sustainability report 2010 · training 2.6.6. ... (worldtracer...
TRANSCRIPT
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CONTENTS
1. THE SUSTAINABLE COMPANY
1.1. THE COMPANY
1.1.1. MISSION
1.1.2. VISION
1.1.3. VALUES
1.1.4. POLICY
1.1.5 STRATEGIC OBJECTIVES
1.1.6 BUSINESS AREAS
1.2. BUSINESS ETHICS
1.3. CORPORATE GOVERNANCE
1.3.1 GOVERNANCE STRUCTURE, COMPETENCES AND GOVERNING BODY REMUNERATION
1.3.2 GENERAL GOVERNANCE PRACTICES
1.4. MANAGEMENT MODEL
1.4.1. ORGANISATIONAL STRUCTURE
1.4.2. SOCIAL RESPONSIBILITY
1.4.3. BOARD OF SOCIAL RESPONSIBILITY AND SUSTAINABILITY
2. CREATING STAKEHOLDER VALUE
2.1. SHAREHOLDERS
2.1.1. SHAREHOLDER STRUCTURE
2.1.2. SHAREHOLDER REMUNERATION
2.2. SUPPLIERS
2.2.1. WEALTH GENERATED
2.2.2. BUSINESS RELATIONS
2.2.3. QUALIFICATION AND SELECTION OF SUPPLIERS �
2.3. CLIENTS
2.3.1. CLIENT SATISFACTION
2.3.2. SERVICE LEVEL AGREEMENTS
2.3.3. COMPLAINTS MANAGEMENT
2.4. REGULATORY ENTITY
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2.5. SOCIETY
2.6. EMPLOYEES
2.6.1. ABSENTEEISM
2.6.2. CHARACTERISTICS OF HUMAN ASSETS
2.6.3. WORKING PRACTICES AND RECRUITMENT AND SELECTION PROCEDURES
2.6.5. TRAINING
2.6.6. OCCUPATIONAL HEALTH
2.6.7. PREVENTION AND SAFETY
2.7. RESEARCH AND DEVELOPMENT
3. RELATIONSHIP WITH THE ENVIRONMENT
3.1. THE COMPANY
3.1.1. PORTWAY ENVIRONMENTAL POLICY
3.2. DESCRIPTION OF PORTWAY’S ENVIRONMENTAL MANAGEMENT SYSTEM
3.2.1. ENVIRONMENTAL OBJECTIVES AND TARGETS
3.2.2. REPORTING
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1.1. The Company �
portway�–�handling�de�portugal,�s.a.�was�set�up�by�public�deed�on�2�May�2000�
and�has�been�operating�at�Lisbon,�Porto�and�Faro�Airports�since�1�July�2000,�and�
at�Funchal�Airport�since�17�December�2006.�
�
As�a�ground�handling�company�licensed�by�the�National�Institute�of�Civil�Aviation�
(INAC),� portway’s� activity� has� been� undertaken� in� accordance� with�
recommendations� relating� to� good� corporate� governance,� maintaining� a�
relationship� of� complete� transparency� with� the� market� and� adopting� practices�
designed�to�guarantee�sustained�development.��
�
Furthermore,� the� adoption� of� ever� better� organisational�models,�monitoring� the�
evolution�of�international�trends,�and�the�results�of�internal�reflections�in�this�area�
through�annual�managerial�meetings,�has�given�particular�importance.�
�
At�the�same�time,�the�company�has�continued�to�perfect�the�quality�management�
system�that,� in�2003,�enabled� it�to�receive�certification�through�the�standard� ISO�
9001:2000.� In�this�way,�routine�procedures�have�been�maintained�leading�to�the�
identification� of� the� organisational� and� operational� improvements� necessary� to�
ensure�portway’s�continued�growth�while�guaranteeing� fulfilment�of� the�Service�
Level�Agreements�(SLAs)�made�with�clients�and�with�airports.�This�has�become�an�
ever�more�comprehensive�project�because�of�the�involvement�of�the�whole�of�the�
company’s� organisational� structure,� resulting� in� the� renewal� of� the� above-
mentioned�certification.�
�
In� 2007,� portway� began� the� process� for� implementing� an� Environmental�
Management� System,� and,� in� February� 2008,� it� obtained� further� certification� in�
accordance�with�the�standard�ISO�14001:2004.��
�
The�company�operates�in�an�open�and�highly�competitive�market�that�is�subject�to�
specific�regulation�and�highly�conditioned�by�the�level�and�quality�of�its�services.�It�
undertakes� its� obligations� as� a� ground� handling� operator� through� Service� Level�
Agreements�(SLAs),�which�establish�the�level�of�assistance�to�be�provided�and��
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gauge� the� level� of� satisfaction� of� its� clients,� making� it� possible� for� the� latter� to�
apply� contractually� agreed� sanctions,� or� even,� in� extreme� cases,� to� rescind� the�
agreement.� Operating� within� this� context,� the� company� has� and� uses�
methodologies�designed�to�assess�the�extent�to�which�the�SLAs�are�complied�with,�
as�well�as�to�promote�the�quality�of�its�services,�namely�through�the�use�of�a�series�
of� formal� and� regular� mechanisms� agreed� with� the� airline� companies� for� the�
presentation�and�analysis�of�complaints.�
��1.1.1 Mission
The�mission�of�portway�–�handling�de�portugal,�s.a.� is�as�described�in� its�Quality�
and�Environment�Policy:�
�
• To�render�high-quality�services�in�the�ground�handling�market;�
• To�provide�training�services;�
• To�contribute�to�the�country’s�economic,�social,�environmental�and�cultural�
development;�
• To�guarantee�the�highest�possible�levels�of�professional�qualification�for�its�
employees.�
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�1.1.2 Vision
portway’s�vision�is�that�of�a�business�that�is:�
• Developed� in� a� socially� and� environmentally� efficient� and� sustainable�
fashion;�
• Equipped� with� a� ground� handling� management� team� of� recognised�
competence;�
• Based� on� a� performance� that� enjoys� the� full� trust� and� confidence� of� its�
partners�and�clients;�
• Founded�upon�the�relationship�between�“client�and�provider”�of�services;�
• Committed�to�supplying�a�high-quality�service.�
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1.1.3 Values
The�values�underlying�the�development�of�our�activities�are:�
�
• Dedication�to�the�Client�–�Seeking�to�guarantee�the�satisfaction�and�loyalty�
of�clients,�based�on�their�needs�and�expectations;�
• Innovation�and�a�Competitive�Spirit�–�Using�the� latest�and�most�advanced�
policies�and�equipment,�in�order�to�maximise�the�efficiency�of�our�methods�
and�procedures;�
• Development� of� Employees� –� Showing� our� commitment� to� their�
professional�and�personal�growth�in�an�environment�of�continuous�training;��
• Result-oriented�Performance�–�Showing�our� commitment�and�ambition� to�
achieve� the� best� possible� operating� results� and� economic� and� financial�
performance.�
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1.1.4 Policy
portway’s�policy�is�based�on�its�commitment�to:�
�
• Use�resources�in�a�correct�and�rational�manner;�
• Guarantee�the�satisfaction�and�loyalty�of�clients;�
• Work�in�conjunction�with�various�partners�and�airport�agents;�
• Remain�permanently�attentive�to�operational�needs�and�requirements;�
• Respond�promptly�and�efficiently�to�the�challenges�placed�before�it;�
• Ensure�the�suitable�disposal�of�polluting�waste�products;�
• Promote�measures�designed�to�reduce�pollution;�
• Provide�environmental�compensation�for�the�fuel�consumed;�
• Reduce�its�consumption�of�scarce�resources;�
• Renew�our�fleet�and�equipment�in�a�progressive�manner;�
• Choose�environmentally�friendly�solutions;�
• Undertake�preventive�action�in�the�area�of�hygiene�and�safety;�
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• Implement� all� the� Security� and� Safety� rules� imposed� by� the� International�
Civil� Aviation� Organization� (ICAO)� and� the� International� Air� Transport�
Association�(IATA).�
�
1.1.5 Strategic Objectives
The�Strategic�Objectives�of�portway�–�handling�de�portugal,�s.a.,�are�shown�in�the�
table�below:�
�
Strategic�Objective� Indicators� Target�for�2010�
Client�satisfaction�
Control� and� management� of� aircraft�transit� times� in� accordance� with� the�Service�Level�Agreements�
Maximum� of� 3%� of�delays�up�to�14�minutes�
Maximum� of� 1%� of�delays�over�15�minutes�
Control� of� the� attribution� of� Fault�Station� to� irregularities� in� baggage�handling�under�the�WTM�system�
Error�of�less�than�1%�
Safety/security�prevention��
Control�of�compliance�with�safety�rules�Less� than� 3%�of�N� (No)�answers� per� month� per�Handling�Unit��
Business�performance�success�
Level�of�EBITDA�compliance� 100%�
Increase� of� unit� earnings� in� contracts�renewed�in�2010�
100%�
Growth� in� Core� Activity� Productivity� –�Handling�
Increase�by�3%�
Growth� in� Core� Activity� Productivity� –�Cargo�
Increase�by�3%�
Performance�evaluation�� Overall�average�performance�(1�a�5)� >�or�=≥�3.5�
Environment��Control� of� Greenhouse� Gas� Emissions� of�GSE�and�Diesel�
100%�
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1.1.6 Business Areas
portway’s� main� area� of� business� is� ground� handling,� consisting� of� providing�
assistance�to�aircraft�on�land,�passengers�and�baggage,�cargo�and�mail,�crews�and�
aircraft,� boarding,� disembarking� and� undertaking� all� actions� necessary� for� the�
fulfilment�of�contracts� for� the�handling�of�passengers�and�cargo�signed�with�our�
clients.�
�
In� 2010,� portway’s� ground� handling� activity� at� the� 4� business� units� of� Lisbon,�
Porto,�Faro�and�Funchal�represented�79%�of�total�turnover.�
�
Aircraft� handling� activity� was� divided� as� follows� between� the� above-mentioned�
business�units:�
Handling Unit No. of clients No. of flights Cargo handled (tons)
No. of passengers
Faro� 32� 14,317� 114� 3,917,341�
Funchal� 18� 2,964� 4,838� 722,325�
Lisbon� 44� 11,621� 38,359� 2,536,192�
Porto� 33� 11,966� 23,971� 2,833,283�
Total 127 40,867 67,282 10,009,141
�
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After� beginning� its� activity�with� the� provision� of� ground� handling� assistance� for�
aircraft,� portway� soon� recognised� the� potential� advantage� of� diversifying� its�
activity� into�other� areas�of�business� linked�with�handling�but� regarded�as�“non-
aviation”�business.�
�
Currently,�portway’s�“non-aviation”�business� represents�an� important�part�of� its�
total�business�and�is�distributed�as�follows:�
�� �
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SERVICES UHLIS UHOPO UHFAO UHFNC
Passengers with reduced mobility
� � � �
Baggage Trolleys � � � ��
Baggage Terminal � �� �� ��
Baggage Deposit � �� �� ��
Drivers � �� �� ��
Airbridges �� � � ��
Telephonists � �� �� ��
Information assistants
� �� �� ��
General Services �� � �� ��
DHL � � �
Coffee Machines � � �� ��
����1.2 Business Ethics
As� its� shares� are� held� 100%� by� ANA,� S.A.,�portway� has� chosen� to� adopt� that�
company’s� Code� of� Ethics� and� Conduct,� whose� aims� may� be� summarised� as�
follows:�
• To�inform�all�employees�of�the�company’s�guiding�values�and�principles�and�
the�rules�of�conduct�that�must�be�adopted�in�the�performance�of�their�day-
to-day�business;�
• To�strengthen�the�feeling�of�a�shared�culture;�
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• To� encourage� employees� to� question� if� their� normal� behaviours� and�
procedures�are�in�keeping�with�the�company’s�values�and�principles;�
• To�establish�criteria�for�the�hierarchical�organisation�of�the�values�and�rules�
of�conduct�in�order�to�reduce�the�risk�of�a�conflict�of�interests�in�decision-
making�processes.�
��
In�order�to�promote�and�publicise�this�code,�portway�has�a�specific�committee�
known�as�the�Ethics Committee,�composed�of�a�president�and�four�members�
(three�of�which�are�company�employees),�specifically,�a�Member�of�the�Board�
of�Directors�with�responsibility�for�Financial�and�Administrative�Management,�
as�chairman,�the�Director�of�Engineering�and�Maintenance,�the�Financial�and�
Administrative�Director,�the�Handling�Sales�Manager,�the�Director�of�the�Faro�
Handling�Unit�and�the�Official�Chartered�Auditor,�as�members.�
�
The�deliberation�by�the�Board�of�Directors�to�expand�the�membership�of�this�
commitment� was� equally� reflected� in� the� expansion� of� its� respective�
competences� and� duties� in� terms� of� commitments� taken� on� in� terms� of�
observing�best�practices� in� terms�of�Corruption�and�Associated� Infringement�
Risk�Management.�Within�the�scope�of�such�commitments,�portway�drafted�a�
Risk� Prevention� Management� Plan� that� includes� corruption� and� associated�
infringement� risks� and� issues� an� annual� report� as� to� the� extent� of� the�
respective�implementation.�
�
Hence,�the�portway�Ethics�and�Behavioural�Commission�is�encharged�with�the�
following:�
�
• To� collaborate� in� the� internal� and� external� dissemination� of� the�portway�
Codes�of�Ethics�and�Conduct;�
• To� act,� impartially� and� independently� of� the� company’s� management�
bodies,�in�such�a�way�as�to�ensure�compliance�with�the�portway�Codes�of�
Ethics�and�Conduct;�
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• To� clarify� any�doubts� that�may�be� raised� regarding� the� interpretation�and�
application�of�the�Codes�of�Ethics�and�Conduct;�
• To� express� its� opinion�on� any� questions� relating� to� the� application�of� the�
principles�of�the�portway�Codes�of�Ethics�and�Conduct,�raised�either�by�the�
Board�of�Directors�or�by�any�employee�
• All� the� competences� necessary� for� the� management� of� corruption� and�
associated� infringement� risks,� specifically� in�carrying�out� regular�audits,�by�
the� shareholder� or� by� third� parties� and� the� respective� supervision� and�
identifying� of� opportunities� for� improvement� and� presenting�measures� to�
this�end�from�the�perspective�of�preventive�risk�management.
�
�
1.3 Corporate Governance
1.3.1. Governance Structure, Responsibilities and Remunerations of the Company Bodies ��portway’s�company�bodies�are:���
General Meeting������
• This� is� the� company’s� highest� decision-making� body,� deciding� upon� all�
matters� for� which� it� is� given� responsibility� by� law� and� by� the� Articles� of�
Association,�including�the�special�responsibilities�established�in�article�6.�
��
• The�board�of�the�General�Meeting� is�composed�of�a�president�and�a�vice-
president.�
�
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�
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• The� members� of� the� General� Meeting� serve� for� a� term� of� three� years,�
renewable� for� one� or� more� periods,� with� the� year� in� which� they� were�
elected�counting�as�a�full�year.�At�the�end�of�their�term,�members�remain�in�
office�until�new�elections�are�held.�
�
• The�General�Meeting�is�held�whenever�convened�for�this�purpose�under�the�
terms�of�the�law.�
�• The� remunerations� and� reimbursements� of� the� company’s� directors� are�
established�by�the�General�Meeting.�
�
The�members� of� the�General�Meeting� are� not� paid� for� their� services� since� they�
already�receive�their�respective�remunerations�for�the�work�they�perform�at�ANA,�
S.A..�
Board of Directors
• The�Board�of�Directors� is� responsible� for� the�company’s�management�and�
representation�in�accordance�with�the�powers�and�duties�attributed�to�it�by�
law,�the�Articles�of�Association�or�the�General�Meeting.�
�
• The� Board� of� Directors� is� composed� of� three� members,� elected� by� the�
General�Meeting.�Of�these�three�members,�one�acts�as�President,�while�the�
other�two�act�as�directors�with�both�serving�on�an�exclusive�basis.��
�
• The�members� of� the� Board� of� Directors� serve� for� a� term� of� three� years,�
renewable�for�up�to�a�maximum�of�three�occasions,�with�the�year�in�which�
they� were� elected� counting� as� a� full� year.� At� the� end� of� their� term,�
members�remain�in�office�until�new�elections�are�held.�
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• According� to� the� Articles� of� Association,� the� Board� of� Directors� meets�
whenever� convened�by� its�president,� and�also�whenever� convened�by� the�
president�at�the�request�of�the�two�directors�or�the�supervisory�board.�
�
The� Decision� of� the� General� Meeting� of� 20� March� 2008,� in� effect� until� 2010,�
stipulated�that:�
�
• The�gross�remuneration�of�the�director,�Dr.�José�Manuel�Dias�dos�Santos�is�
fixed�at�the�annual�amount�of�L�98,000.00�(ninety-eight�thousand�euros)�
paid�on�a�basis�of�fourteen�months�per�year;��
�
• �The� other� members� of� the� Board� of� Directors� are� not� paid� for� their�
services�as�they�already�receive�their�respective�remunerations�for�the�work�
they�perform�at�ANA,�S.A..�
�
�
At� the�General�Meeting�held�on�3�March�2010,� changes� in� the� regime� in�effect�
were�deliberated�upon�and�deciding�to�proceed�with�the�remuneration�of�directors�
through� to� the� end� of� their� mandates� (31� December� 2010)� according� to� the�
following�terms:�
�
• Gross�total�remuneration�of�L�7,800.00�(seven�thousand�and�eight�hundred�
euros),� with� this� amount� including� base� payment� as� well� as� any� other�
certain� and� fixed� remuneration� type,� determined� or� determinable,�
specifically�working�subsidies�or�any�other�fixed�remuneration�component;�
�
• Not� included� within� the� aforementioned� gross� total� and� complete�
remuneration�payment�are�the�family�allowance�complement�and�the�meal�
allowance�paid� in�accordance�with�the�figures� in�effect�at� the�shareholder�
ANA,�S.A.�
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• The�President�of� the�Board�of�Directors�holds�a�non-remunerated�position�
as� already� subject� to� the� respective� remuneration� paid� out� within� the�
context�of�the�functions�undertaken�at�ANA,�S.A.�
�
It� should� furthermore� be� emphasised� that,� in� accordance� with� the� guidelines�
handed�down�in�the�Stability�and�Growth�Plan�II�(commonly�referred�to�as�PEC�II),�
these�remunerations�were�subject�to�a�5%�reduction�in�their�gross�value.�
Supervisory Board
• The� auditing� of� the� Company’s� business� is� the� responsibility� of� a�
Supervisory� Board,� a� role� that� is� currently� performed� by� the� company�
“Pedro� Roque�&�Crisóstomo�Real� –� SROC”� (No.� 125),� represented�by�Dr.�
Pedro�Nuno�Ramos�Roque,�with�the�company�“Jaime�Matos,�Castanheira�&�
Martins�da�Silva,�SROC”�(No.�167),�represented�by�Dr.�Jaime�Abrantes�Silva�
Matos,�acting�as�its�substitute,�in�accordance�with�the�legal�responsibilities�
established�for�this�company�body.�
�
• The�term�of�office�of� the�Supervisory�Board� is� for�a�period�of� three�years,�
renewable�up�to�a�maximum�of�three�times,�with�the�year�in�which�he/she�
was�elected�counting�as�a�full�year.�At�the�end�of�his/her�term,�he/she�will�
remain�in�office�until�such�time�as�a�new�decision�is�taken.�
�
• The�Decision�of� the�General�Meeting�of�20�March�2008,� in�effect� for� the�
2008/2010�triennial,�entrusted�the�Board�of�Directors�with�the�responsibility�
for�agreeing�the�remuneration�of�the�Supervisory�Board.�In�accordance�with�
the� rules� of� the� Chamber� of� State-registered� Auditors,� a� contract� was�
agreed�for�the�remuneration�for�the�State-Registered�Auditor�of�L�900�per�
month,�with�the�Company’s�Sole�Supervisor�receiving�an�annual�salary�of�L�
10,800�in�2010.�
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1.3.2 General Governance Practices
�
As�a�provider�of�ground�handling�services�to�aircraft,�portway’s�activity�has�been�
undertaken� in� accordance� with� recommendations� relating� to� good� corporate�
governance,� maintaining� a� relationship� of� transparency� with� the� market� and�
adopting�practices�designed�to�guarantee�sustained�development.�
�
portway,�whose�shares�are�held�100%�by�ANA,�S.A.,�follows�the�instructions�laid�
out� in� the� Resolution� of� the�Council� of�Ministers� No.� 49/2007,� of� 28�March,� in�
particular� those� stated� in� Chapter� II,� relating� to� principles� of� good� governance�
directly�addressed� to�State-owned�companies,�across� the�various� lines� relating� to�
such�practices.�
�
Thus,� all� the� rules� relating� to� the� respective� compliance� with� this� governance�
framework� are� respected,� particularly� with� regard� to� the� principle� of� publishing�
information� about� relevant� facts� relating� to� the� economic,� financial� or� asset�
position�of�the�company,�duly�confirmed�by�the�shareholder.�
Under� the� scope� of� these� duties,� portway� drew� up� its� Corporate� Governance�
Report�in�2010,�furnishing�detailed�information�about�the�following�items:�
• Organisational�and�Functional�Structure;�
• Shareholder�Structure;�
• Distribution�of�Dividends;�
• Auditors;�
• Relevant�Transactions�with�Related�Organisations;�
• Suppliers�with�Invoices�totalling�more�than�1�million�euros;�
• Duties,� terms� of� office,� areas� of� responsibility� and�
remunerations�of�the�Company�Bodies;�
• Corporate�Rules;�
• Code�of�Ethics�and�Conduct;�
• Management�System�and�Risk�Control;�
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• Human�Resources;�
• Information�Systems;�
• Research,�Development�and�Innovation;�
• Investor�Relations;�
• Fulfilment� of� the� Annual� Objectives� established� by� the�
Shareholder.�
�
�
�
�
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1.4 Management Model �portway’s� management� system� is� based� on� its� mission,� principles� and� business�
values.�
��1.4.1 Organisational Structure �portway�has� its�head�office� in�Lisbon,�and� its�Board�of�Directors� is� supported�by�
the�Central�Operations�Department� and� by� the�Human� Resources,� Financial� and�
Administrative,�Sales,�Engineering�and�Maintenance�Departments.�
�
It�undertakes� its�operational�activities�at� the�4�airports�of�Lisbon,�Porto,�Faro�and�
Funchal,� running� a� Handling� Unit� at� each� site,� divided� into� their� respective�
operational�departments:�Passengers,�Ramp,�Operations�and�Cargo.�
�
Each�of� the�Units�has�a� functional�area� for� the�Maintenance�of� their�equipment,�
answering�to�the�Engineering�and�Maintenance�Department�in�technical�terms.�
�
�
�
�
�
�
�
�
�
�
�
�
�
On� decision� of� the� Board� dated� 23/09/2009,� the�DCO� –� the� Central� Operations� Department�was� established� and�went�
operational�on�1st�October�2009.�
The�Board�decision�dated�03/03/2010�deliberated�the�exoneration�of�the�director�with�the�position�of�Central�Director�of�
Operations� remaining� empty�with� the� functions� assigned� in� the�meanwhile� undertaken� by� the�member� of� the� Board� of�
Directors,�Dr.�Joana�Oliveira�Freitas.�
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Since� 2003,� portway� has� had� a� Quality� Management� System,� certified� by� TÜV�
Rheinland�in�accordance�with�the�standard�NP�EN�ISO�9001:2000,�and�since�2008,�
it� has� had� an� Integrated� Quality� and� Environment� System,� certified� by� the�
standards�NP�EN� ISO�9001:2000�and�NP�EN� ISO�14001:2004,�with�the�following�
procedural�structure:�
�
��
�
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1.4.2 Social Responsibility
�
portway� identifies� its� workers� as� its� most� important� asset,� and� therefore� regards�
Corporate�Social�Responsibility�as�one�of�the�pillars�of�the�company’s�sustainability.�
�
Along�with�its�strategic�economic�and�environmental�objectives,�the�company�actively�
pursues�the�objective�of�guaranteeing�the�social� involvement�and�development�of� its�
members�of�staff.�
�
To� this� end,� solutions� have� been� found� with� respect� to� the� workers’� comfort,�
health�and�leisure�in�order�to�contribute�towards�an�improvement�in�the�standard�
of�living�and�quality�of�life�of�its�employees,�namely:�
�
• Canteens� –� canteen� service� agreements� have� been� put� in� place� at� the�
airports� in� mainland� Portugal� and� Funchal,� where� portway� operates,�
guaranteeing�a�rapid,�high-quality�and�low-cost�service;�
�
• Health�Insurance�–�according�to�internal�rules,�workers�are�provided�with�a�
Health� Insurance� scheme,� which� can� be� extended� to� include� family�
members�at� low-cost� (in�2010,� this�policy�was�subject� to�negotiation,�due�
to� come� into� effect� in�2011,� and� resulting� in�a� considerable� expansion� in�
employee�coverage/protection);�
�
• Healthcare�Units�–�an�agreement�was�signed�with�UCS�(Healthcare�Unit)�to�
assist� workers� and� their� families:� a� high-quality� scheme� with� controlled�
costs�for�the�user;�
�
• Sponsorships� for�worker� sports� and� recreational� initiatives,� such�as� Indoor�
Football� teams,� Mountain� Biking,� gymnastics,� volleyball� and� other�
initiatives;�
�
�
�
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• To�improve�communication�between�all�workers,�a�monthly�Newsletter�was�
launched,� containing� a� variety� of� news� and� helping� everyone� to� get� to�
know�a�little�more�about�one�another;�
�• Installations:�new�installations�were�provided�(working�areas)�for�Faro�Unit�
employees�(Ramp,�Operations�and�Maintenance)�as�well�as�a�new�rest�room�
for�employees�at�the�Porto�Ramp�Unit.�
�
It�should�also�be�added�that�portway�recognises�its�responsibilities�in�this�area�by�
seeking� to� bring� its� management� into� line� with� the� basic� principles� of� a� Social�
Responsibility�policy,�especially�with�regard�to:�
�
• Discrimination,� coercive� disciplinary� practices,� forced� labour� and� child�
labour,�which�it�most�vehemently�repudiates;�
�
• Freedom� of� Association,� the� Right� to� Collective� Bargaining,� Health� and�
Safety,� adaptable� working� hours� and� suitable� remuneration,� which� it�
guarantees�and�promotes;�
�
• Participation� in� projects� that� are� in� keeping� with� its� values� in� the�
communities�to�which�it�belongs,�which�it�supports�and�promotes.�
�
�
1.4.3 Board for Social Responsibility and Sustainability
�
This�Board�is�composed�of�three�managers�chosen�from�amongst�the�managers�of�
the�Corporate�Centre�(Head�Office),�specifically�the�Financial�Director,�as�president,�
and�the�Directors�of�Human�Resources�and�the�Lisbon�Handling�Unit�and�entrusted�
with�the�following�main�responsibilities:�
� To� recommend� priorities� and� identify� best� practices� in� terms� of� Social�
Responsibility�to�be�introduced�at�portway;�
�
�
�
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� To� influence� the� adoption� and� implementation� of� the� priorities� identified,�
introducing�them�into�Business�Procedures�in�an�integrated�manner;�
� To� support� the� integration� of� objectives� and� targets� related� to� Social�
Responsibility� into� the� company’s� Strategic� Plans� and� to� ensure� their�
respective�communication�and�periodical�monitoring.�
� �
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�������������������������������������������������
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2. Creating Stakeholder Value �2.1 Shareholders �2.1.1 Shareholder Structure �As�of�31�December�2010,�the�equity�capital�of�portway s.a.�was�held�100%�by�
ANA,�S.A..�
�2.1.2 Shareholder Remuneration ��In�2010,�portway�did�not�obtain�any�dividends.�
�
It�was�proposed� that� the� loss� recorded� should�be� transferred� to� the�carried�over�
earnings�account.�
�
2.2. Suppliers 2.2.1 Wealth Generated In�2010,�the�company’s�turnover�presented�the�following�values,�divided�amongst�
the�different�handling�Units�and�the�Headquarters:�
Handling Units Turnover
Lisbon� L�21,408,539��
Porto� L�13,602,210��
Faro� L�12,010,674��
Funchal� L�3,468,953��
Headquarters�� L�482,935��
Total L�50,973,312 �
2.2.2 Business Relations �The�Financial�and�Administrative�Department�works� in�association�with�the�other�
departments,� namely� the� Central� Operations� Department,� the� Engineering� and�
Maintenance� Department� and� the� Human� Resources� Department,� to� guarantee�
full�compliance�with�the�company’s�internal�rules,�regulations�and�procedures,�as��
�
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well�as�with�the� legislation�currently� in�force,�relating�to�the�acquisition�of�goods�
and�services.�
Within� this� scope,� we� should� emphasise� that� portway� carried� out� a� review� of�
procurement�tender�procedures�in�effect�for�the�acquisition�of�temporary�workers�
and�uniforms�in�2010.�
In� addition� to� this,� in� certain� areas,� such�as� that�of� IT,� for� example�–� specifically�
hardware� and� software� –� portway� benefits� from� cooperation� with� the� Shared�
Services�Centre�of�ANA,�Aeroportos�de�Portugal,�S.A..�
�
�
2.2.3 Qualification and Selection of Suppliers �The�suppliers�whose�invoices�totalled�more�than�1�million�Euros�(including�VAT),�in�
2010,�were�as�follows:�
Tax Number Name Total (euros) %
500700834�503299006�507485882�
ANA�Aeroportos�de�Portugal�S.A.�Select�Slot,�Lda�
6,197,905.96 2,611,356.31 1,133,244.52
32.41% 13.66% 5.93%
�
2.3 Clients �“My�Client’s�Client�is�also�my�Client”.�
�
Our� definition� of� “Client”� extrapolates� the� contractual� relationship� with� the�
Operators� (Airline�Companies),�and�extends� the�concept� to� include�“Our�Clients’�
Clients”.�
�
Thus,� Passengers,� Cargo� Agents,� and� many� others,� increase� our� “family� of�
Clients”,�whom�we�serve�with�dedication�and� from�whom�we�accept�praise�and�
criticism,�the�guiding�thread�for�identifying�measures�for�the�improvement�of�our�
services.�
������
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�2.3.1 Client Satisfaction �
The�satisfaction�of�our�clients�is�one�of�our�clearly�stated�Strategic�Objectives.�It�is�
gauged�internally�by�the�number�of�mistakes�that�are�caused�and�identified:�
• Through�the�attribution�of�delay�codes�to�aircraft,�in�keeping�with�the�table�
published�by�IATA�(AHM�730);�
• Through� the� attribution� of� Fault� Station� under� the� WTM� (World� Tracer�
Management)� System� to� baggage� that� has� been� subjected� to� some�
irregularity;�
• Through� the� monitoring� of� the� fulfilment� of� Service� Level� Agreements�
(SLAs),� and�compliance�with� the� rules�of�Security�and�Safety,�divided� into�
the�critical�areas�of�Passenger�Handling,�Aircraft�Handling�at�the�Ramp�and�
Balancing�and�Documentation.�
�
Externally,� satisfaction� is� gauged� by� the� initiatives� and� actions� of� our� Clients�
(Airline�Companies),�who�undertake�their�own�Audits�of�our�services,�organisation�
and�documentation.�
�
In�parallel,�we�maintain�a�Complaints�Management�System,�which�guarantees�that�
all�criticism�and�praise�is�taken�into�consideration.�
�
�
2.3.2 Service Level Agreements
�
portway�has�Service�Level�Agreements�with:�
• the�Airports�at�which�it�operates,�and�
• the�vast�majority�of�its�clients,�the�Airline�Companies.�
�
These�agreements�establish�the�strict�nature�of�the�operation�and,�in�all�cases,�are�
communicated�in�detail�to�each�of�the�employees�involved�in�their�management,�in�
order�to�guarantee�their�complete�fulfillment.�
�
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The� results� of� monitoring� the� fulfillment� of� the� SLAs� with� the� Airports� are�
published�every�six�months�on�ANA’s�website�(www.ana.pt).�
2.3.3 Complaints Management
�
The�feedback�that�we�receive� from�our�activities� is�one�of� the�main� indicators�of�
our�performance,�and�that�is�why�we�have�introduced�a�Complaints�Management�
System.�
�
In� 2010,� a� total� of� 1,028� formal� complaints�were� received� from�passengers� and�
other�dissatisfied�clients.�
�
�
Of� this� total,� 922� complaints�were� forwarded� after� careful� study,� to� those�who�
were�really�responsible�for�causing�the�clients’�dissatisfaction�(in�the�vast�majority�
of� cases,� the� Airline� Companies),� leaving� us� to� accept� responsibility� for� the�
remaining�106�complaints.�These�were�submitted� to� internal�analysis,�and�action�
was�taken�with�the�aim�of�ensuring�the�continuous�improvement�of�the�services,�in�
order�to�guarantee�the�satisfaction�of�all�of�our�clients.��
�
�
�
At� the� same� time,� the� system� for� the� collection�and�management�of� complaints�
gave�rise�to�92�cases�of�gratitude�and�praise�for�the�quality�of�our�services,�mostly�
originating�from�Airline�Companies.�
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�
��
�
2.4 Regulatory Entity
�
The�authority�that�regulates�the�activity�of�ground�handling�in�Portugal�is�INAC,�IP�
(National� Institute� of� Civil� Aviation),� which� supervises� the� fulfilment� of� the� rules�
and�standards�of�ICAO,�the�European�Union�and�the�Portuguese�State.�
�
INAC�also�analyses�and�assesses�the�operational�work�codes,�namely�the�contents�
of�Training�Manuals.�
�
�
2.5 Society
�
portway�is�an�integral�part�of�civil�society�and�is�conscious�of�the�dynamics�of�its�
relationship�with�this.�
�
While�generating�wealth�and�employment�and�improving�the�dynamics�of�society�
result�in�positive�impacts,�there�are�other�occurrences�in�portway’s�activity that�are�
less�attractive,�but�inevitable.�
�
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This� is� the� case� with� the� environmental� impact� resulting� from� an� activity� that�
consumes�scarce�resources,�such�as�fuel�and�water,�while�also�generating�waste.�
�
Aware� of� this� situation,� portway� has� recognised� the� need� for� environmental�
control� and� strict� compliance� with� the� law,� implementing� an� Environmental�
Management�System,�which�was�certified� in� February�2008�by�TÜV�Rheinland� in�
accordance�with�the�standard�NP�EN�ISO�14001:2004.�
�
In� parallel� to� this,� and� in� an� attempt� to� compensate� for� the� impact� that� it� has�
caused,� portway� volunteered� to� plant� trees� in� the� vicinity� of� the� respective�
airports.�For�this�purpose,�Cooperation�Agreements�were�signed�with�the�Councils�
of� the� districts� where� its� Operational� Units� are� located.� In� 2010,� this� initiative�
resulted� in� partnership� relationships� with� other� non-governmental� organisations�
focused�upon�environmental�protection,�in�particular,�Quercus.��
�
�
2.6 Employees �portway’s�employees�are�its�greatest�asset.�
�
After� investment� in� Training� and� within� the� scope� of� “On-the-Job� Training”�
schemes,� professional�workers� are� prepared�who� are� capable� of� assuming�more�
demanding�levels�of�responsibility�in�their�respective�areas�and�working�as�a�team�
towards�the�achievement�of�a�common�goal.�
�
In� 2010,� valuation,� motivation� and� performance� enhancement� promotional�
policies�were�particularly� strengthened,� contributing� towards�higher� standards�of�
qualification� and� professional� and� personal� development� (the� operational�
productivity�incentive�programs�–�the�portway�project�More�–�and�the�workplace�
accident�awareness/prevention�project�“Don’t�Get�Hurt”).�
Only�with� the� existence� of� highly�motivated� and�well�managed� teams�were�we�
able� to�achieve� the� results� set�out�below�and� resulting� in�an� increase�of�9� (nine)�
per�cent�in�the�Operational�Productivity�of�teams.
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���������������� ��
�
Note:� the� indicator� ponders� the� total� number� of� flights� /� total� FTE´s� of� the� Ramp� and�
Passenger�departments.�The�values�provided�in�the�previous�years�(and�especially�in�2009)�
incorporated�a�simple�average�(and�therefore�not�weighting�the�number�of�flights�at�each�
site)�of�the�average�productivity�of�the�Ramp�and�Passenger�departments�at�each�site.��
�
�
�
2.6.1 Absenteeism
�
The� strong� individual� and� collective� motivation� built� up� through� the� company’s�
team� spirit� means� that� absenteeism� remained� at� comparatively� low� levels,�
considering�the�specificity�of�the�service,�which�requires�employees�to�work�mainly�
in�accordance�with�a� shift� system.�These� levels�of�absenteeism�are� shown� in� the�
following�table:��
�
�
�
�
Handling�*�Secondary�activities�*�Total��������
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���
�
2.6.2 Characteristics of Human Assets Our�Human�Resources�have�attained�the�following�educational�levels:�����
�
�
�
�
�
�
�
�
�
�
�
�
�
And�are�distributed�across�the�following�age�groups:�
�
������
0
50
100
150
200
250
300
350
400
450
500
18 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 - 54 55 - 59 60 - 61 62 - 64 > 65
No. Emp.
Age
Age Structure
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����
2.6.3 Working Practices and Recruitment and Selection Procedures
portway’s�Human�Resources�policies�have�always�been�geared�towards�the�
promotion�of�human�capital.�
This�approach,�and�taking� into�consideration�the�highly�competitive�marketplace,�
drives�the�need�to�ensure�the�highest�technical�aptitudes�of�its�resources�and�the�
corresponding�improvements�in�the�service�quality�rendered.�
�
In�2010,�the�management�adopted�the�following�guidelines:�
a) Continuous� training:� the� company� continued� to� invest� in� upgrading� the�
qualifications�of� its�human�resources,�endowing�them�with�the�know-how�
and�the�necessary�tools�so�that,�from�a�business�perspective,�ensuring�they�
are� able� to� cope� with� crises� in� the� marketplace� and� the� very� high�
competition�prevailing� in� the�sector,�guaranteeing� their�own�employment.�
For�the�record,�in�2010,�a�total�of�24,506�hours�of�training�were�given�to�a�
total� of�2,023� trainees,� and� covering�a�diversified� range�of�programs�and�
contents� with� the� leading� new� factor� being� the� launch� of� the� Handling�
Management�training�course�dedicated�for�senior�members�of�staff;�
b) Encouraging� employee� relationships� with� dialogue� and� involvement:�
holding�quarterly�operational�meetings�with�staff�from�the�four�sites�and�all�
departments,�seniority�and�types�of�function,�with�the�objective�of�sharing�
information�about�company�performance,�reflecting�on�future�priorities�and�
celebrating�the�successes�attained.�
c) Encouraging� multitasking� and� flexibility:� the� rise� in� the� quantity� and� the�
specific� nature� of� the� demands� made� by� the� airline� companies� handled�
requires� strong� investment� in� task� versatility� among� members� of� staff.�
Indeed,� the� aforementioned�major� commitment� towards� training� fostered�
the� multi-task� abilities� associated� with� the� functional� descriptions.� In�
addition� to� these� factors,� we� should� point� to� the� very� flexibility� of� the�
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workforce�itself�(for�example:�part-time�working�timetables)�and�long�since�
nurtured�by�the�company;�
d) Operational� performance� improvement� initiatives:� in� 2010,� in� close�
cooperation�with�teams,�various� internal�programs�have�been�run� in�order�
to,� for� example,� counter� workplace� accident� and� the� respective�
absenteeism� as� well� as� increasing� operational� productivity� with� these�
programs�all�counting�upon�employee� involvement�both� in�terms�of�direct�
participation�and� in� their�design�and� implementation� (Internal�Operational�
Performance�Improvement�Program,�the�“Don’t�Get�Hurt”�Program�against�
workplace� accidents� and� the� resulting� absenteeism� operational�
performance�awards);�
e) Leveraging� the� know-how� of� internal� resources� and� strengthening� the�
commitment� to� commercialising� this� specialist� knowledge� in� the�
marketplace� in� new� “formats”,� especially� technical� consultancy� and�
classroom�based�training�on�Management�/�Handling�Management;�
f) Review�of�the�internal�recruitment�and�selection�procedures.�
�
Corresponding,� as� the� core� consequences� /� results,� we� would� highlight� the�
following:�
-� Growth� in� employee� competitiveness:� to� the� factors� of� training,� flexibility,�
motivation� and� quality,� there� was� the� balanced� human� resource� cost�
contention�policy,�which�may�be�not�only�associated�as�a�natural�consequence�
and� effect� but� also� as� a� result� of� the� rising� competitive� effectiveness� of� the�
labour�under�employment;�
-�Increasing�operational�productivity: from the�operational�point�of�view,�there�
has�been�a� sustained� improvement� in�operational�productivity� levels�with� the�
percentage� index� surging� by� around� 9%� (according� to� the� criteria� set� out�
above)� on� 2009,� a� fact� particularly� notable� when� taking� into� account� the�
respective�parallel�commitment�to�cutting�the�amount�of�supplementary�work�
in�operational�areas�by�24%;�
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34
-�Employment�stability�and�average�levels�of�full-time�staff:�in�terms�of�average�
levels�of�full-time�staff,�when�compared�with�the�growth�experienced�in�recent�
years,� this� indicator� now� continues� to� point� towards� the� stabilisation� in� the�
company’s�level�of�employment.�
portway�implements�policies�bringing�about�equality�in�relations�and�opportunities�
between�the�genders.�
From�the�perspective�of�labour�relations,�the�company�has�historically�experienced�
a� climate� of� frank� harmony� and� “social� peace”,� returning� a� low� level� of�
employment� related� litigation� and� a� similarly� low� level� of� unilateral� employee�
churn.
�
2.6.4 Human Capital Management �
portway�has�a�turnover�that�varies�between�the�IATA�Summer�and�Winter�periods,�
so�that�some�flexibility�is�required�in�the�allocation�of�workers.�
�
Combining� this� fluctuation� with� some� personal� interests,� some� of� the� working�
schedules�may�vary�between�part�time�in�the�Winter�and�full�time�in�the�Summer.�
�
At� the� same� time,� recourse� is� also� made� to� Temporary� Work,� whenever�
operational�requirements�so�justify�and�decreasing�the�levels�in�off-peak�periods.�
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�
2.6.5. Training
�
As� the� ground�handling� activity� is� a� field�with� a� powerful� technical� component,�
and� in� view� of� the� technical� and� technological� developments� in� the� sector,�
portway’s� staff� is� subjected� to� intensive� training� in� various�areas.� Some�of� these�
training�actions�are�guided�by� ICAO�and�regulated�and�supervised�by� INAC,�such�
as� Security;� others� are� guided� by� IATA� and� supervised� by� our� clients,� such� as�
Dangerous� Goods,� or� Safety.� Training� is� also� provided� to� staff� in� the� different�
systems� for� the� reception� of� passengers� and�baggage,� or� aircraft� balancing� and�
DCS�(Departure�Control�System).�
���
23903 24506
0
10000
20000
30000
2009 2010
No. Hours Training
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��
2.6.6 Occupational Health
�portway�participates� in�the�Occupational�Health�and�Safety�Management�System�
of�the�ANA.�S.A.�group.�
�
The�implementation�of�this�system�results�in�the�observance�of�everyday�practices�
related� with� the� provision� of� permanent� medical� care,� preventive� medicine,�
ergonomics,�individual�protective�equipment,�etcetera.�
Several� activities� are� frequently� held� to� raise� awareness� about� safety� and� risk�
prevention,�with� the� aim� of� altering� practices� and/or� infrastructures� designed� to�
prevent�the�appearance�of�occupational�diseases�and�to�reduce�potential�dangers.�
portway� also� regularly� monitors� the� activities� of� its� employees� in� order� to�
guarantee�observance�of�these�practices.�
�
In�2010,�the�“Don’t�Get�Hurt”�program�was�launched�with�a�quarterly�evaluation�
of�accident� levels�at�each�Handling�Unit�operational�department�and�determining�
the�attribution�of�a�collective�award�for�employees�turning�in�the�best�performance�
(absence�or�lowest�number�of�incidents)�in�terms�of�workplace�accidents.�
�
�
2.6.7 Prevention and Safety
�
The�prevention�and�safety�policy�are�fundamental�to�portway�for�reasons�inherent:�
• it’s� very� activity,� within� airports� always� congested� with� planes� and� other�
equipment,��
• the�scale�of�the�equipment�in�operation,��
• the�circulation�of�many�vehicles�inside�the�same�vicinity,��
• continuous�contact�with�high�quantities�of�fuels,�and�
• the� stress� implicit� in�meeting� the� requirements� of� our� Clients�within� very�
short�timeframes.��
�
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The� Safety� Culture,� that� begins� with� prevention� and� extends� methodologically�
throughout� all� operational� processes� and� areas,� is� of� the� greatest� importance,�
accumulating� the� important� Workplace� Health� and� Safety� component� with� the�
cutting�of�risks�and�the�material�costs�both�for�our�property�and�for�the�property�
of�our�Clients.�
Correspondingly,�efforts�have�focused�on�many�different�dimensions�of�which�we�
would�highlight�the�following:�
1. Specific� training� in� safety� related� issues� for� all� employees�who,�directly� or�
indirectly,� deal� with� operations� as� well� as� those� involved� in� storage� and�
baggage�handling�services�and�maintenance�teams.�
2. Monitoring�of� compliance�with� the� rules,�on�a�daily�basis,�operation�after�
operation,� transforming� theory� into� sustained practices and� in� effect�
universally.�
Furthermore,� we� must� mention� the� generalised� adoption� of� this� framework� of�
practices�and�orientations�by�all�sectors�of�the�company.�
�
Cumulatively,�under�the�pressure�of� ICAO�and�the�corporate�world� (proposed�by�
IATA� and� backed� and� seconded� by� the� overwhelming� majority� of� our� Clients),�
portway�has�been�developing�a�Safety�Management�System�that,�integrating�and�
harmonising� the� aforementioned� actions,� will� enable� the� consolidation� of� the�
system�and�attaining�levels�of�Safety�among�the�best�worldwide.����
�
�
2.7 Research and Development
�
As�ground�handling�is�an�activity�that,�by�its�very�nature,�calls�for�the�performance�
of�mandatory� routine�operations,� implying� the� filling�out�of�all�kinds�of�different�
forms�–�many�of�which�are�required�by�the�airline�companies�–�and�demanding�a�
strict� interaction� of� information,�portway� is� committed� to� the� development� and�
acquisition�of�computer�software.��
�
�
�
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�
Correspondingly:�
• The� company� acquired,� and� went� through� an� implementation� phase� in�
2009,�a�new�working�timetable�management�program;�
• A� Training� Management� System� was� implemented� and� went� into�
production�phase�in�2009;�
• A�Complaints�Management�System�was�acquired�and�adapted;��
• Since�2008,� a� computer-based�operational�management� system�has�been�
operational�at�the�four�Handling�Units.�This�had�been�developed�internally�
in�partnership�between�the�head�office�and�the�operations�sector,�in�order�
to�rationalise�information�and�minimise�paper�consumption.�
�
Throughout� 2010� and� within� the� scope� of� information� systems� development,�
portway� prioritised� the� implementation� and� improvement� of� already� acquired�
systems�with�the�objective�of�boosting�control�program�quality�and�and�optimising�
the�allocation�of�the�human�resources�available�for�the�airport�assistance�services�
provided.�
�
The�study�and�implementation�of�scientific�and�technological�innovation�projects�is�
not�a�key�vocation�of�the�company.�Nevertheless,�during�2010�and�in�partnership�
with� Ana� Aeroportos� de� Portugal,� the� company� participated� in� the� following�
projects:�
�
•�AAS�–�Integrated�Airport�Apron�Safety�Fleet�Management�(ASC);�
•� LOCON� –� Platform� for� an� inter-working� of� embedded� Localization� and�
Communications�Systems�(AFR);�
•� Carrying� out� the� first� field� testing� of� “CUTE”� terminals� installed� in� vehicles�
circulating�on�the�ramp.�The�project�takes�up�wireless�means�of�communication�to�
enable� all� the� functions� made� available� by� the� “CUTE”� devices,� including�
document�printing,�alongside�airplanes.�
�
�
�
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�
�
� �
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3. Relationship with the Environment
�
portway’s� relationship� with� the� Environment� is� one� that� is� based� on� the�
committed� performance� of� its� duties,�with� both� awareness� and� concern� for� the�
need�to�ensure�a�sustainable�planet.��
�
3.1 The Company
�
The� company� assumes� the� need� to� continue� to� act� to� bring� about� a� more�
sustainable� environment� for� the� future.� To� this� end,� it� remains� focused� on� the�
continuous� improvement� of� the� company’s� Environmental�Management� System,�
implemented�and�certified�since�February�2008.�
�
3.1.1 portway Environmental Policy
�
portway’s� Environmental� Policy� is� described� in� its� Quality� and� Environment�
Manual,�and�is�designed�to:�
• Ensure�thorough�legal�compliance�with�the�respective�legal�frameworks;�
• Create�compensatory�synergies,�especially�with�our�partners�and�Clients;�
• Increase�collective�environmental�awareness�through�raising�environmental�
awareness�actions�and�events;�
• Correctly�and�rationally�using�natural�resources;�
• Appropriately�disposing�of�our�waste�residues;�
• Bring�about�pollution�reduction�measures�through�the�acquisition�of�hybrid�
and/or�electric�vehicles;�
• When� renewing� our� fleet� and� equipment,� always� opting� for� the� most�
environmentally�friendly�solutions.�
�����������
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3.2 Description of portway’s Environmental Management System
�
portway’s�Environmental�Management�System�is�a�system�that�is�integrated�into�
its�Quality�Management�System�and�coordinated�by� the�Environmental�Engineer,�
under�instructions�from�the�Board�of�Directors.�
�
Based� on� the� identification� of� the� Significant� Environmental� Aspects� and� the�
consequent� Environmental� Impacts� found� at� each� Unit� and� broken� down� by�
Department,� an� Environmental� Management� Programme� was� created� that�
includes�a�routine�procedure�for�the�disposal�of�waste.�This�is�done�in�accordance�
with�the�legal�statutes,�being�supported�in�the�case�of�some�items�by�the�airports’�
own�environmental�organisation,�and�in�the�case�of�most�items�involving�the�direct�
hiring�of�the�services�of�specialised�companies�duly�licensed�for�this�purpose.�
�
3.2.1 Environmental Objectives and Targets
�
In�parallel,�actions�designed�to�meet�the�Environmental�Objectives�and�Targets�set.�
Regarding�offsetting�CO2�emissions�through�the�planting�of�trees�and�the�signing�
of�protocols�with�Municipal�Councils�adjoining�the�airports�served,�environmental�
partnership�protocols�have�been�agreed�and� signed�with� Faro�Municipal�Council�
(Faro�Airport),�Machico� and�Santa�Cruz� (Madeira�Airport),�Maia� and�Matosinhos�
(Francisco� Sá� Carneiro� Airport).� At� Lisbon� Airport,� a� protocol� was� signed� with�
Quercus�for� the�recovery�of� indigenous�forestry�under�the�auspices�of� the�“Plant�
Forests”�projects.�
�
Hence,�in�accordance�with�the�consumption�verified�for�2009,�portway�–�handling�
de�Portugal�s.a�in�2010�delivered�to�the�Maia�and�Matosinhos�Municipal�Councils�
108� trees� and� and� planted� a� further� 1,121� indigenous� saplings/bushes� which�
enabled�a�new�forest�to�be�planned�in�Serra�de�Montejunto,�as�detailed�below.�
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�
�
Planting� took� place� on� 7� February� 2010� and� counted� on� the� participation� of�
portway�members�of�staff�among�other�volunteers.�
�
The�forest�was�planted�in�Casal�da�Serra,�in�the�parish�of�Vila�Verde�dos�Francos,�
Alenquer�council,�and�covers�an�area�of�4.71�ha.�and�made�up�of�1,121�trees�and�
seven�species�of�indigenous�bushes�including�the�following:�
� 274�Holm�oak�
� 35�Black�willow��
� 536�Portuguese�oak��
� 150�Ash�
� 1�Laurel�tree��
� 50�Arbutus�trees��
� 75�Hawthorn�trees�
�
�
�
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43
�
The� wood� is� maintained� over� a� thirty� year� period� and� including� technical�
supervision�and�forestry�clearing� in�order�to�prevent�fires�as�well�as�other�actions�
for�the�wood’s�healthy�development.�
�
The�Objective�and�respective�Environmental�Target�set�for�2010�is�described�in�the�
table�below:�
�
Control�of�greenhouse�gas�emissions�by�GSE�and�Diesel� 100%�of�GSE�
�
GSE�opacity�measurements�were�taken�at�all�four�Handling�Units�and�covering�all�
diesel-powered�equipment.��
�
�
�
Statistical�analysis�of�the�values�obtained�from�the�measuring�equipment�enable�us�
to� conclude� that� our� GSEs� do� not� return� values� of� opacity� above� those� legally�
allowed.��
The�legally�established�levels�for�opacity�(k)�are�3�m-1�for�turbo�motors�and�2.5�m-1�
for�non-turbo�motors.�Any�level�above�these�presumes�problems�in�terms�of�either�
the�motor�or�the�diesel�fuel.�
�
���������������������������������������������������������������������������������
The� results� obtained�by� our�
and�are�set�out�in�the�table�below�that�also�depicts�the�connection�between�higher�
motor�rotation�and�opacity
�
�
�
�
�
�
�
�
�
�
�
�
Regarding�fuel�consumption,�we�returned�the�following�performance� in�terms�of�
consumption�of�diesel/plane
��
Consumption� at� Faro� was�
(September� 2010)� that� led� to� an� increase� in� fuel� consumption,� especially� in� the�
GPU’s�deployed�to�assist�airplanes�based�at�the�airport
0
10
20
30
LIS
Fu
el/p
lan
e
���������������������������������������������������������������������������������Sustainability Report_2010
�
The� results� obtained�by� our�GSEs�were� all� below� the� legally� allowed�maximums�
and�are�set�out�in�the�table�below�that�also�depicts�the�connection�between�higher�
motor�rotation�and�opacity�levels.�
garding�fuel�consumption,�we�returned�the�following�performance� in�terms�of�
plane:
�
was� boosted� by� the� opening� of� the� new�
ptember� 2010)� that� led� to� an� increase� in� fuel� consumption,� especially� in� the�
deployed�to�assist�airplanes�based�at�the�airport.�
OPO FAO FNC
_2010
44
were� all� below� the� legally� allowed�maximums�
and�are�set�out�in�the�table�below�that�also�depicts�the�connection�between�higher�
garding�fuel�consumption,�we�returned�the�following�performance� in�terms�of�
�
by� the� opening� of� the� new� Ryanair� base�
ptember� 2010)� that� led� to� an� increase� in� fuel� consumption,� especially� in� the�
2008
2009
2010
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�
45
�The� Funchal� Handling� Unit,� due� to� the� operational� impossibility� of� carrying� out�
embarkation�and�disembarkation�on�foot�due�to�adverse�weather�conditions,�saw�
an� increase� in� the� utilisation� of� coaches� and� the� consequent� increase� in� fuel�
consumption.�
��
3.2.2 Reporting
�
In� keeping� with� legal� requirements,� portway� is� registered� with� SIRAPA� for� the�
reporting�of� the�waste�produced�by� its�business�and� sent� to�duly� licensed�waste�
disposal� operators,�with� the�waste� inventories� for� 2007,� 2008� and�2009� having�
been�presented�within�the�legally�established�deadlines.�
�����������������������������������������