Milestones and challenges
Find out more about our milestones and future challenges below:
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| Targets 2009 | Challenges 2010 |
|---|---|
| Sustainability Committee set up at boardroom level. | Advance fulfilment of the objectives of the Sustainability Master Plan. |
| Strategic Business Plan 2010-2013 presented. | Contribute the equivalent of 5% of the dividend to social action. |
| ACCIONA maintained its position as Sector Leader in the Dow Jones Sustainability Index for the third consecutive year, and was ranked ‘Gold Class Sector Leader’. | Adopt more demanding international standards with regard to integrity and transparency. |
| José Manuel Entrecanales, Chairman & CEO of ACCIONA, elected member of the World Business Council for Sustainable Development (WBCSD). | Develop a stakeholder engagement policy to formalize, standardize and give momentum to articulate dialogue between ACCIONA and its main stakeholders. |
| ACCIONA carries out its first online consultation with opinion leaders. | Implement the Company’s sustainability model in the management of the supply chain. |
| Adopted the Code of Self-Regulation of Environmental Messages in Advertising for Energy and Automobile companies. | Plan to implement sustainability model among ACCIONA suppliers. |
| Risk Map updated and Crisis Management Plan designed. | Include sustainability criteria in the Company’s risk assessment. |
| New Corporate Procurement Standard developed which set out ACCIONA’s position with regard to sustainability in the supply chain. | Include a clause on hiring workers with disabilities in all procurement orders. |
| Targets 2009 | Challenges 2010 |
|---|---|
| Investment in R&D and Innovation grew by 30% vs. 2008, reaching 92.2 million euros. | Expected investment in R&D of up to 400 million euros. |
| Review the Strategic Innovation Plan, in the light of important financial support obtained from the European Investment Bank | Develop a project to research the elimination of micro-pollutants present in water. |
| ACCIONA awarded four new CENIT projects by CDTI, an organization belonging to Spain’s Ministry of Science and Innovation. | Research the development of deep water structures which are capable of making optimum use of wind, waves and sea currents. |
| ACCIONA recognized as a leader in innovation intensity among European Electric and Construction companies, with an investment percentage over EBITDA of 6.7%, according the EU R&D Industrial Investment Scoreboard 2009. | Expand and provide the pilot microphyte plant at Caparroso (Spain) with new photobioreactor systems. |
| Successful start-up of the first 3 MW turbine prototype, which will be produced in a range of three rotor diameters. | Develop a new plant that can produce energy with corn straw and solve problems associated to chlorine content and the alkaline medium of corn waste. |
| Creation of the SEPAFLOC® and NITROREMOVAL® brands as a result of ACCIONA’s research into desalination and purification. | Two-fold increase in the patent portfolio during the 2010-2013 period for all ACCIONA business units. |
| ACCIONA Installation Services obtained UNE 166.002:2006 certification of its R&D and Innovation Management System. | Implement technological solutions for designing and constructing new types of infrastructures (overhead passageways) for pedestrian traffic, based on state-of-the-art materials. |
| Targets 2009 | Challenges 2010 |
|---|---|
| Implemented a new system for attracting and selecting talent. | Launch the new ACCIONA Brand Strategy on Employment using Web 2.0 tools. |
| Developed a new organisation model based on a hierarchy that is common to all companies, activities and countries where ACCIONA operates, and clearly communicates career paths and standardizes job descriptions worldwide. | Launch a new Career Plan to enable people to grow within ACCIONA. |
| Defined a new model of skills and competencies based on the Company’s vision and values. | Develop a global Performance Evaluation Programme applicable in all ACCIONA divisions and companies. |
| Developed and implemented the Virtual Campus. | Develop a Potential-Management Programme aimed at identifying and developing the Company’s future leaders. |
| Implemented the Learning Management System as a tool for managing training in all the business lines by integrating face-to-face and online training. | Define and implement a single worldwide Training Itinerary System for all professionals at ACCIONA. |
| Launched online training programme in Sustainability developed by Cambridge University and aimed at executives and middle managers. | |
| Signed equality plans in the Infrastructure, Real Estate and Facility Services divisions. |
| Targets 2009 | Challenges 2010 |
|---|---|
| Commitment by Senior Executives to Workplace Health and Safety (WH&S) activities. | Draft the 2010-2012 Workplace Health and Safety Plan. |
| Certification of almost all of ACCIONA’s operations in Spain to the OHSAS 18001:2007 standard. | Expand existing WH&S policies to offices worldwide. |
| Year-on-year reduction in Severity Index by 16 and Frequency Index by 10. | Foster WH&S medicine as a key element in the Company’s WH&S policy, in line with the idea that preventive medicine is a profitable investment. |
| Employees gave the Company’s Workplace Health and Safety Policy 4.2 points out of a possible 5 and 88% of ACCIONA staff are familiar with the policy and the risks of their respective posts. | Give continuity to the Strategic Plan for Workplace Health and Safety in international operations. |
| Targets 2009 | Challenges 2010 |
|---|---|
| Implemented the Environmental Efficiency Plan at work centres; first positive results obtained. | Implement second phase of the Environmental Efficiency Plan at production sites. |
| Consolidated the certified environmental quality and management systems. | Define ACCIONA’s own model for calculating its carbon footprint, integrating energy, water, waste, biodiversity and other environmental aspects. |
| Commenced revision and updating of ACCIONA’s regulatory structure, with a focus on integration. | Implement the Knowledge Management Plan, which seeks to facilitate efficient, sustainable creation and transfer of information, thereby improving the Company’s bottom line. |
| Created and consolidated improvement groups as a management tool focused on excellence and environmental efficiency. |
| Targets 2009 | Challenges 2010 |
|---|---|
| Implemented the Climate Change Plan, which is part of the 2010-2013 Strategic Plan. | Advance the objectives of ACCIONA’s Climate Change Plan. |
| Started up the Alvarado I solar thermal/CSP plant, ACCIONA’s first such facility in Spain. | Lead the EU’s MARINA project, which seeks to integrate a number of marine renewable energies on a single platform. |
| Registered the Yeong Yang (South Korea) project as a Clean Development Mechanism (CDM). | Register three new projects in Mexico as CDMs. |
| Registered the Red Hills Wind Farm (Oklahoma, USA) under the Voluntary Carbon Standard. | Create an Energy Efficiency Improvement Group at ACCIONA Trasmediterranea to draft a standard Energy Efficiency Plan for a conventional ferry. |
