minimum connection time
between flights and transfer between short-haul and medium-haul planes. An extensive series of initiatives, such as
the installation of an avant-garde system to remove ice from
planes via 3G technology, or a telemetric prototype that
allows the fuel consumed by the vehicles employed in the
airport to attend to planes to be controlled, or the provision
of a PDA (Personal Digital Assistant) to those charged with
transporting luggage, have entailed considerable improvements in terms of operational reliability and efficiency.
3. Increasing hub efficiency: Another of the main objectives
of the Ágora Project entails bringing about more efficient
For its part, Skytrax has ranked the hub amongst the best
terminals in the world.
4. Passion for excellence: The involvement of all employees
in the project represents the basis of its success. The training
provided, the information offered and the creation of an internal team to oversee the change have united the efforts of
all staff. Incentives have been established to promote
punctuality and rewards are offered for behaviour demonstrating excellence. The objective is to instil a passion for work
well done amongst all employees.
5. Greater renown: Iberia’s hub, as a cutting edge airport,
has already received various awards. In 2012, it was the recipient of the IATA Gold Fast Travel Award as a result of the introduction of measures to improve check-in and the management of incidents. It also received the IATA BIP (Baggage Improvement Programme) award and recognition for “Best
initiative for attending to passengers” from the Future Travel
Experience Forum as a result of the implementation of the
Ágora Project.
The project was initiated in 2012 and is set to finalise in 2016.
It is progressing in a highly satisfactory manner and is giving
rise to appreciable improvements within operational parameters and objective service.
Improving efficiency is an Ágora objective for the long term
as it is largely linked to transformational change with long
implementation cycles.
Analysis of the Ágora Project indicators evidences the following:
• With regards to punctuality: Prior to the setting in motion of the Ágora Project, Iberia began 2011 with an ontime departure rate of 65%, establishing an objective for
the future of 85%. Over the course of 2014, this rate has
markedly increased to the point of reaching a cumulative
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42 f e b r ER O 2 0 1 1
•
93%, a figure that is considerable higher than the objective initially established. In 2013, Iberia was ranked by
FlightStats, at global level and amongst 45 airline companies, as the fourth most punctual in the world, whilst
in June 2014 it rose to the first position and obtained the
second position in July.
Regarding the Level of Quality Perceived by custo-
[CITY]
mers: The impact of the setting in motion of the Ágora
Project increased the overall quality perceived by customers by 0.35 points and, over the course of 2014, this figure has risen to 0.56.
The Ágora Project, as a strategic plan of Iberia, arose with
the objective of transforming the T4 into a reference hub at
global level.
THE T4 IN THE
ADOLFO SUÁREZ
MADRID-BARAJAS
AIRPORT CONSIDERED
AMONGST THE BEST
TERMINALS IN THE
WORLD ACCORDING
TO SKYTRAX
All efforts and initiatives seek to convert operations within
the T4 in Madrid into leverage in terms of the competitiveness of the company, which aspires to improve punctuality
and airport operation along with customer experience, promoting the use of new technologies to bring about a situation wherein transit within the airport environment is speedier for passengers and more efficient for airline companies.
These improvements considerably increase the volume of
traffic and the number of passengers making use of airport
services, with considerable direct economic impact on the
Region of Madrid and the country as a whole. Nor should it
be forgotten that this airport activity, in an indirect manner,
has an extremely positive impact in terms of employment
and production.
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Abre tus ventanas
a la luz natural
IMPROVE YOUR COMMUNITY’S ENERGY.
REALE SEGUROS
The aim of the initiative is to promote energy efficiency, selfsupply and the use of renewable energies amongst communities of property owners in Madrid.
This will enable us to help promote a sustainable, efficient
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40 f e b r ER O 2 0 1 1
city of the future, contribute to the fight against climate
change, provide energy security and independence and introduce an emerging market of highly efficient energy-related products and services to Spain. l
[CITY]
Improve Your Community’s Energy is a project that arose
from an existing collaboration between the Reale Foundation and WWF/Adena, which began 12 years ago.
The project was launched in 2012 and is being implemen-
ted in collaboration with the Biodiversity Foundation and
Madrid City Council’s Municipal Housing and Land Corporation (EMVS).
The objective is to promote energy efficiency, self-supply and
the use of renewable energies amongst communities of property owners.
It is being developed in two phases:
Phase One (January 2013 to December 2013):
• Defining the basic requirements to enable energy renovation and self-supply to become a reality in Spain; identifying existing barriers and proposing solutions. We
want to facilitate interaction between the various bodies
that play a key role in making energy renovation a reality
and installing renewable-energy infrastructure in buildings. Potential actors: communities of property owners,
property administrators, energy services companies, financial institutions, consumers’ and users’ associations,
companies that install renewable-energy infrastructure
and public administrations. The requirements have been
established through the organisation of a technical
workshop and the creation of a group of experts, with
the aim of establishing synergies between the above
actors in order to overcome the barriers that are currently blocking the progress of the domestic energyrenovation sector and the large-scale installation of renewable-energy infrastructure across Spain.
In order to facilitate interaction between these actors they
were invited to participate in a workshop, which also served
to launch a work group aiming to develop a strategy for overcoming the barriers that are currently blocking the progress
of the domestic energy-renovation sector and the large-scale
installation of renewable-energy infrastructure across Spain.
At the end of the workshop a report was drawn up in order to
set out conclusions and establish a strategy for joint action.
• Promoting the design of a funding product: said product
must be low-cost and long-term, in order to fund improvements to domestic energy efficiency in accordance
with the criteria of sustainability and the installation of
renewable-energy infrastructure in residential building.
Pursuant to this aim, WWF España has contacted various
funding bodies and proposed that they design and develop this low-cost, long-term product, which will fund
energy-renovation initiatives and the installation of renewable-energy infrastructure in residential buildings.
•
Awareness-raising campaign for residents: communities
of property owners have been offered useful information
on improvements to energy efficiency, self-supply and
distributed generation in their homes. This campaign is
being carried out in collaboration with a variety of different social organizations and WWF España’s network of
groups, in the form of an information kit containing audiovisual and educational material and (for some communities) an on-site presentation.
Phase Two (January 2014 to December 2014):
• Efficient Building competition : this initiative is aimed at
Reale employees and customers, who use the 2.0 tool to
calculate their energy consumption at home and then
use the recommendations given by the tool to implement measures to reduce their domestic energy consumption. They take part in the competition by submitting their “before” and “after” energy-consumption readings, as well as a homemade video showing the
measures they have implemented.
• Monitoring the progress of the pilot project and producing audiovisual material to record the various steps
taken: taking photographs and videos of the various
stages of the project, such as the installation of insulation, new windows, renewable-energy infrastructure,
etc., in order to create a set of informative, educational
audiovisual materials that chart all the stages involved in
the energy renovation of a residential building.
• Preparing a report on the lessons learnt from the pilot
project: preparation of an informative report on the problems and obstacles encountered during the renovation
of the building, along with the solutions found and lessons learnt.
• Exhibiting the finished work and presenting the report
on the lessons learnt: organisation of an event that includes a photographic and audiovisual exhibition of the completed pilot project. All the collaborative partners will be
involved, along with the key actors in the sector (communities of property owners, property administrators, energy
services companies, financial institutions, consumers’ and
users’ associations, companies that install renewableenergy infrastructure and public administrations).
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STAGES, ACTION SCHEDULE
Total cost of the project (2 years) for the Reale Foundation:
€104,902.
Beginning with a pilot project for the energy renovation of a
residential building in Madrid, the aim is to extend this initiative to the rest of the country and publicise both the need
and opportunity to apply energy-saving and energy-efficiency measures to buildings and save each household more than
€680 per year.
This project is being implemented in collaboration with Ma-
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42 f e b r ER O 2 0 1 1
drid City Council’s Municipal Housing and Land Corporation
(EMVS), using a residential building for social housing that
was built in the 1950s and is suffering from serious energyrelated deficiencies. The renovation proposal incorporates
the recommendations of the energy audit that was carried
out in 2013 by the consultancy firm Creara, and includes among other things - renewing the building’s façade and
¡Ahorro en calef
[CITY]
roof, replacing the windows and shutters with more efficient
designs, improving the electrical installation and changing
the bulbs for energy-saving models. The result of this “energy
intervention” will transform this inefficient building with a
class F energy rating into a much more sustainable building
with a class D energy rating, with the possibility of improving
further to become a class C.
As a result, the residents in this community will see these
changes reflected in their energy bills and could see monthly
savings in excess of 50% in comparison to their domestic
consumption prior to the renovation. Moreover, they will also
enjoy improved quality of life thanks to the combined noise
and heat insulation, which will block external noise and reduce the discomfort associated with excessive heat or cold, as
well as enjoying greater visual comfort through the use of
special artificial lighting that adapts to the needs of each
room outside of daylight hours.
This campaign also includes a significant educational component, which is implemented through activities designed to
raise awareness amongst residents; e.g. tailor-made workshops and the provision of informative materials:
•
Informing communities of property owners of the need
(and opportunity) to implement measures to boost energy savings and energy efficiency and install renewableenergy infrastructure in their buildings.
Conducting a study on energy renovation in order to
install renewable-energy infrastructure in a specific residential building.
Demonstrating, through the implementation of a pilot
project, that it is feasible for communities of property
owners to take measures to help optimise their energy
consumption and meet part of their energy needs themselves through the use of clean energy.
aislamiento acústico...
•
n puedo dormir!
•
¡Bye bye,
aire cargado!
Specifically, the project makes use of an online tool named The
Efficiency Community 2.0 (http://www.ecoavantis.com/analisis/selector.php), which enables any resident to conduct an
analysis of their current domestic energy consumption and
recommends measures - to be implemented both within the
home and in the building as a whole - to reduce this consumption.
Further information at:
http://fundacionreale.org/
www.wwf.es/energiacomunidad
www.wwf.es/energiacomunidad
Con la colaboración de:
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TELEFÓNICA FOUNDATION CENTRE.
TELEFÓNICA
The Telefónica Foundation Centre in Madrid is designed to
be a meeting place open to all, where people can come to
observe, debate and evolve their ideas.
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40 f e b r ER O 2 0 1 1
It provides a unique space for exhibitions, educational
workshops, symposiums, conferences, guided tours and
cinematic and musical events
[CITY]
Our aim was to transform this building, which is located in
the centre of Madrid’s Gran Vía and has been at the heart
of Telefónica’s operations for more than 80 years, into a
new cultural and technological hub.
We have sought to communicate the origins and identity
of Telefónica by drawing attention to the building’s industrial architecture and showcasing all its installation work
and internal construction
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The Telefónica Foundation Centre is a meeting place that
is open to all. It forms part of the comprehensive renovation project for the emblematic Gran Vía building designed
in 1930 by Ignacio de Cárdenas, which is considered to be
an architectural gem of the early 20th century.
The projec t, which was coordinated by the Telefónica
Foundation and the Quanto Arquitectura studio and directed by the architect Migual García Alonso, in collaboration with other architecture studios, has both restored and
showcased the building’s original industrial architecture.
It involved the creation of a series of multi-functional spaces that house the Foundation’s technological and artistic
assets and are also used for various third-party exhibitions
and cultural activities of all kinds, such as conferences, cinema and musical events and much more. Covering a total
of 6000 m2, spread across four floors, the Centre offers an
open, varied and inclusive range of activities. Across a
number of different stages, and with the support of numerous experts from different creative and artistic disciplines,
we are able to add value to cultural, knowledge-based and
learning activities. As well as the programme of activities
for exhibitions and the auditorium, each day we offer guided tours that expand on the information provided in the
exhibitions and reveal details about the Telefónica building and its history.
STAGES, ACTION SCHEDULE
The Telefónica Foundation Centre opened its doors in May
2012. On 5 November 2013 it unveiled a new space, located on the fourth floor, which is equipped with a range of
interactive tools (including the Kaleidoscope, a tool for
visual exploration) designed to give visitors a closer look
at the most outstanding works and pieces in its collec tions.
Each day we offer guided tours, not only of the exhibitions
b u t a l s o o f t h e v a r i o u s e ve n t s t h a t t a k e p l a ce i n t h e
Centre’s different venues, such as the auditorium, classrooms, and so on.
impacto de la buena práctica sobre el
entorno externo
For many years, the Telefónica Foundation has helped to
bring our cultural, architectural and industrial heritage to
as wide an audience as possible through the use of new
technologies.
We are firmly committed to exhibiting our own collections
online.
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42 f e b r ER O 2 0 1 1
The variety of different activities on offer, in terms of both
their format and delivery, provides an opportunity to discover, experience and share our collections in a way that is
both original and interactive.
The Centre offers an open, varied and inclusive range of
activities. Across a number of different stages, and with
the support of numerous experts from different creative
and artistic disciplines, we are able to add value to cultural, knowledge-based and learning activities.
We offer guided tours that expand on the information provided in the exhibitions and reveal details about the Telefónica building and its history.
[CITY]
Below are some statistics for 2013:
•
The Telefónica Foundation Centre offers an uninterrupted
programme of events throughout the year, focusing on
three key areas:
Exhibitions: more than six temporary exhibitions plus a
permanent exhibition on the History of Telecommunications.
Educational activities: workshops, guided tours, etc.
Cultural activities: talks, symposiums, conferences, performances, activities with a strong link to digital culture, etc.
•
•
•
•
•
•
Unique visitors to the Telefónica Foundation Centre:
277,275
Visitors to exhibitions: 542,064
Visitors to Digital Culture Events: 11,393
Online followers of Digital Culture Events: 27,386
Children provided with training in Art and Digital Culture: 4,448
YouTube channel views: 547,000
Visits to the website: 1,017,000
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43
city hall of madrid
Mayor’s Office General Coordination
Luis Cueto Álvarez Sotomayor
General Coordinator of Mayor’s Office
MADRID OFFICIAL CHAMBER OF COMMERCE,
INDUSTRY AND SERVICES
Almudena del Rosal Alonso
Deputy Director. Office for International Promotion and
Corporate Participation
Carlos Prieto Menéndez
Managing Director
Ana López-Linares Anta
Head of Corporate Participation Department
Alberto Díaz Martínez
Economic Adviser
Susana Lemonche Fernández
Head of International Strategy Department
Santiago Izquierdo Cirujano
Marketing and Communication Manager
Álvaro Jusdado Tejuca
Office for Corporate Participation
Javier Mancebo Soto
Marketing Adviser
Mónica Vega Gómez
Madrid Chamber Business Club / Marketing
participating companies
Acciona
BBVA
Banco Santander
Caixa Bank
Grupo Villar Mir OHL
Clear Channel España
Revitass, Clínicas de
Fisioterapia
El Corte Inglés, S.A.
Garrigues
Grupo Tragsa
Iberia
Ifema, Feria de Madrid
Mahou San Miguel
Mutua Madrileña
Reale Seguros
Room Mate Hotels
Sanitas
Telefónica
febrero 2011
3
Abre tus ventanas
a la luz natural
Con la colaboración de:
Companies that make up the Forum
Office for Corporate Participation
City Hall of Madrid
C/ Montalbán, 1- 4ª Planta
28014 - Madrid
Tel.: +34 91 513 34 14 / 16
www. foroempresaspormadrid.es

BEST BUSINESS PRACTICES to INCREasE tHE INtERNatIoNaL

Transcription

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